ANNUAL REPORT Department for Victorian Communities CONTENTS

ANNUAL REPORT Department for Victorian Communities CONTENTS

Secretary’s Foreword 2 Highlights 2006–07 4

Section 1: About the Department for Victorian Communities 6 The department’s ministers 8 The department’s organisational structure 9 The department’s senior executive 10 Organisational values and priorities 13

Section 2: Meeting Objectives 16 Objective 1: Communities that shape their future 18 Objective 2: Communities that encourage participation 22 Objective 3: Communities that embrace diversity 26 Objective 4: Communities that gain lasting benefits from major sporting events 30 Objective 5: Government that is easier to work with 34

Section 3: Output Performance 40 Local Government Sector Development 42 Adult and Community Information 44 Community Information Services 46 Community Strengthening 48 Sport, Recreation Sector Development 50 Commonwealth Games 53 Employment Programs 54 Indigenous Community and Cultural Development 56 Youth Affairs 58 Multicultural Affairs 60 Women’s Policy 62 Disability 63 Seniors and Veterans 64

Section 4: Facts and Figures 66 Corporate Service Support 68 Workforce data 70 Executive Officers reconciliation data 72 Financial summary 2006–07and future outlook 73 Balance sheet 76 Cash flow statement 77 Notes to the Financial Statements 79 Appendixes 134 Contacts 155 Disclosure index 158

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 1 Secretary’s foreword

The department has also continued to lead the development of INTRODUCTION whole-of-government strategies in a number of important areas. The last year was significant for the Department for Victorian A major achievement for this year was the development of Communities as a number of major departmental projects moved A Fairer Victoria: Building on our Commitment. For the second from planning to delivery phase, and other important new year, the department was the lead agency on this $3 billion policy initiatives commenced. framework. We are now responsible for A Fairer Victoria initiatives worth more than $310 million. Underpinning these activities has been the department’s ongoing work with different government agencies developing new We continued to work with other agencies in the reform of family partnerships and initiatives to tackle important community issues. violence services and introduced the first common risk assessment framework. This tool will strengthen our capacity to plan and deliver services that respond to family violence which is the main ACHIEVEMENTS AND ACTIVITIES contributor to death, disability and illness in women aged 15 to 44.

Many of the department’s activities have had a strong focus on the In May, the Victorian Parliament passed the Aboriginal Heritage needs of particular places and groups of people. For example, 15 Regulations 2007. The department’s development of this legislation new Transport Connections projects were launched to help make means there is now a balanced framework ensuring Aboriginal better use of existing local transport infrastructure by harnessing traditional owners have a role in protecting their cultural heritage, the skills, resources and knowledge of local communities. without impeding appropriate economic, environmental and social investments. Eight new Community Renewal sites in areas of high socio- economic disadvantage were announced, bringing together The department made a major contribution to the delivery of the government, community organisations and local residents to set FINA World Swimming Championships. Two thousand two hundred local priorities and take action to help transform their communities competitors from 171 nations made the championships the into places of opportunity and activity. biggest in the 34-year history of the event attended by more than 200,000 spectators. The department worked with the Bendigo Bank to establish the Youth Foundations Victoria project to provide funding for three local As well as offering extensive funding for new local community youth activities and give young people a voice in the decisions infrastructure through the Community Support Fund, the about which initiatives were funded. department provided increased funding for Neighbourhood Houses to help meet capital works and staffing costs. During the year, we also reinforced our presence outside the metropolitan area. There are now over 100 staff working in our In December 2006, after the state election, the department Local Teams who are gaining respect and recognition for their assumed responsibility for new functions involving elements from ability to broker local solutions and help local communities navigate the Office of the Chief Information Officer, Multimedia Victoria and the maze of government. the Adult Community and Further Education Board.

We have also been active in supporting those communities These new additions to the department offer the potential to affected by drought. The department has provided extra assistance substantially improve the way services are provided across for sport and recreation facilities in areas hardest hit by the drought government through new technology and to further develop the and new support for rural women, recognising their pivotal role in reach and scope of community education services. their communities. GOING FORWARD LETTER OF TRANSMISSION

In August 2007, the new Premier of Victoria, John Brumby MP, Dear Ministers, announced further machinery of government changes resulting In accordance with the Financial Management Act 1994, in the creation of the new Department of Planning and Community I am pleased to submit to you the Department for Victorian Development. Communities Annual Report for the year ending 30 June 2007.

The new department combines most of the responsibilities of Yours sincerely DVC with the divisions and authorities that currently report to the Minister for Planning within the Department of Sustainability and Environment, along with related urban development functions from the Department of Infrastructure.

The Premier announced the major focus for the new department is to improve the liveability of Victoria’s communities. He placed Yehudi Blacher particular emphasis on reducing delays in planning, managing Secretary urban growth and improving housing affordability.

The Department of Planning and Community Development provides a unique opportunity to meet this challenge.

In closing, I would like to acknowledge the commitment and support we have received from all our Ministers over the past year.

I would also like to express my thanks to our staff whose work makes a significant contribution to the wellbeing of Victorians.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 3 HIGHLIGHTS 2006–07

JULY OCTOBER · Transport Connections Program joins the department as part · Participants record 4,125,870 steps (2,061kms or the distance of the Victorian Government’s $10.5 billion Transport and from Melbourne to Sydney and back) at the Victorian Seniors Liveability statement. Festival ‘Go for your life’ YMCA Seniors Walk.

· More than 150 young people and 30 representatives from · 11 members are appointed to the Aboriginal Heritage Council. government and faith organisations attend the Multicultural Multifaith Youth Forum. · The department supports more than 400 people participate in the Melbourne Walk21 2006 Conference, the seventh international · 26 Local Area Planning Support program grants worth conference on walking and liveable communities. $3.08 million are distributed to 61 Victorian councils. · A grant of $500,000 helps The Big Issue win the bid for NOVEMBER Melbourne to host the 2008 Homeless World Cup. · Disability Awareness Training pilot program is delivered to 14 staff who provided feedback to help refine the training program. · The department’s Community Facility Funding program delivers $2.5 million to Casey–Cardinia Shire to develop the LIFE Aquatic · Machinery-of-government changes to the department are and Recreation Centre in Pakenham, which includes swimming announced following the state election. pools, warm water therapy pool and a creche for patrons. · Women living in rural communities affected by drought receive a $675,000 grant from the Community Support Fund. AUGUST · More than 200 women attend 2006 Premier’s Women’s Summit, where a grant of $250,000 is announced to promote racial and DECEMBER religious harmony. · The department joins other government agencies supporting a free community event in Federation Square to celebrate the · The 11 members of the Victorian Veterans Council, created to International Day of People with a Disability. advise the Premier on veterans’ issues, convene for the first time. · Mordialloc manufacturing company, Form 2000 Sheet Metal, · 43 Women’s Community Leadership Grants worth $155,200 assisted by the department and VECCI, receives the Grey Matters help Victorian women develop their leadership skills. Employer Award at the 2006 Diversity@work Awards. · The Office for Youth’s Advance program and the Country Fire SEPTEMBER Authority win a National Award at the 2006 Australian Safer · The department convenes a workshop for 30 providers of the Communities Awards in recognition of their partnership in No Interest Loans Scheme to expand their service delivery. teaching young people about fire safety.

· 500 people attend Flexible Transport Solutions workshops to explore opportunities to better use local transport infrastructure.

· Two new skate parks in Toora and Welshpool open with the assistance of grants totalling $42,000 from the Community Facilities Funding program.

· The new Office for Disability, with a staff of 16, officially moves into 1 Spring Street. January APRIL · 31 country football and netball clubs receive grants worth · 100 people attend information session about $1.13 million from the Commonwealth Games surplus to Workforce Participation Partnerships (WPP) hosted by make playing surfaces drought resistant. Employment Programs.

· 13 neighbourhood houses affected by bushfire in Victoria’s · 70 local councils share in a $4.7 million grants package to north-east and Gippsland each receive grant for emergency help drought-proof sports facilities. relief and recovery activities through the Neighbourhood House Coordination Program. · 28,000 young Victorians from diverse backgrounds and interests celebrate National Youth Week. FEBRUARY · Veterans and war widows enjoy free travel on the Victorian public · 32 new Universities of the Third Age (U3As) in areas of high transport network during the Anzac Day period. population growth and disadvantage receive $1.2 million in funding through the department. MAY · 35 women attend the first ‘Aboriginal Women Yarnin’ Up Forum’ · The third instalment of A Fairer Victoria: Building on our on safety, health and community wellbeing held in Halls Gap. Commitment invests $1.4 billion in strategies to create opportunities and remove barriers to participation for Victoria’s · More than 150 young people from Indigenous most vulnerable families. communities compete in the Victorian Indigenous Surf Titles at Fairhaven Beach. · The government proclaims Protecting Victoria’s Indigenous Cultural Heritage Act 2006 and Regulations drafted by Aboriginal Affairs Victoria. MARCH · 30 women are entered on the Victorian Honour Roll of Women · The department helps local councils and other stakeholders to 2007 for their outstanding achievements. improve the quality and accessibility of play spaces with The Good Play Space Guide: I can play too. · 2200 athletes from 171 nations set 14 world records in front of 219,317 spectators at the 12th FINA World Swimming · The department distributes grants totalling $216,000 to restore Championships. 41 community war memorials.

· More than 40,000 Victorians participate in the fifth annual Celebrate Our Cultural Diversity Week. JUNE · Almost 1,000 secondary school students from 72 schools · 15 Primary Care Partnership projects are funded under the across metropolitan Melbourne attend the biggest ever Active Victorian Seniors ‘Go for your life’ program, taking the total to Girls Breakfast. 44 projects worth $1.6 million in seniors’ wellbeing. · The full and final release of the department’s eGrants program · An extra $350,000 is provided to The Big Issue to support an goes live online. increased number of teams competing in the 2008 Homeless · $2.1 million in Positive Body Image grants are announced World Cup as well as expanding the Street Socceroos program through the Office for Youth to promote positive body image into other areas. activities to young people.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 5 01ABOUT THE DEPARTMENT FOR VICTORIAN COMMUNITIES The Department for Victorian Communities works across 10 portfolios with the objective of building stronger communities through an integrated approach to planning, funding and delivering services at the local level.

Photo: Stanley Kickett at the Local Indigenous Network consultation in Halls Gap, June 2007 01

The department provides advice and support to the Victorian Government and to the following Ministers

Peter Batchelor James Merlino Minister for Minister for Sport, Victorian Communities Recreation and Youth Affairs Jacinta Allan Minister for Skills, Education Services Richard WynNe and Employment, Minister for Local Minister for Government Women’s Affairs

Steve Bracks Lisa Neville Premier of Victoria Minister for Aged Minister for Care (Office of Senior Multicultural Affairs, Victorians) Minister for Daniel Andrews Veterans’ Affairs Gavin Jennings Minister Assisting Minister for the Premier on Aboriginal Affairs Multicultural Affairs Minister for Community Services (Office for Disability)

Prior to the election in November 2006, the Department for Victorian Communities provided advice and support to the following Victorian Government ministers: • John Thwaites, Minister for Victorian Communities • Gavin Jennings, Minister for Aboriginal Affairs • Jacinta Allan, Minister for Employment and Youth Affairs and Minister responsible for Senior Victorians • Steve Bracks, Premier of Victoria, Minister for Multicultural • Justin Madden, Minister for Commonwealth Games, Affairs and Minister responsible for Veterans’ Affairs Minister for Sport and Recreation • Candy Broad, Minister for Local Government • John Pandazopoulos, Minister assisting the Premier • Mary Delahunty, Minister for Women’s Affairs on Multicultural Affairs. PORTFOLIO structure M inisters Peter Batchelor Steve Bracks Jacinta Allan Gavin Jennings James Merlino Lisa Neville Richard Wynne Minister for Premier of Victoria Minister for Skills, Minister for Minister for Minister for Aged Care Minister for Local Victorian Communities Minister for Education Services Aboriginal Affairs Sport, Recreation (Office of Senior Government Lily D’Ambrosio Multicultural Affairs and Employment Minister for and Youth Affairs Victorians) Parliamentary Secretary Minister for Minister for Community Services Victorian Communities Veteran’s Affairs Women’s Affairs (Office for Disability) Daniel Andrews Minister assisting the Premier on Multicultural Affairs TELMO Languiller Parliamentary Secretary for Assisting the Premier in Multicultural Affairs Tony Robinson Parliamentary Secretary to the Premier, including Veteran’s Affairs

Organisational structure

JENNIFER SAMMS Yehudi Blacher Executive Director, Ministerial Secretary Taskforce On Aboriginal Affairs

D ivisions Community People and Corporate and CITIZEN Sport and Strategic Policy Local Strengthening Community Organisational ACCESS AND Recreation Research and Government Division Advocacy Development TRANSFORMATION Division CommunicationS Employment and Division Division DIVISION Division Adult Education Division Gillian Miles Terry Healy Louise Hill JANE TREADWELL Peter Hertan Alison Prue Digby Deputy Secretary Deputy Secretary Executive Director Executive Director Executive Director McClelland Executive Director Community Programs and Aboriginal Affairs Victoria Corporate Strategy Transformation Strategy Major Projects Executive Director Sector Development Volunteering Office of Women’s Policy Corporate Finance and Service Innovation Community Sport and Strategy Development Governance and Community Support Office of Senior Victorians People and Culture Citizen Engagements and Recreation Programs Research Legislation Connecting Communities Community Engagement Veterans’ Unit Corporate Operations and Community Sport and Policy and Projects Neighbourhood Houses Technology e-Services and Contact Recreation Facilities Corporate and Local Government Office for Youth Centres Programs Internal Communications Communications Office for Disability Employment Programs Cabinet and Parliamentary Adult, Community and Services Further Education Family Violence Unit Legal and FOI P u b lic Bodies Victorian Multicultural Melbourne and Victoria Grants Commission (VMC) Olympic Parks Trust Commission Queen Victoria Melbourne Adult Community and Women’s Centre Trust Cricket Ground Trust Further Education Board Shrine of Remembrance Professional Boxing and Trust Combat Sports Board Victorian Veterans Council State Recreation Camps Committee of Management State Sport Centres Trust 2007 World Swimming Championships Corporation Victorian Institute of Sport E nterprises Business VITS Language Link Adult Multicultural Education Services Centre for Adult Education

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 9 01

The department for Victorian communities senior executive

YEHUDI BLACHER SECRETARY Department for Victorian Communities Yehudi Blacher has been the Secretary of the department since it was established in December 2002. Previously, he was Deputy Secretary in the Department of Premier JENNIFER SAMMS and Cabinet. EXECUTIVE DIRECTOR Ministerial Taskforce on Aboriginal Affairs Jennifer Samms was appointed as Director, Office of Commonwealth Games Coordination in August 2004. Following the TERRY HEALY completion of the Commonwealth Games, DEPUTY SECRETARY Jennifer was appointed as as Executive People and Community Advocacy Director, Ministerial Taskforce on Aboriginal Terry Healy was appointed as Deputy Affairs. Secretary, People and Community Advocacy in December 2002. He is responsible for the Office of Women’s Policy, the Office for Youth, the Office for Disability, Aboriginal PRUE DIGBY EXECUTIVE DIRECTOR Affairs Victoria, the Family Violence Unit, the LOCAL GOVERNMENT Office of Senior Victorians and the Veterans EMPLOYMENT AND ADULT EDUCATION Unit. Terry is also responsible for managing Prue Digby was appointed to the the department’s Cabinet and parliamentary department as Executive Director Local processes and legal services. Government Victoria in December 2002, and after the November 2006 election, GILLIAN MILES Prue assumed responsibility for Adult, DEPUTY SECRETARY Community and Further Education and Community Strengthening the existing departmental function of Gillian Miles was appointed to Deputy Employment Programs. Secretary, Community Strengthening in May 2007. She is responsible for delivering the government’s community strengthening agenda including supporting community strengthening initiatives and placed-based investment as well as promoting the department’s commitment to volunteering and community enterprise across Victoria. PETER HERTAN EXECUTIVE DIRECTOR SPORT AND RECREATION Peter Hertan was appointed as Executive Director, Sport and Recreation in April 2003. Peter is responsible for promoting active participation in sport and recreation by ensuring high-quality and inclusive sport and recreation opportunities are available to the community and for the development of Alison McClelland international standard sports infrastructure Executive Director and the operation of major sports events. Strategic Policy, Research and Communications LOUISE HILL Alison was appointed as Executive Director, Executive Director Strategic Policy and Research in October Corporate and Organisational Development 2006, with external communications added to Louise Hill was appointed as Executive her responsibilities in February 2007. Alison Director, Corporate and Organisational is responsible for promoting and leading Development in December 2002. Louise is innovative and outward-looking research responsible for delivering quality corporate and communicating the department’s goal services and driving the development of the of achieving active, confident and resilient department’s capabilities including corporate communities. planning and reporting, human resources, corporate finance, internal communications, facilities, corporate administration, and Jane Treadwell business systems and projects. Executive Director Citizen Access and Transformation Jane was appointed as Executive Director, Citizen Access and Transformation to work with other departments and levels of government to adopt better and smarter ways to deliver information and services. The new agenda spans policy development, service delivery and priority setting at local levels. Jane also represents Victoria on the Cross-Jurisdictional Chief Information Officers Committee, which reports to the Online and Communications Council of COAG.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 11 01

About the Department Goal for Victorian Communities The department’s goal is to build active, confident and resilient communities. The Department for Victorian Communities was created in 2002. Objectives The 10 ministerial portfolios supported by the department together The department delivers this goal through five objectives: create an opportunity to build stronger communities through an integrated approach to planning, funding and delivering services Communities that shape their future at the local level. Helping communities respond to new challenges by working together with government, community agencies and businesses. Community strengthening is a sustained effort involving local people, all levels of government, business, community and Communities that encourage participation philanthropic organisations working together to achieve agreed Creating opportunities for increased participation and volunteering social, economic and environmental outcomes. in community activities, including social, recreational, sporting, cultural, learning, economic and civic activities. Successful community strengthening activities also contribute to the creation of stronger civic institutions, improved wellbeing and Communities that embrace diversity increased social and economic opportunities. Supporting and advocating for Indigenous communities, young Victorians, women, and culturally and linguistically diverse Strong communities improve the wellbeing of Victorians and are communities, senior Victorians, veterans and people with characterised by a range of positive outcomes that include: a disability.

• higher levels of school completion Communities that gain lasting benefits from • better health major sporting events • increased rates of employment Ensuring that major sporting events provide lasting economic, • reduced contact with the criminal justice system. social and environmental benefits for all Victorians.

Strong communities provide people with the opportunities Government that is easier to work with to participate and enable people to help each other and to Working with others across government to develop new help themselves. approaches that make government more understanding, flexible and responsive. Organisational Values Meeting government’s priorities Our work is underpinned by the following values: The department’s objectives align with Growing Victoria Together, the Victorian Government’s long-term vision for the state, in the Communities first – taking the time to listen properly and following specific areas: actively invite the views of others; planning and engaging people before doing. • building friendly, confident and safe communities • a fairer society that reduces disadvantage and respects diversity People and place – highlighting the importance of people and • greater public participation and more accountable government. place; understanding and appreciating difference between people and between local areas. The department has also taken a lead role in the development and implementation of the Victorian Government’s major policy Doing government differently – acting as a broker statements, A Fairer Victoria (2005), A Fairer Victoria: Progress for communities and serving as a catalyst for change; and Next Steps (2006) and A Fairer Victoria: Building on our being responsive, approachable and flexible. Commitment (2007).

These three statements outline a total investment of $3 billion in new programs and improved services aimed at reducing disadvantage and creating opportunity in Victoria.

The Department for Victorian Communities has responsibility for a number of major initiatives across the 14 strategy areas of A Fairer Victoria.

This reflects a growing interest in:

• the ability of community networks to deliver important social outcomes • the necessity for government services to respond in a more coordinated way to the needs of people in specific places.

To achieve our goal and meet our objectives of building active, confident and resilient communities, the department has focused on developing partnerships, working with people and organisations at a local level to bring together the policy, people and resources needed to create and deliver practical solutions.

This demands a shift from multiple-portfolio responses to a more joined-up response from government to the needs of a local area. This often requires new governance structures that can engage with and encourage local communities to participate in planning and prioritising their needs.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 13 01

The Regional Management Forums and the Local Teams that cover the five regional and three metropolitan areas of Victoria also support the department’s place-based approach.

These teams:

• help individuals and organisations access government funding and support • help orientate funding programs and government investments towards the needs of the local projects • focus on building networks that can support participation and create sustainable collaborations and partnerships.

In pursuing the goal of building stronger, more confident and resilient communities, during 2006–07 the department continued to develop an integrated approach to planning, funding and delivering services at the local level.

Jack Medlyn shows Thomas Amos how much he enjoys reading at the newly opened St Arnaud Library

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 15 02MEETING OBJECTIVES Achieving active, confident and resilient communities has always been at the heart of the Department for Victorian Communities’ agenda.

Specifically, this agenda relates to five key objectives: • Communities that shape their future • Communities that encourage participation • Communities that embrace diversity • Communities that gain lasting benefits from major sporting events • Government that is easier to work with

Photo: Mary Bryan who volunteers at WIRE women’s information, in the recently renovated Queen Victoria Women’s Centre, June 2007 02

objective 1 NEW COMMUNITY ENGAGEMENT – COMMUNITIES THAT LOCAL INDIGENOUS NETWORKS A Fairer Victoria commits the government to entering into new SHAPE THEIR FUTURE partnerships with Indigenous people and their communities to HELPING COMMUNITIES RESPOND TO NEW CHALLENGES, create new local representative structures. BY WORKING TOGETHER WITH GOVERNMENT, COMMUNITY AGENCIES AND BUSINESSES. Tasked with forming seven Local Indigenous Networks (LINs) in this financial year, members of the department’s local teams in TRANSPORT CONNECTIONS the Loddon Mallee, Gippsland, Barwon South West and North West Metropolitan regions consulted Indigenous communities and Lack of transport is consistently rated by rural, regional and organisations to discuss the new arrangements. metropolitan fringe communities as one of the most significant barriers to accessing services, employment and social networks. Team members encouraged local Indigenous participation and convened meetings to seek nominations for the new networks. The In many of these communities, existing transport modes and department also engaged Indigenous contractors to complement services, such as taxis, school and community buses are the work of local teams in consulting community members and under-utilised. The Transport Connections initiative helps supporting the formation of LINs in the Grampians and North West communities tap into these resources. Metropolitan regions.

The department manages a core component of the $18.3 Local Indigenous Networks have been established in eight Victorian million Transport Connections program, in partnership with the communities at Heywood, Hamilton, Bendigo, Swan Hill, Halls Gap, Departments of Infrastructure, Human Services and Education. Horsham, Maribyrnong and Lakes Entrance.

Transport Connections has delivered many improvements for Local Teams are now supporting these communities to undertake Victorian communities such as: an asset-based planning process by providing a panel of suitably • Golden Plains now has a more viable football team because a qualified facilitators from which Indigenous communities can select resident who used to drive his car to the local football game to develop their community plans. every week uses a community bus to pick up half the team on his way to the match. Another 16 new LINs will be established across Victoria by the end • Members of the community in Mount Beauty and the Kiewa of June 2008, with the remaining 14 representative networks to be Valley are able to be more active because a route bus service has set up in 2008–09. become more flexible and now collects residents directly from their homes. The department will recruit four new Indigenous Community • And in Gippsland, the Buchan Bus ’n’ Freight initiative has Engagement staff positions into Local Teams in Hume, Southern combined a bus and freight service, taking both people and Metropolitan, Grampians and Eastern Metropolitan regions. This goods from Buchan to Bairnsdale. will bring the total number of Indigenous regional staff to 11 and ensure that establishment of LINs and community planning is Funding for more than 30 projects will be rolled out to cover all underway in the department’s eight administrative regions. rural, regional and metropolitan fringe areas in Victoria from July 2007 to June 2010. ABORIGINAL LAND AND ECONOMIC REGIONAL MIGRATION DEVELOPMENT PROGRAM INCENTIVE FUND – BENDIGO Through Aboriginal Affairs Victoria (AAV), the department has The Victorian Government’s Skilled Migration Strategy assists worked with Victorian’s Indigenous communities to develop the communities to meet future skills and employment needs and Aboriginal Land and Economic Development Program (ALEDP). supports the growth of sustainable industries and jobs – particularly in regional Victoria. The $6 million strategy was coordinated by the ALEDP is a three-year, $9.6 million program that develops land to Department for Victorian Communities. meet the cultural, economic, social and environmental interests of Aboriginal people – a key element in helping to break the cycle of Through the strategy’s Regional Migration Incentive Fund, the disadvantage experienced by many communities. department has been working in partnership with the City of Greater Bendigo and five of the region’s largest employers to Some of the projects developed through the program include: address local skills shortages. • support to Budj Bim Tours to provide guided tours of the nationally significant Lake Condah, home to large and complex The Bendigo Bank, Perseverance Mining, Hazeldene’s Chicken Aboriginal fish and eel traps, and stone dwellings Farm and Industrial Conveying have signed an agreement with the • establishment of basic visitor infrastructure at the Tyrendarra City of Greater Bendigo to work together to attract skilled migrants Indigenous Protected Area and the Kurtinitj property near to live and work in the region. Portland, managed by the Winda Mara Aboriginal Co-operative • expansion of Worn Gudidj’s tourism operations at Tower Hill A regional skills audit was conducted which identified skilled labour near Warrnambool, including development of basic hospitality shortages in the health and allied health, manufacturing, hospitality infrastructure and an environmental interpretation program and trade sectors. The audit will help local businesses and industry • development of a combined gallery and shopfront in Port Fairy for to make connections with skilled and trained staff from overseas, Kaawirn Kuunawaran Hissing Swan Arts, the Tarerer Indigenous when their needs cannot be met locally. Music Festival and Welcome to Country Tours.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 19 02

YOUTH PARTICIPATION AND ACCESS PROGRAM YOUNG VICTORIANS The Youth Participation and Access (YPA) program supports young Future Directions, an action agenda for young Victorians, set a new people aged 12–25 years to overcome barriers or difficulties so framework for the Victorian Government and community to work that they can participate in community life. together to meet the needs of young Victorians.

Delivered by the department’s Office for Youth, YPA is a three-year The government identified a top-40 list of milestones with five key project that has funded 100 community programs for young people. outcomes for young people through Future Directions : The program is directed particularly at young people who are • have young people making contributions to their communities Indigenous, from a culturally and linguistically diverse background, and being recognised for those contributions newly arrived refugees, same-sex attracted, rurally isolated, have a • offer young people a range of options for learning or training and disability or are affected by socio-economic disadvantage. making the transition to satisfying employment • ensure there are easily accessible resources and programs for The program encourages young people to be leaders of tomorrow young people, whatever their needs by giving them stronger skills, more confidence and better access • encourage young people to lead healthy and active lives in to community, cultural, social and learning opportunities. communities that are inclusive and welcoming of their diversity In 2006–07 approximately 40,000 young people were involved • enjoy living in a safe and secure environment and share that in more than 300 activities ranging from organising action with their peers. committees and staging youth forums to performing-arts, film and other creative projects. The department’s achievements for 2006–07 in relation to these priority areas include: By adopting a ‘working with’ rather than ‘doing to’ approach, • delivering 60 Workforce Participation Projects (WPP) targeting YPA programs empower young people to be decision makers. young people and creating 600 Youth Employment Scheme (YES) This framework also gives organisations the flexibility to develop in the Victorian Public Service activities that are most appropriate for a particular place. • launching the new Victorian Government Youth Policy after The participation of young people was central to the planning, consultation with over 1,300 individuals and organisations delivery and evaluation of these activities, and gave them the • hosting the largest Melbourne Active Girls Breakfast since the opportunity to contribute to their community and ensure their program began voices were heard and valued. • delivering 15 Mentoring and Capacity Building grants to organisations and networks across Victoria. STRONGER COMMUNITY Case study: ORGANISATIONS PROJECT Buchan Neighbourhood House Community organisations are a major and valued feature of Victoria’s social and economic fabric. They are active in a diverse range of areas – from health and community services, to cultural Neighbourhood Houses across Victoria play a vital role in bringing groups, sporting organisations and the arts. the community together and providing valuable services to citizens – and Buchan Neighbourhood House is no exception. Their role in our society is vital. They deliver important services, identify and promote local and national issues, create a sense Computer and internet access, information, education, fax and of community and place, and encourage people to be healthy, photocopying services and a library are just some of the house’s active and involved. functions for the community. The house served as a communication Centre for the CFA during bushfires and provided a fire refuge Advancing the government’s commitment in A Fairer Victoria: for the community. During the last summer’s bushfires, the Progress and Next Steps to work with key stakeholders to develop Neighbourhood House operated a local telephone tree to rapidly a strategic approach to improving the capacity of the community share information about the status of the fires, making a valuable sector, the Minister for Victorian Communities in February 2007 contribution to the community in a crisis. established the Stronger Community Organisations Project. The department has provided almost $40,000 to make sure the The Stronger Community Organisations Project is led by a steering Buchan community can keep on benefiting from this dynamic and committee with representatives from the community sector, multi-functional hub. business and academia and chaired by Professor Allan Fels AO, with the support of a secretariat within the department. Buchan Neighbourhood House coordinator, Evelyn Schmidt says the house is a central part of the town. The steering committee has been asked to report on the principal trends, influences and challenges facing organisations and provide “Without our Neighbourhood House the people here would be advice on the strategic vision for the next 10 years. The project has extremely isolated. The services we offer mean the locals don’t also been asked to consider the issues affecting the capacity of the have to drive to another town to just submit forms,” Evelyn said. sector and its relationship with government. “Knowing we are here ready to help no matter what, really instils The committee initiated a range of activities, including a call for some confidence in the community.” public submissions and consultations with key stakeholders, including the philanthropic sector.

The Stronger Community Organisations Project will report to government later this year.

PHOTO: Rhonda Coates, Doug Stephenson, Karen King and Evelyn Schmidt in front of the Buchan Neighbourhood House DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 21 02

objective 2 ACFE JOINS THE DEPARTMENT COMMUNITIES THAT The Adult, Community and Further Education (ACFE) board joined the Department for Victorian Communities following the November ENCOURAGE PARTICIPATION 2006 election. CREATING OPPORTUNITIES FOR INCREASED PARTICIPATION AND VOLUNTEERING IN COMMUNITY ACTIVITIES – SOCIAL, The board plans, promotes and funds the delivery of adult learning RECREATIONAL, SPORTING, CULTURAL, LEARNING, ECONOMIC and further education activities. ACFE also provides advice to the AND CIVIC. Minister for Skills, Education Services and Employment.

In 2006–07, ACFE invested $50 million to help deliver education BRINGING THE HOMELESS WORLD CUP and training programs through 380 Adult Community Education TO MELBOURNE providers (ACE), the Centre for Adult Education (CAE) and the Adult Multicultural Education Service (AMES) to 50,000 adult students in The Homeless World Cup gives homeless and long-term Victoria. unemployed people a chance to excel at sport, develop positive relationships, set personal goals and gain greater self-esteem. These students included Indigenous Victorians, people from different cultural backgrounds, older men and young people. In July 2006 Melbourne won the right to host the 2008 Homeless Another 70,000 adults participated in fee-for-service activities World Cup. The Department for Victorian Communities supported provided by these organisations. Melbourne street paper The Big Issue in their bid to host the world cup by providing a $850,000 package which included extending The programs include accredited and non-accredited courses in soccer training programs for homeless people in Ballarat, Geelong four key areas: and Shepparton. • vocational education and training to help people gain or return to work, or change jobs Founder Mel Young said the Melbourne event would clearly be a • adult language, literacy and numeracy training life-changing experience for thousands of homeless players as well • training in basic skills to support work or further learning, such as as a fantastic event for spectators. communication and job search skills • the Victorian Certificate of Education for Adults and the Victorian The Homeless World Cup Foundation aims to involve 100,000 Certificate of Applied Learning. players a year in programs associated with the Homeless World

Cup by 2010. A three-year University of Melbourne study of 2,000 ACE students reported that full-time employment rates had doubled and unemployment rates dropped by two-thirds. PLEASE SUPPLY PIC

CANTEEN PLUS COMMUNITY ENTERPRISE Case study: The department’s Community Enterprise program tapped the Ashlea Milner – youthcentral energy and enthusiasm of Horn of Africa migrants in Kensington to start a new business and create jobs for their families by developing a healthy eating program for primary school students. A ballroom dancer from the age of five, Ashlea Milner wanted at first to be an actor, but she is now determined to become a Parents from the Kensington public housing estate whose children professional sports journalist. She is well on her way, thanks to her attend Kensington Primary School started the local enterprise. role as roving reporter for the Victorian Government’s website for young people, youthcentral. Many of the parents were refugees from the Horn of Africa, who accepted the opportunity to train with the community ‘The roving reporters are a team of young people who write articles enterprise program, Canteen Plus, to learn to manage and and reviews for the site, promoting everything from government operate the school’s canteen, bringing benefits to the whole policy to lifestyle information and opportunities for young people community. Parents in the group have since achieved a 12 to 25 years of age,’ Ashlea said. Certificate II in Hospitality. ‘I definitely think it’s the best work experience I’ve ever had – and Canteen Plus is one of four school canteen community enterprises I’ve done a fair bit already. I like the freedom to be able to write supported by Adult Multicultural Education Services (AMES). about what I want and for people my own age.

With funding of $728,000 from the department, AMES has ‘It’s also great having the editor, Adam, to help – you feel like your developed a range of enterprises that build the skills of migrant work is being appreciated and the feedback means you get more communities and acknowledge their traditional cultures. out of it,’ she said.

The AMES enterprise network now consists of 12 trading Ashlea, who is currently in her last year at La Trobe University doing community enterprises that include a community newspaper, Media Studies, had written a number of stories, on everything from a cleaning company, catering enterprises and an organic the CFA to basketballers, and was thrilled when she was recently mushroom business. asked to be youthcentral ’s dedicated sport and body image reporter.

The project has not only given people the confidence and ‘My role consists of reporting regularly on issues relating to healthy opportunity to make positive contribution to their community, lifestyle, sport and positive body image,’ she said. it also helped them develop their professional skills. ‘Being a dancer for as long as I can remember, fitness and health have been big parts of my life. While I’m no gym junkie or health freak, I do watch what I put in and get out of my body, as it’s pretty important to all of us, especially if you play sport.

‘The pressures of dancing and being a young female have led me to have my own issues with body image, and it thrills me to gain the position of sport and body image reporter for youthcentral !

‘I hope to address these issues in my writing and speak to some great people to help us all learn a bit more about how to be healthy and happier with who we are,’ she said.

PHOTO: Ashlea Milner, reporting sports for youthcentral

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 23 02

COMPANION CARD ACCESS TO ACCESS FOR ALL ABILITIES PROGRAM MAJOR SPORTING EVENTS The Access for All Abilities (AAA) program aims to build the capacity During 2006–07, the Department for Victorian Communities of the sport and recreation sector to provide increased active reviewed the operational issues involved in providing access to participation opportunities for people of all abilities. major sporting events for people with a disability who use the Companion Card. The card enables people with a disability, who The key objectives of the AAA program include: require a companion to provide attendant care, to participate in • promoting awareness of the benefits of active participation community events and activities. • influencing the planning and development of accessible and inclusive sport and recreation environments More than 1,250 key industry participants accept the Companion • fostering and developing partnerships to improve access and Card. These include: inclusion in the sport and recreation sector. • public transport providers • major community events and activities, including the AFL, the Through the AAA program, the Victorian Government contributes Australian Grand Prix and the Australian Tennis Open over $3 million per annum to build stronger sport and recreation • local governments communities across Victoria. The AAA program is delivered by: • local, metropolitan and rural venues and activities across Victoria. • a network of AAA program providers working to build capacity of the sport and recreation sector to increase participation In conjunction with the review, Sport and Recreation Victoria’s opportunities for people of all abilities Major Events Unit adopted a policy requiring all new and renewable • a strategic partnership which provides advice to the department Victorian Government funded major sport events contracts to on sport and recreation access issues for people with a disability include the Companion Card as part of their ticketing strategy. • a roundtable on inclusive arts, tourism, sport and recreation, which brings together organisations and government In the past 12 months, the following major events have agreed to departments supporting inclusive opportunities for people with adopt the Companion Card: a disability. • World Superbike Championships • Australian Dancesport Championships AAA providers work to achieve these key objectives using a • Rip Curl Pro Surfing Contest range of methods such as developing resources and nurturing • Australian Rugby Union Bledisloe Cup partnerships within the sport and recreation sector. For example, • Australian Rugby League State of Origin. Eastern Recreation and Leisure Services produced a how-to guide for clubs entitled Inclusion, make it your sport! to help local sports Outcomes from the review also pointed to the ongoing need clubs involve people of all abilities in their activities. to increase awareness of the program and to better promote Companion Card ticketing, especially through linking specific Another was the South West Sports Assembly, which facilitated events to the card. a partnership between Netball Victoria, local netball associations, TAFEs, volunteers and local special development schools to establish netball as part of the physical education curriculum in special schools and provide a development pathway for students to access local netball opportunities. THE GOOD PLAY SPACE GUIDE SUPPORT FOR LIFELONG LEARNING IN In May 2007, an innovative guide to help local councils provide UNIVERSITIES OF THE THIRD AGE better play spaces was launched at the Melbourne Cricket Ground. Universities of the Third Age, or U3As, provide seniors with access Play helps children develop creativity, independence, self-awareness to a range of learning opportunities from art to physical exercise. and skills such as problem solving. It also encourages them to become more active and socialise with other children. The department has invested about $550,000 a year to support U3As and has worked in partnership with the sector to develop a The Good Play Space Guide: I can play too is the result of new funding model, establish new U3As and expand membership collaboration between the department and the Playgrounds and and programs. The department, through A Fairer Victoria, has also Recreation Association of Victoria. This guide is a one-stop resource committed an extra $1.2 million over four years to the sector. to assist local councils and other key stakeholders improve the The department is working with the sector to establish 32 new quality and accessibility of play spaces. It will also guide the planning, U3As over the next four years in areas experiencing population design, construction, maintenance and management of play spaces. growth or disadvantage.

The guide is the only one of its kind and has been informed The first three centres to receive funding were Healesville, by extensive research providing the best recommendations for Kyneton, and Altona. play spaces. In its first full year of operation, Healesville and District U3A developed more than 15 courses and programs, all delivered by SENIORS ‘GO FOR YOUR LIFE’ INITIATIVE volunteer members, which included photography, computing, In October 2006, the Department for Victorian Communities invited painting, bushwalking and yoga for seniors. applications from Primary Care Partnerships across Victoria for the fourth round of Active Living grants for seniors – a project of the The U3A successfully established strong connections with the local Victorian Government’s ‘Go for your life’ initiative. community receiving support from Swinburne University, the Golden Wattle Club Adult Day Care Centre and the Healesville Senior Active Living grants aim to increase the capacity of professional Citizens Club. organisations and community groups to keep older people involved socially and physically in fitness, leisure and recreational activities. The Yarra Ranges Shire Council assisted by meeting start-up Primary Care Partnerships are eligible to apply for grants of up to equipment costs and ongoing costs of office rental. $20,000 per year for two years to develop and deliver programs to achieve this aim. Future U3A sites will be identified in consultation with local councils and communities. A total of 29 Active Living projects had been funded previously in three earlier rounds of the program. An evaluation of these projects showed that Active Living grants increase opportunities and participation in programs by seniors.

Another 15 projects were funded in round four of the program, announced in March 2007, taking the total to 44 projects, representing an investment of more than $1.6 million in seniors’ wellbeing by the government.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 25 02

objective 3 LANGUAGE SERVICES STRATEGY: COMMUNITIES THAT INTERPRETER SCHOLARSHIP PROJECT In this year’s round of interpreter scholarships, 18 native Amharic EMBRACE DIVERSITY speakers from Ethiopia and 13 speakers of Nuer, a Sudanese SUPPORTING AND ADVOCATING FOR INDIGENOUS COMMUNITIES, language, received grants to help meet the costs of studying for the YOUNG VICTORIANS, WOMEN, CULTURALLY AND LINGUISTICALLY Diploma of Interpreting at RMIT University. DIVERSE COMMUNITIES, SENIOR VICTORIANS, VETERANS AND PEOPLE WITH DISABILITIES. The scholarships are available to students who are fluent in English and a second, emerging language, enabling them to consolidate Increasing community strength often necessitates the their language skills and gain accreditation to work as interpreters. involvement of more than one agency and the development of Graduates of the interpreter scholarship program play a major whole-of-government policy initiatives and actions. The Department role in assisting people from their communities access essential for Victorian Communities is responsible for developing policy and services by helping them bridge the language barrier. advocating on behalf of culturally and linguistically diverse (CALD) and Indigenous communities, women, young people, seniors and Interpreter scholarships are designed to increase the number veterans. The department has also formally assumed responsibility of suitably qualified people with the language skills to facilitate for whole-of-government policy development and coordination for communication between people with limited English proficiency people with a disability. and service providers.

The department coordinated the reporting framework to inform the There is a major shortage of qualified interpreters, especially in government of achievements for 2006–07 and future directions in languages spoken by communities who do not have a long history relation to these communities. of settlement in Victoria, such as those from the Horn of Africa and Sudan.

The Diploma of Interpreting trains students in dialogue interpretation so that they are able to obtain accreditation at paraprofessional level from the National Accreditation Authority for Translators and Interpreters (NAATI).

Since the Interpreter Scholarship program was introduced in 2003, 121 scholarships have been awarded to speakers of a range of languages including Amharic, Dari, Dinka, Farsi, Khmer, Oromo, Tigrinya and Timorese Hakka.

Scholarship recipients were the first groups of accredited paraprofessional interpreters in the Dinka and Oromo languages in Australia. CULTURALLY AND LINGUISTICALLY DIVERSE MULTIFAITH MULTICULTURAL YOUTH FORUM (CALD) COMMUNITIES More than 150 young people from different cultures and faiths One of Victoria’s greatest strengths is the diversity of our cultural gathered at the Melbourne Town Hall on 30 July 2006 to share backgrounds and languages. The Multicultural Victoria Act 2004 their thoughts about youth issues and how the future looks for provides the context for the department’s approach to multicultural Victoria’s young people. affairs and defines the entitlements of all Victorians to mutual respect and understanding, irrespective of their cultural, religious, The Department for Victorian Communities coordinated the event racial or linguistic backgrounds. in partnership with the Victorian Multicultural Commission, the Australian Multicultural Foundation, the Centre for Multicultural The Act also expresses the Victorian Government’s commitment Youth Issues and the Equal Opportunity Commission Victoria. to recognise the social, cultural and economic contribution of CALD communities and identifies the accountabilities of The event was inspired by the Premier’s Multifaith Leaders Forum government departments. which resolved to: • encourage and promote local interfaith networks to develop The department’s achievements for 2006–07 included: greater understanding among Victoria’s faith communities and • hosting the Multifaith Multicultural Youth Forum to promote to strengthen friendship and cooperation among people within dialogue between young people from a range of faith and cultural our state; and backgrounds and strengthen youth participation and leadership • strengthen youth participation and leadership in the community in the community and work with young people to build a fair and tolerant society. • continuing the Refugee Brokerage program (2005–09) within seven Victorian regions to improve the delivery and use of More than 30 government, faith and community representatives existing services by refugees and to increase their participation joined the audience to hear the discussions, answer questions and in the community outline how their organisations might respond to the suggested • delivering 50 workforce participation projects targeting people ideas and initiatives. from cultural and linguistically diverse backgrounds, for example the New Hope Foundation project The forum participants made a number of recommendations on • funding community events and initiatives to assist new migrants education, leadership, mentoring and opportunities for ongoing to settle in regional Victoria through the Regional Migration multifaith and intercultural dialogue. These recommendations have Incentive Fund been incorporated into planning for future programs and initiatives • managing the Women Creating Harmony 2007 grants to build by the Victorian Multicultural Commission and Office for Youth. women’s leadership capacity to create cross-cultural harmony and social cohesion • supporting the development and implementation of the AFL Multicultural Program in targeted Victorian schools as a means of informing newly arrived young people and their families about Australian Rules football and to assist them with their settlement into Victoria • funding a research project undertaken jointly by the Universities of Ballarat and Melbourne to identify CALD communities that have a high risk of preventable cardiovascular disease • continuing the Language Services Strategy to improve the quality and supply of interpreters and translators and assist government agencies to meet the language needs of CALD clients.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 27 02

INDIGENOUS COMMUNITIES • completing the construction of the new health and community centre at the Framlingham Aboriginal Trust in conjunction with Over the year, the department continued its work with Indigenous the Commonwealth communities with particular focus on breaking the cycle of • streamlining administrative arrangements for Indigenous disadvantage and addressing the impact of dispossession. community organisations by developing whole-of-government terms and conditions to govern the funding relationship. In late 2006, the Victorian Government released Improving the Lives of Indigenous Victorians, which outlines six key areas of INDIGENOUS SURFERS ON BOARD FOR action to help bridge the gap between Indigenous Victorians and VICTORIAN TITLES non-Indigenous Victorians in all areas of life – from life expectancy to economic prosperity. An initiative of the department’s Indigenous Sports strategy, the Victorian Indigenous Surf Titles, now in their eighth year, have The areas for action are to: become so popular the competition has nearly outgrown its staging • improve maternal health and early childhood health and grounds on Fairhaven Beach. development • improve literacy and numeracy More than 150 surfers from Victoria’s Indigenous communities • improve Year 12 completion or equivalent qualification and competed in the two-day meet held south of Anglesea in February develop pathways to employment 2007. The surf titles attract competitors from as far as Swan Hill, • prevent family violence and improve justice outcomes Kerang, the Latrobe Valley and Phillip Island, with as many girls • improve economic development, settle native title claims and involved as boys. address land access issues • build capacity for Indigenous communities. Max Wells, Executive Director of Surfing Victoria, which has been one of the sponsors of the event since its inception in 2000, Achievements for 2006–07 in relation to these include: believes the titles are a great way to promote the sport of surfing • releasing the Victorian Indigenous Affairs Framework, Improving within the Indigenous community. the Lives of Indigenous Victorians, which commits the government, in partnership with Indigenous communities, to a Indigenous surfer and coach Steve Parker runs the event and sustained, long-term effort to overcome Indigenous disadvantage conducts learn-to-surf lessons with the younger Indigenous • establishing the Victorian Aboriginal Heritage Council as part of competitors. the implementation of the Aboriginal Heritage Act 2006 • rolling out the governance training program, which involved There was even a novelty tag-team competition between a Koori running six three-day workshops for 137 Indigenous participants team, members of Victoria Police, the Brotherhood of St Laurence and two Certificate IV Business (Governance) courses for 43 and the Construction, Forestry, Mining and Energy Union. The Indigenous participants Brotherhood of St Laurence won the event, scoring half a point • establishing eight Local Indigenous Networks in the Loddon more than the Koori team. Mallee, Gippsland, Grampians and Barwon South West regions • establishing the community resource, the Strategic Planning The Victorian Indigenous Surf Titles, supported by Sport and and Policy Unit, at the COAG trial site in Shepparton, to provide Recreation Victoria, put competitors in the spotlight, and the Aboriginal people with an opportunity to take a lead on policy and winner of the men’s event also earns a place in the pre-trials program development for the coveted Bells Beach Classic. This year Steve Parker won • redeveloping the new premises of the Indigenous multimedia the right to represent his community at the internationally complex in Preston, housing the Indigenous radio station 3KND renowned surf carnival. and the South Eastern Indigenous Media Association and Songlines Aboriginal Music Association WOMEN TAKE THE LEAD Case study: Through the Office of Women’s Policy, the department developed Leading with Victoria’s Women 2004–2007. This forward plan 2006 Annual Premier’s Women’s identified four key priority areas: Summit – Respecting Diversity • Representation and equity – ensuring that women have equal access to opportunities and representation in decision making as well as promoting the contribution of women in public life In August 2006, the department hosted the Premier’s Seventh • Education, work and economic independence – supporting and Annual Women’s Summit which brought together 200 women from encouraging workplaces that are fair and equitable, and meet the communities across Victoria to meet with the Premier and Victoria’s diverse needs of women as well as recognising the value of both Minister for Women’s Affairs. paid and unpaid work • Health, wellbeing and community strengthening – supporting and The theme of the 2006 summit, Respecting Diversity: Harmony in strengthening a health system that responds to and assists the Practice, was guided by a reference group of 30 women. physical, mental and social wellbeing of women and their families • Justice and safety – making Victorian homes, communities and The summit theme evolved out of a range of consultations. These workplaces safer for women and their families by addressing consultations revealed a number of issues, particularly around issues of bullying, family violence, sexual assault, public safety the perception of safety and a diminished sense of belonging in and violence in the workplace. communities. The summit, held at Flemington Racecourse, offered participants the choice of attending one of five workshops in which The department’s achievements for 2006–07 in relation to these 15 community initiatives led by women were showcased: priority areas include: • increasing the representation of women on government boards • multiculturalism: now and into the future and committees to 40 per cent • access to services • increasing the number of women chairing government boards • justice and safety and committees to 28 per cent • challenging stereotypes • hosting the Annual Premier’s Women’s Summit Respecting • pathways to education, training and employment. Diversity: Harmony in Practice and launching a new $250,000 women-led Community Harmony grants program The initiatives showcased those things that are working in the • undertaking $700,000 capital works at the Queen Victoria community and inspired discussion on what could be achieved in Women’s Centre to comply with contemporary building different community circumstances. standards, which included meeting disability access and occupational health and safety requirements The summit brought together women from a diverse range of • supporting growth in the levels of participation for players, backgrounds to discuss cross-cultural challenges and share their coaches and officials in cricket, basketball and soccer through knowledge, experience and opinions about promoting harmony within the Women’s Sports Package. communities.

The discussions revealed a range of initiatives led by women that promote better understanding, respect for and celebration of racial, cultural and religious diversity. They also showed the women’s desire to increase respect and understanding between themselves, which could then extend to their families and communities.

PHOTO: Two women from diverse backgrounds promoting cross-cultural harmony at the Premier’s Women’s Summit DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 29 02

objective 4 LASTING BENEFITS Much of the Commonwealth Games equipment is now COMMUNITIES THAT GAIN helping prepare the next generation of Australian Olympic and LASTING BENEFITS FROM MAJOR Commonwealth Games competitors.

SPORTING EVENTS The Victorian Government has given over $1.7 million of ENSURING THE MELBOURNE 2006 COMMONWEALTH GAMES AND ex-Games sporting equipment to more than 260 Victorian clubs MAJOR SPORTING EVENTS PROVIDE LASTING ECONOMIC SOCIAL and associations. AND ENVIRONMENTAL BENEFITS FOR ALL VICTORIANS. Equipment ranging from shuttle cocks, javelins and table tennis COMMONWEALTH GAMES tables to basketball rings and weightlifting equipment is now being DELIVERS LASTING LEGACIES used by sports enthusiasts across the State. Up-and-coming boxers in Whittlesea are now in the same boxing ring that gave rise to The Commonwealth Games was an outstanding success for Australia’s Commonwealth Games glory. Victoria. After playing a major role in helping to deliver the Games, the Department for Victorian Communities worked to ensure the A further boost to grassroots sport was achieved courtesy of the legacies of the Games are shared throughout Victoria. Games being delivered under budget. Record ticket sales, record crowds, strong support from sponsors and the Victorian community IMPROVED WORLD CLASS INFRASTRUCTURE and an event that was incident-free helped to bring in Victoria’s Sport in Victoria is richer for hosting the Commonwealth Games biggest ever sporting and cultural event $50 million under budget. thanks to a legacy of improved state-of-the-art infrastructure. New venues were built and a number of well-loved venues upgraded, An independent analysis completed in October 2006 showed including: that direct Games expenditure, tourism, construction and other commercial activity generated by the Games contributed a positive • The showpiece redevelopment of the internationally recognised Melbourne Cricket Ground with half the MCG stadium rebuilt impact of $1.6 billion to Gross State Product, exceeding the pre- adding 55,000 new seats. Games estimate by $100 million. These savings are now being ploughed back in to Victorian sport as a $25.9 million sporting • An outdoor, permanent-roofed competition pool was built at the Melbourne Sports and Aquatic Centre. bonanza has been committed across three program areas: $13.25 million will help develop community facilities • A 6.4 kilometre bike course was laid out at the State Mountain • Bike Course in Lysterfield Park. • $6.8 million will be invested into sport development $5.85 million will support community programs. • New pitch surfaces and an environmentally sustainable watering • system were installed at the State Netball and Hockey Centre. On sporting fields, in schools, in community facilities and sport • A new lawn bowls facility was built at the State Lawn Bowls Centre. clubs, Victorians will share in the benefits of having hosted the Commonwealth Games for years to come. • Shooting and basketball facilities were improved in metropolitan Melbourne and regional Victoria.

These lasting benefits equip Victoria with a competitive edge in bidding for future major events. Most importantly, everyday Victorians are now using these international standard venues and facilities. Maintaining volunteering after the Case study: Commonwealth Games Communities net big Games fish The department designed the Staying Involved initiative to maintain the spirit of participation and the enthusiasm of the volunteers who contributed so significantly to the friendly atmosphere of the Many of Victoria’s councils have a lasting reminder of the 2006 Melbourne 2006 Commonwealth Games. Melbourne Commonwealth Games, thanks to the Department for Victorian Communities. The department coordinated the donation and The initiative will advance the Victorian Government’s agenda for distribution of the popular fish sculptures set up on the Yarra River. encouraging, supporting and extending opportunities for people to volunteer, and to build on the high level of interest in volunteering After the Games, 41 of these sculptures were offered to Victorian generated by the Games. This involved: local councils and a further 24 were reserved to identify Games • linking thousands of Games volunteers directly to local venues across the state. volunteering opportunities through the Staying Involved Call Centre Councils either chose the fish representing the nation they had • providing training in sports officiating, coaching and/or adopted as a second team – the West Wimmera Shire chose the administration training for 1,000 Games volunteers who Big Eyed Scad (St Vincent and Grenadines) which council mounted in had expressed interest in continuing their volunteering in their the Edenhope Lions Adventure Playground – or, like the Alpine Shire, local community. which bid for the Rainbow Trout (representing Cyprus), they netted fish that related to their locality. Of the more than 5,400 Games volunteers who the call centre was able to contact, 4,100 (or 76 per cent) were referred directly The department also facilitated the donation of seven of the to local organisations. The remaining 1,300 reported that they fish sculptures to international children’s development agency were not interested in further volunteering opportunities. Plan, which auctioned the sculptures on eBay as a fundraiser for their program. Feedback from Games volunteers contacted by the call centre indicated that: The online auction realised $46,205, which will fund programs • Among the Games volunteers who had not actively sought out to help children affected by HIV/AIDS through Plan’s program in continuing volunteer opportunities in their local community, Uganda, Zambia, Mozambique and Kenya. Funds will also go to fund many were pleased the call centre had followed up and education and early learning programs for children in India provided useful information. and Bangladesh. • Many Games volunteers also indicated that they would find it easier to commit to one-off, short-term volunteering in the future. Ian Wishart, CEO of Plan in Australia, the Goodwill Partner for the Commonwealth Games, thanked the department and the City of Melbourne and described the outcome as a “fantastic result for the children of our Commonwealth”.

PHOTO: The African Butterfly Cichlid (emblem of Sierra Leone) installed by Whitehorse City Council at the Aqualink Recreation Park in Box Hill DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 31 02

COMMONWEALTH GAMES The 31 metropolitan councils, which had not been eligible for the DELIVERS DROUGHT RELIEF Drought Relief for Country Sports program received up to a further $40,000 for additional projects, which reduced water use and From an environmental perspective, the Commonwealth Games set improved the condition of local sports facilities. a new benchmark in major events delivering an event that was low waste, carbon neutral and water wise. 2007 FINA WORLD CHAMPIONSHIPS CONTINUES THE LEGACIES As Victoria’s drought wore on, another important legacy of the Melbourne Commonwealth Games came into play for local sport. Just 12 months on from the Commonwealth Games, the Melbourne The Department for Victorian Communities was able to distribute FINA World Swimming Championships in March 2007 further nearly $6.6 million through two drought relief programs. demonstrated the benefits of hosting major events. The first, the Drought Relief for Country Sports program, was initiated in October 2006. The program was designed to help rural The Victorian Government purchased the temporary pools that were communities develop immediate and sustainable approaches to installed at Rod Laver Arena for the Championships, with Frankston water management to allow greater use of sports facilities. (50 metres), East Bentleigh (50 metres), Sunshine (25 metres) and Geelong (50 metres) set to reap the legacy of Melbourne hosting The initiative was later extended to include assistance for municipal the FINA World Championships. swimming pools to help keep them open throughout the summer when more than 200 towns were on water restrictions. The two temporary pools at Rod Laver Arena are being relocated as permanent facilities to these four local communities. For two Funding of $1.9 million was allocated to 121 projects in 34 rural weeks, the pools hosted world champions breaking world records. and regional councils. Long afterwards, they will play host to local swimming enthusiasts trying to break personal bests – or simply have a bit of active fun. The second program, the Drought Relief for Community Sport and Recreation program, built upon the success of the first and is The Victorian community will also benefit from the 2,000-seat helping community sporting facilities develop strategies that lessen temporary spectator stand that was purchased by the State Sports the impact of drought and reduce their water use into the future. Centre Trust, with the World Championships as its first event. Some of the projects included: The seating can be used for future events at MSAC, the State • replacement of winter grasses with lower-water-use, Netball Hockey Centre, as well as other community and school drought-resistant couch based events. • water harvesting and water recycling projects • installing or reinstating bores Further legacies resulted with much of the equipment used during • upgrading irrigation systems to reduce the amount needed to the championships being provided to state sporting associations water grounds such as Swimming Victoria, the Victorian Diving Association, • replacing clay tennis courts with synthetic surfaces. Victorian Water Polo Inc and Synchronized Swimming Victoria for ongoing use in Victorian aquatic sport, giving grassroots For this program, announced in March 2007, the Victorian participants access to world-class sporting gear. Government allocated $4 million and was joined by the AFL, Tennis Victoria and Cricket Victoria, each contributing $200,000, while Football Federation Victoria contributed $75,000.

All 70 Victorian councils on Stage 3, 3a or 4 water restrictions received grants of up to $50,000 to reduce the impact of the drought on local sporting facilities. Almost 220,000 spectactors watched 2,200 competitors from 171 nations at the 2007 FINA World Swimming Championships

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 33 02

objective 5 FAMILY VIOLENCE REFORM GOVERNMENT THAT IS EASIER The Victorian Government believes that everyone has a right to feel safe within their family. To achieve this, a new approach to family TO WORK WITH violence is being implemented. WORKING WITH OTHERS ACROSS GOVERNMENT TO DEVELOP NEW APPROACHES THAT MAKE GOVERNMENT MORE The Department for Victorian Communities is coordinating the UNDERSTANDING, FLEXIBLE AND RESPONSIVE. government’s $35 million four-year initiative announced as part of A Fairer Victoria in 2005 to improve responses to family violence. ESTABLISHING THE OFFICE FOR DISABILITY The Family Violence Coordination Unit works with human services, The Office for Disability was established within the Department for police and justice agencies to achieve the key aims of the reform: Victorian Communities in 2006 to put issues affecting people with • improving the safety of women and children who a disability on the agenda across the whole of government. experience violence • improving the accountability of men who use violence. Initiated through A Fairer Victoria: Progress and Next Steps, the government’s action plan to address disadvantage, the office aims Since the reforms were initiated in 2005, the system of services for to ensure all Victorians with a disability are fully able to participate those affected by family violence is working more effectively. There in the life of the community. is increased reporting of family violence and action by the police when they attend incidents of family violence. Women and children The challenge facing the office is to promote a comprehensive view have more options open to them, including staying in their homes of disability issues to ensure that policy and program development and communities, and there is increased accountability of and and community attitudes reach beyond the provision of disability access to behaviour change programs for men who are violent. services to other key areas such as education, employment, transport and housing. The department has also developed a Risk Assessment and Risk Management Framework, which will be implemented over the next In developing this agenda, the Office for Disability is responding two years across the integrated family violence and mainstream to about 990,000 people living with a disability in Victoria. sectors. How the system responds to family violence, when It recognises that people with a disability do not enjoy the same reported, can either assist or expose victims. This framework will degree of economic and social inclusion as those without disability encourage a common understanding of what the risk factors are, and that the incidence of disability varies across life stages. and how to respond to those at risk of family violence.

The office will continue to work in collaboration with people with The department has continued to build on the reforms undertaken, a disability, the community, the government, and non-government emphasising the need to prevent violence before it occurs. and private sectors to achieve the government’s policy objectives. It has co-funded with the Victorian Health Promotion Foundation the development of an evidence-based framework to support new ways of preventing violence against women and children. The department will continue to support and monitor the impact of the reforms, through integrated data reform and whole-of-government evaluation. Representatives from three statewide steering committees, including Victoria Police and the judiciary, discuss ways to improve women’s safety at the annual Women’s Safety Forum.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 35 02

COORDINATING CRISIS SUPPORT Outcomes from this initiative included a regular newsletter and FOR THE ALPINE REGION Alpine Shire Recovery web page and an information night for growers. The community has been informed about support Late in 2006 the Alpine Shire Council called a crisis meeting available from the community health centre, local agencies to discuss the impact of the demise of tobacco farming on and government. communities in the Ovens, Kiewa and King Valleys. A range of community events, held in many of the shire’s small Representatives from the department’s Hume Local Team with the towns, were attended by hundreds of local people, and lifted Departments of Human Services and Primary Industries, as well morale and been used to distribute information. as Regional Development Victoria and the Wangaratta and Alpine councils resolved to fund an officer at the Alpine Shire to assist in The Alpine Shire Community and Economic Recovery Committee immediate work, and link it to other initiatives in the area. and the Post-Tobacco Action Groups are now established and provide support and assistance with the ongoing recovery. Other issues such as drought, frost and bushfires were These groups are truly multi-agency with representatives from also identified as causing concern for the communities’ across the region. future. All agreed it was an emergency situation requiring a rapid response. The Hume Team continues to facilitate joint activity to help bring community-driven projects to the attention of the government in an The Hume Local Team partnered with the councils to apply for efficient and coordinated way. a $50,000 Community Support Fund grant. The team also brokered matching funding of $50,000 from the Department of Human Services (DHS). This was achieved within a week of the crisis meeting.

The joint funding was used to employ an Alpine Shire community and economic response officer to undertake local community strengthening activity.

The department’s Local Team suggested to council it was an opportunity to create a new management position to oversee all recovery and community development work. By amalgamating an existing bushfire recovery position funded by DHS with a part time Community Building position funded by DVC, the upgraded position of Senior Community Development Facilitator, to link all community development initiatives in the area and oversee the work of the Community and Economic Response Officer. CREATING THE VICTORIAN VETERANS COUNCIL Case study: The Department for Victorian Communities provides support for Restoring Mansfield’s war the Victorian Veterans Council, which was created under the Veterans Act 2005 to provide a strong, coordinated voice for memorial creates a new town icon veterans. The council reports directly to the Premier on issues affecting the veteran community. It was also tasked with Mansfield’s World War I Memorial, a replica of the Menin Gate assisting the ex-service community collectively plan for the at Ypres, built in 1921, is one of 190 community war memorials future welfare needs of veterans and the commemoration of restored through a grant program administered by the department those who have died. for the Victorian Government.

The 11 members of the Victorian Veterans Council were formally The restoration and refurbishment of the Mansfield memorial announced by the Premier in August and the council met for the involved repairing cracks and painting, installation of new lighting, first time on 28 August 2006. tree planting and paving, and was completed in time for the town’s Anzac Day commemoration service this year. The council has also assumed responsibility for establishing and administering the new Victorian Veterans Fund. Money for the fund Since the grants program began in 2004–05, the government has comes from one day’s average Community Support Fund revenue, allocated a total of $1.95 million to repair, restore and enhance which represents the gaming proceeds of Anzac Day. local war memorials and honour rolls.

The annual fund is to provide the veteran community with greater The grants program was an initiative of the former Premier capacity to: and Minister responsible for Veterans Affairs, Steve Bracks, to • honour and commemorate the service or sacrifice of veterans safeguard war memorials and honour rolls that are the physical • educate Victorians about our history of service in conflicts, expression of the gratitude we owe those who sacrificed their lives, including peacekeeping and peacemaking operations often in distant parts of the world. • assist with the education of veterans’ dependants. The president of Mansfield RSL, Jack Osborne, said the The Victorian Veterans Council is also responsible for the refurbishment of the memorial had created a new icon in the town. disbursement of the Anzac Day Proceeds Fund, raised from sporting events on Anzac Day, which are distributed to ‘On behalf of the Mansfield RSL, I want to thank the council for organisations that provide for the welfare of the ex-service organising the work and seeing it through to completion and also community. With the support of the department, the council the people involved in organising and distributing the funding,’ administered the first round of applications from the veteran Mr Osborne said. community for these funds in 2007. A commemoration service is still held daily at the Menin Gates in Ypres, through which tens of thousands of allied soldiers marched through on route to the Western Front at the Ypres Salient.

PHOTO: Major Bruce Bingham and Mansfield RSL President Jack Osborne photo courtesy of the Mansfield Courier DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 37 02

SETTING UP THE CITIZEN ACCESS AND REGIONAL MANAGEMENT FORUMS TRANSFORMATION DIVISION Regional Management Forums (RMFs) have been established In early 2007, the Department for Victorian Communities adopted in each of Victoria’s eight administrative regions to facilitate a major new strategic direction – Citizen engagement – that collaboration between Victorian Government departments and aims to transform the way frontline government services are local government. delivered to improve Victorians’ experience of and engagement with government. The most senior representative from each government department operating in the region plus the chief executive officer of each local Significant achievements in 2006–07 include: council in the region is a member of the forum. Each RMF is also • establishing a new Citizen Access and Transformation Division “championed” by a departmental secretary. to lead this important new direction, drawing together functions from the former Office of the Chief Information Officer and The forums have facilitated place-based partnerships by removing Multimedia Victoria, as well as from within the department administrative blocks as well as tackling complex issues at the • assuming responsibility for delivering the Connecting regional level. Communities: Second Wave strategy • commencing exploration of a single phone number for The RMFs have been meeting every two or three months and government in Victoria several distinctive themes have emerged during the year, including: • developing the iPlace local services management tool • place-based projects in disadvantaged neighbourhoods or • launching the Computer for Every Child project. precincts and growth areas • strategic planning emphasising collaborative approaches The Citizen Access and Transformation Division is leading a new (for example, Laverton Community Renewal project) agenda for change across the whole of the Victorian Government, • population groups with particular needs, many focusing on working with other departments and agencies to explore and adopt disadvantage or families and young people better and smarter ways to deliver information and services. • social, economic and environmental issues in rural and metropolitan regions The division is also responsible for the government’s primary • collaboration between state and local governments to build contact points, Victoria Online and Information Victoria, and is using capacity, strengthen networks and contribute to joint outcomes these services to improve the ways in which individuals, businesses (for example, Flemington Capacity Building project) and communities interact with government. • innovative and development use of community facilities, such as schools and public land in both metropolitan and rural regions Over the next 12 months, the division will drive innovative • local data and information management, particularly access to government practices including the use of information and and use of common data. communications technology (ICT) to give Victorians a greater voice, more choice and convenience in their dealings with government. FORGING A STATE AND LOCAL GOVERNMENT AGREEMENT In continuing with the Victorian Government’s commitment to forging a partnership with local government and making government easier to work with, the department led the development of a Victorian State–Local Government Agreement (VSLGA), which will implement the national Inter-governmental Agreement Establishing Principles Guiding Inter-governmental Relations on Local Government Matters (IGA) in Victoria.

The VSLGA is an agreement between the Victorian Government and the Municipal Association of Victoria (MAV) on behalf of local government in Victoria. It aligns with the government’s commitment to implement a state–local government agreement to progress social, economic and environmental benefits for Victorian communities.

The agreement establishes a mechanism for consultation between state and local government on local government’s delivery of services and functions on behalf of the Victorian Government and on new or revised legislative requirements that impact on local government.

In 2006–07, a draft VSLGA, including guidelines on negotiating financial agreements and consulting with local government, was developed and endorsed by the government for consultation with the local government sector.

The government also agreed to establish a state–local government forum to monitor progress in the implementation of the VSLGA.

The department has been actively consulting with other Victorian Government departments and the MAV to finalise the agreement in 2007–08.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 39 OUTPUT PERFORMANCE The department’s performance is measured against a number of outputs that evaluate the quality, quantity and timeliness of our published Budget activities.

Photo: Vasumathi Subramanian attending the official opening of the Emerald Public Library funded in partnership with Cardinia Shire Council and the Casey–Cardinia Regional Library Corporation, July 2006 03

SUPPORTING LOCAL GOVERNMENT PUBLIC LIBRARY SERVICES AND STRENGTHENING COMMUNITIES Public libraries play an important role in strengthening local communities. Victoria has 287 public libraries and 28 mobile These outputs ensure that the system of local government is based libraries that contain over 9 million items, including books and on quality services to communities, collaborative partnerships, magazines, CDs and DVDs. Forty seven per cent of Victorians effective infrastructure and good governance through the principles belong to their local library and make more than 32 million visits to of efficiency, effectiveness and accountability. libraries each year. Today’s libraries are places where people go to socialise, hold community meetings, engage in lifelong learning These outputs also seek to strengthen communities through and use the internet. This year Victoria’s public libraries recorded supporting collaborative activities between the government, 1.8 million bookings for internet use. business and community groups to achieve common objectives, and by making information about government available to The government provides grants to help libraries deliver these communities in an accessible and flexible way. services. In 2006 grants worth $28.47 million were made to councils, regional library corporations and Vision Australia for core Strong local government and communities contribute to the key services and to fund local priority projects. An additional $1.75 government outcomes of: million was also provided as part of the Book Bonanza program to • a fairer society that reduces disadvantage and respects diversity help libraries purchase additional books and resources for use by • building friendly, confident and safe communities their local communities. • greater public participation and more accountable government. 2007–08 PRIORITIES FOR LOCAL GOVERNMENT LOCAL GOVERNMENT AND SECTOR DEVELOPMENT SECTOR DEVELOPMENT • Implement the Victorian State–Local Government Agreement to embed the principles on which State–Local government relations PERFORMANCE IN ACTION: will be improved NEIGHBOURHOOD HOUSE GRANTS • Advance local government’s understanding of community There are 349 neighbourhood houses across Victoria, which planning and its potential as a priority-setting and decision- received recurrent funding of $17.67 million in 2006–07 through making approach that increases community participation the Neighbourhood House Coordination program. • Improve procurement practices and shared services, and assist councils to review their local laws through the Councils In September 2006, 299 Neighbourhood Houses received funding Reforming Business initiative. to provide an additional 3,950 hours of activities each week, an increase of 39 per cent, which improved the opportunities for community members to get involved in social support groups, children’s activities, health promotion and educational classes.

Early in 2007, 15 Neighbourhood Houses in bushfire-affected communities were provided with a special one-off grant of $2,000 to help with emergency relief and recovery in their local community.

Another 71 grants were distributed to Neighbourhood Houses in 2006–07 to improve physical access to facilities for people with a disability. LOCAL GOVERNMENT SECTOR DEVELOPMENT These outputs provide support for enhancing the performance of local government by building and sustaining effective partnerships and developing initiatives aimed at ensuring best value and continuous improvement in service delivery, sustainability of infrastructure support and community accountability. The outputs also administer the grants for specialist programs delivering public library services, neighbourhood houses, and interpreting and translation services.

Major outputs/deliverables Unit of 06–07 06–07 Measure Target Actual QUANTITY Library construction or refurbishment grants: number completed number 10 10 Neighbourhood House program grants: number approved number 50 106 Public library services: grants paid against milestones of funding agreements per cent 100 100 QUALITY Councils meet performance measurement and management reporting system requirements per cent 100 100 Meetings held by Best Value Commission with councils number 4 4 Neighbourhood House program: grants paid against milestones of funding agreements per cent 100 100 Victoria Grants Commission: program components meet milestones for performance agreements per cent 100 100 TIMELINESS Council annual reports lodged within statutory timeframes per cent 100 95 COST Total output cost $ million 59.0 59.0

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 43 03

A three-year longitudinal study of ACE learners, commissioned by ADULT AND the ACFE Board in 2004 to measure and provide evidence for the COMMUNITY INFORMATION ACE sector’s impact, effectiveness and community reach, reported outcomes including: PERFORMANCE IN ACTION: • More than half of the learners surveyed continued in some form Government funded of education and training in the two years following their original annual module enrolments 2004 ACE course, with a pattern of movement upward through the AQF levels. Course completion rates were high. Adult education organisations provide a community-based • The labour market status of learners improved dramatically context for learning, a genuine focus on the individual needs of with the full-time employment rate more than doubling and the learners and the flexibility to meet their learning requirements. unemployment rate declining by two-thirds. For these reasons, the Adult Community Education (ACE) sector is • An increase in community engagement, as measured by the particularly suited to meeting the needs of adult learners of all ages proportion of the group engaged in volunteer work. In 2006, undertaking programs to gain qualifications and employment. 37 per cent were performing some volunteer work compared to 27.4 per cent in 2004. The proportion of the adult population (over 15 years of age) • Improved self-confidence was reported to be a main benefit of participating in ACE continues to increase. The increase has been study, as were communication and socialisation skills, improved supported by many factors, including a shift in the demographic study and job skills. profile of learners, a significant expansion in young learners using ACE and increased use of technology, learning resources and 2007–08 PRIORITIES FOR ADULT infrastructure. AND COMMUNITY INFORMATION Steering the sector through these changes, the ACFE Board • Continue Community Learning Partnerships as a key mechanism augmented the learning structures and flexible delivery options for broadening the role of ACE in developing individual and available in ACE. Attracting additional state and federal government community skills. funding to the sector in 2006–07 helped increase module • Commission research to investigate, describe and measure the enrolments through such programs as: economic benefit of the government’s investment in ACE • Youth Pathways program, for young people aged between 16 in Victoria. and 19 years who have left school without completing VCE • Provide 60 approved adult education centres to support the Youth or equivalent Guarantee for young people aged between 16 and 20 years, who • Victorian Certificate of Applied Learning (VCAL) have not completed a Year 12 qualification or equivalent. • Pre-Apprenticeship Pathway program, under the Skills Statement, • Streamlined Resource Allocation Arrangement: the ACFE Board is Maintaining the Advantage: Skilled Victorians, training places in consolidating its resource allocation arrangements for 2008–10. pre-apprenticeship or equivalent courses • Australians Working Together programs to support sole parents, mature age people, youth at risk, people with disabilities, plus learners from Indigenous and culturally and linguistically diverse backgrounds. ADULT AND COMMUNITY INFORMATION Provide education and training places and support for adult education in community settings and in adult institutions (including Adult Multicultural Education Services and the Centre for Adult Education) according to the priorities established by the government and regional demand. This output also includes provision of a range of support services to providers, networks and the community to ensure and enhance the quality of the education and training places purchased.

Major outputs/deliverables Unit of 06–07 06–07 Measure Target Actual QUANTITY Government-funded annual module enrolments – ACE organisations and adult education institutions number 129,000 144,130 Government-funded student contact hours of VET activity provided through ACE organisations number and adult education institutions (million) 3.7 5.3 Government-funded student contact hours of VET activity provided to 15–24-year-olds number through ACE organisations and adult education institutions (million) 2.0 2.4 Student contact hours delivered in ACE to persons 15 and over who have no qualification number at all or a qualification less than Year 12 or Certificate II (million) 3.4 4.0 ACE and adult education institution students funded through Youth Pathways program per cent 100 100 with a Managed Individual Pathway plan QUALITY Student satisfaction with ACE courses meeting overall needs per cent 80 86 Successful completions as measured by module load completion rate – ACE organisations and adult education institutions per cent 77 76 COST Total output cost (a) $ million 36.8 51.6

(a) Reflects the inclusion of expenditure pertaining to programs funded by the Victorian Skills Commission.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 45 03

Connecting Communities programs now undertaken include: COMMUNITY • the Computer for Every Child initiative, worth $740,000, INFORMATION SERVICES providing refurbished internet-connected computers to 400 families who cannot afford a computer or internet access PERFORMANCE IN ACTION: for use at home DEVELOP INFORMATION RESOURCE PRODUCTS, • the Public Internet Access program (PIAP), helping community STANDARDS AND GUIDELINES groups to provide public internet access sites with a target of 500,000 hours by June 2008 The division of Citizen Access and Transformation was established • Skills.net, providing affordable internet training and access to in early 2007 to lead a new agenda for change across the whole people who experience difficulty in accessing the internet of the Victorian Government, working with other departments and • My Connected Community (MC2), providing training and online agencies to explore and adopt better ways to deliver information resources to help community groups to establish websites, and services. publish online, expand their activities and network with members and other organisations The division has assumed responsibility for the government’s • WellCONNECTED, providing laptop computers and broadband primary public contact points, Victoria Online (www.vic.gov.au) and connections to help recuperating students stay in touch with their Information Victoria. The progressive integration of these two points schools and continue their studies of contact between citizens and government aims to create higher • Access@Schools, supporting schools in regional Victoria to awareness and easier access. provide local communities with free or affordable access to the internet As a government portal, Victoria Online has the potential to achieve • VICNET Multimedia Centre, providing services such as free web significantly more usage than its current 1.2 million visits per year. page hosting, chat rooms and email to the general community and to organisations delivering Connecting Communities Online publication sales through www.bookshop.vic.gov.au initiatives. increased by approximately 10 per cent over the year, a reflection of the increasing demand by the public for online 2007–08 PRIORITIES FOR government servicing. COMMUNITY INFORMATION SERVICES In May, Information Victoria relocated its shopfront and call centre • Develop overarching strategy and initiatives to provide easier operations to new premises at 505 Little Collins Street, Melbourne. and streamlined access to integrated government services and information – one phone number, one portal, single-brand ICT PROJECT AND PROGRAMS UNDERWAY shopfronts, one account • Develop the Design Service Victoria initiative and the Citizen Access and Transformation is also responsible for delivering underpinning Easier Government strategy the Victorian Government’s Connecting Communities: Second Wave • Conduct a citizen survey and develop citizen service delivery strategy, which aims to assist people who, for a variety of reasons, standards are missing out on the opportunities of internet access to get basic • Develop citizen engagement framework and conduct associated internet training and experience. trials and demonstrations • Draft policy framework on citizen engagement, conduct pilot and demonstrations of citizen engagement in policy development and priority setting, spanning a range of consultation methods (for example, eDemocracy) • Design, implement and evaluate digital divide strategies and projects with community, government and philanthropic sectors. Revise policy framework to ensure integration with the government skills agenda. COMMUNITY INFORMATION SERVICES These outputs improve the range, quality and availability of information from government to Victorians, foster active dialogue between the government and communities and facilitate information sharing between communities. Business units referred to are: Information Victoria (IV) and Citizen and Community Access.

Major outputs/deliverables Unit of 06–07 06–07 Measure Target Actual QUANTITY Develop information resource products, standards and guidelines in response to identified government requirements (Information Victoria) per cent 90 90 Information Victoria public contact per contact officer per day number 38 39 ICT project and programs underway number 7 7 QUALITY Assessment of quarterly monitoring reports for ICT grant agreements undertaken per cent 100 100 TIMELINESS Timely provision of public information (Information Victoria) per cent 95 95 Payments made according to contracts provided ICT grant recipients meet contract terms per cent 100 100 COST Total output cost (a) $ million 14.0 11.3

(a) Lower total output cost is due to revised corporate cost allocation following machinery-of-government changes.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 47 03

COMMUNITY STRENGTHENING COMMUNITY RENEWAL Community Renewal is an $11.5 million commitment to reducing PERFORMANCE IN ACTION: disadvantage in urban neighbourhoods announced in A Fairer NO INTEREST LOAN SCHEME Victoria: Progress and Next Steps. Community Renewal brings residents, businesses, government and local organisations together In 2006 the Victorian Government committed $4.7 million over four to help transform their community into a place of opportunity years to expand and coordinate No Interest Loan Schemes (NILS) and activity. across Victoria. NILS provide interest-free loans for individuals or families living on low incomes. NILS is a community-based program Eight Community Renewal sites were announced in 2006, that gives access to fair and affordable credit to vulnerable people. with three of these: Laverton, Whittington and Frankston North commencing in 2006–07. The NILS expansion is delivered in partnership with Good Shepherd Youth and Family Service, which originally developed the program Achievements during the year include: in 1981, and the National Australia Bank, which provided the development of governance structures for the sites $3.3 million in loan capital. • that include at least 50 per cent resident representation on

steering committees The priority shires identified for the first expansion phase were: • community engagement through a range of initiatives, such as • East Gippsland, Wellington, South Gippsland, Baw Baw the McCormack Park community day in Laverton • Moorabool, Hobsons Bay, Maribyrnong • new job and learning opportunities for residents in Laverton • Mildura, Swan Hill, Gannawarra, Buloke and Whittington through partnerships with local employers • Benalla, Wodonga, Strathbogie, Wangaratta, Murrindindi, Indigo, funding secured to upgrade a community pathway in Towong, Alpine, Moira • Frankston North. • Central Goldfields, Mount Alexander, Greater Bendigo, Loddon, Strathbogie • Hindmarsh, West Wimmera, Yarriambiack, Horsham, 2007–08 PRIORITIES FOR Northern Grampians COMMUNITY STRENGTHENING • Glenelg, Southern Grampians, Colac Otway, Corangamite, Moyne • Develop innovative investment strategies to contribute to the • Pyrenees, Hepburn, Ararat, Macedon Ranges, Ballarat. creation of liveable and connected Victorian communities • Coordinate and maximise the impact of existing government COMMUNITY BUILDING INITIATIVE investment through programs such as Transport Connections, The Community Building Initiative (CBI) is a $10 million place-based the Community Building Initiative, Victorian Community Support investment to strengthen communities by encouraging participation grants and Community Renewal in community events and activities. Bringing people together to • Put people at the heart of local community planning and decision plan for the future of their towns, the initiative delivers improved making about their community’s future community facilities, creates local employment and increased • Increase opportunities for participation and volunteering in economic activity for small business and tourism. sporting, environmental, social, cultural and other areas of community life During 2006-07, 19 CBI projects completed asset mapping in more • Address and prevent disadvantage through place-based than 100 small towns to record the physical places, groups and investment and community enterprise support in growth areas associations, local businesses, partnerships and networks in their • Demonstrate new place-based response strategies through locality, enabling them to build on existing strengths. partnerships, Local Team leadership and innovative governance • Support the community sector to respond to changing Fifty-five Community Opportunity Workshops were held across the expectations and build the sector’s capacity to partner effectively CBI projects engaging more than 3,500 people. with government to create stronger, more resilient communities. COMMUNITY STRENGTHENING This output implements whole-of-government strategies, which strengthen the capacity of communities and generate shared educational, social, economic, cultural, and environmental benefits.

Major outputs/deliverables Unit of 06–07 06–07 Measure Target Actual QUANTITY Flexible Transport Solutions: number approved number 15–20 28 Volunteering Small Grants: number approved number 200–250 198 QUALITY Community Support Fund: grants paid against milestones of funding agreements per cent 100 100 Flexible Transport Solutions: grants paid against milestones of funding agreements per cent 100 100 No Interest Loan Schemes (NILS): grants paid against milestones of funding agreement per cent 100 100 TIMELINESS Community Support Fund: grants payments assessed and approved within seven working days per cent >90 88 Community Support Fund: grants acquitted within the timeframe specified in the terms and per cent 100 100 conditions of the funding agreement COST Total output cost (a) $ million 12.9 32.3(b)

(a) Includes an adjustment of $2.5 million for the Community Support Fund, being the difference between estimated revenue of $110.5 million and estimated payments of $108 million in 2006–07 (2005–06 expected outcome $15.8 million; $103.2 million revenue and $119.0 million expenditure). (b) The output increase is due to variances in the Community Support Fund expenditure and revenue for 2006–07. This is explained below.

06–07 06–07 Target Actual Variance $ m $ m $ m Revenue 110.5 96.4 (14.1) Expenditure 108.0 110.8 (2.8) Surplus / (Deficit) 2.5 (14.4) (16.9)

The $14.4 million deficit incurred in relation to the Community Support Fund is due to the drawdown of balances accumulated in the fund from previous years. The fund itself is not in deficit as a result.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 49 03

SPORT, RECREATION AND THE SPORT AND RECREATION COMMONWEALTH GAMES SECTOR DEVELOPMENT These outputs seek to enhance community participation and PERFORMANCE IN ACTION: engagement in sport and recreation activities through both the provision of opportunities for physical activity and the Suburban facilities planning maximisation of benefits arising from hosting the Melbourne and development grants 2006 Commonwealth Games. The 2006–07 phase of the Sport and Recreation Facility Funding program was the final round of the Suburban Sporting Facilities These outputs seek to provide support for the provision of commitment identified in the 2002 policy, A Gold Medal for volunteering opportunities in the sport and recreation sector, to Participation. support the development of elite sport participation in Victoria and to secure positive, lasting economic, social, and environmental Under this commitment, $20 million was made available to support legacies by capitalising on major sporting events. metropolitan councils to plan for and undertake the development of community sport and recreation infrastructure. This funding The promotion of physical activity and community participation and was provided in recognition that Melbourne’s growth suburbs face engagement directly links to the key government outcomes of: significant challenges in providing basic community sport and • a fairer society that reduces disadvantage and respects diversity recreation infrastructure. • building friendly, confident and safe communities • sound financial management The following projects are representative of the types of projects • protecting the environment for future generations. funded in the 2006–07 round: • Cardinia Shire Council allocated $100,000 towards the P B Ronald Park Redevelopment project in Pakenham. The scope of works included an extension of the playground and the construction of a multi-purpose walking/jogging/bicycle path around the park to maximise community access. • Minor Facilities category: Whittlesea City Council allocated $48,000 towards the construction of a new playground at Mill Park Lakes Reserve to cater for the growing South Morang community. • Planning category: Hume City Council received $25,000 to develop a municipal open space strategy. This comprehensive review of the existing open space and the principles underpinning the preparation of an open space strategy will frame the long-term planning and priorities for the council’s parks and recreation reserves. COUNTRY FOOTBALL AND NETBALL 100 The Country Football and Netball program provides grants to help country communities upgrade and improve the sports facilities which are used regularly by locals to play, train and attend matches. 80

Grants of up to $60,000 are available to help councils and communities maintain their sports club facilities and grounds by 60 improving change rooms, installing lights, building new meeting facilities and resurfacing netball courts. 40 In the final funding round of 2006–07, 25 projects received funding worth $863,850. 20 RECTANGULAR STADIUM The Melbourne Rectangular Stadium to be built at Olympic Park will accommodate over 31,000 fans of A-League football, Rugby 0 League and Rugby Union, following an agreement reached between 2004–05 2005–06 2006–07 the Victorian Government, Melbourne Victory and the Football Federation of Australia. SUBURBAN FACILITIES PLANNING AND DEVELOPMENT GRANTS: NUMBER APPROVED 2004–05 TO 2006–07 Construction is expected to be completed in 2009, creating the opportunity for fans to attend an average of seven soccer games 2007–08 PRIORITIES FOR SPORT AND a year, including Melbourne Victory A-League games and other RECREATION SECTOR DEVELOPMENT international and national soccer matches, at the new stadium. • Maintain Victoria’s high level of participation in sport and AQUATIC FACILITIES GRANTS recreation and expand the diversity of population enjoying its benefits The Community Facility Funding program contributes to the Implement the new Aquatic Access/Better Pools program provision of high-quality and accessible community sport and • and Community Sport grants recreation facilities across Victoria. • Implement the Reinvesting the Commonwealth Games Surplus initiative, including development of new community sport facilities The Aquatic Access/Better Pools grants focus on enhancing the and delivery of programs that support grassroots participation ability of local government to build or upgrade community aquatic Plan the delivery of major events in 2007–08, including the sport and recreation facilities to create more attractive and • football (soccer) match between Australia and Argentina, and accessible facilities where people meet and interact. continue to plan for new events in subsequent years including

the 2008 Homeless World Cup, 2008 World Latin Championships The Community Facilities Funding program 2006–07 provided and the 2009 Masters Games in Geelong $10,263,095 for 13 swimming pool projects across Victoria. • Support Major Projects Victoria in the construction of the expanded rectangular stadium at Melbourne and Olympic Parks The Corangamite Shire Council received a grant from the program Manage upgrades to suburban AFL grounds (including of almost $675,000 to upgrade pool facilities in five rural towns: • Princes Park and Arden Street Oval) to improve training and Camperdown, Lismore, Skipton, Timboon and Terang. administration facilities and provide increased community access to facilities. In metropolitan Melbourne, the Darebin City Council received a grant of $537,500 to implement Stage 1 of the Master Plan for the Northcote Aquatic and Recreation Centre and Frankston City Council was granted $2.5 million to provide an aquatic centre to cater for a variety of uses including recreation, competition and health therapy. DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 51 03

SPORT AND RECREATION SECTOR DEVELOPMENT These outputs provide strategic leadership for the sport and recreation sector. Provide funding, coordination and facilitation services to develop and extend sport and recreation opportunities in Victoria, through improved facilities and increased community participation.

Major outputs/deliverables Unit of 06–07 06–07 Measure Target Actual QUANTITY Aquatic facility grants: number approved number 6–10 13 Athletes on Victorian Institute of Sport scholarships number >450 421 Combat sports licences and permits issued number 275 452 Community sport and recreation organisations undertaking projects/activities number 80 85 Country football/netball grants: number approved number 45–60 77 International teams/sports: sports visitations facilitated number 150 389 Key industry organisations providing strategic advice to government number 5 5 Major events facilitated number 8–10 14 Percentage of Victorian Institute of Sport scholarship holders in national teams/squads per cent >55 59 Regional facility planning and development grants: number approved number 50–70 68 State level facilities: under design or construction number 3 3 State level facilities: under investigation number 1 2 Suburban facilities planning and development grants: number approved number 70–90 99 QUALITY Completion of ongoing operational and budget reports for each event per cent 100 100 Delivery of an approved business plan for each event incorporating appropriate per cent 100 100 operational, marketing plan and financial information Government branding and promotion requirements undertaken at each event per cent 100 100 Outdoor recreation camps contract management key performance indicators met per cent >80 90 Physical Activity program: grants paid against milestones of funding agreements per cent 100 100 TIMELINESS Awards conducted date Aug– Nov Nov 2006 2006 Completion of appropriate post-event reports and formal economic impact assessment per cent 100 100 (where required) at the completion of each event Melbourne Rectangular Stadium: design completed and construction proceeding date Qtr 4 Qtr 4 State Volleyball Centre: progress payments made date Qtr 4 Qtr 4 COST Total output cost (a) $ million 72.3 94.7

(a) Reflects increased expenditure on Commonwealth Games Legacy initiatives and major projects. COMMONWEALTH GAMES To complete financial and operational matters following the delivery of the Melbourne 2006 Commonwealth Games. The Office of Commonwealth Games Coordination has been closed following the administrative completion of the 2006 Commonwealth Games.

Major outputs/deliverables Unit of 06–07 06–07 Measure Target Actual QUANTITY Final Australian Government reports presented number 3 2 Whole of Games Special Purpose Financial Report published number 1 1 TIMELINESS Final Commonwealth Games Federation report produced date Qtr 2 Qtr 2 Melbourne 2006 Commonwealth Games Corporation wound up date Qtr 2 Qtr 2 COST Total output cost (a) $ million n/a n/a

(a) Output cost is reflected in the Sport and Recreation Sector Development output.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 53 03

ADVOCATING FOR PEOPLE SKILLED MIGRATION IN COMMUNITIES The Skilled Migration Program (SMP) has its own website to help skilled and business migrants find out more about Victoria and These outputs involve advocating for people in communities by help Victorian employers address skills shortages that cannot developing policies and providing services that emphasise the be met locally. government’s integrated approach. In 2006-07, an average of 60,700 unique visitors per month This involves specialist research, advice and information on viewed and accessed information from the SMP’s website. employment opportunities and whole-of-government approaches The department’s involvement in overseas expos such as to ensure effective economic, social, environmental and cultural Opportunities Australia in London contributed to the strong result. outcomes for all Victorian communities. The United Kingdom is Victoria’s second-largest source country for Individual outputs directly link to the key government outcomes of: skilled migrants, attracting more than 2,500 migrants in 2005–06. • a fairer society that reduces disadvantage and respects diversity While attending the expos, SMP also conducted valuable market • building friendly, confident and safe communities research, which will inform the development of Victoria’s Skilled • greater public participation and more accountable government. Migration Strategy 2008–11. EMPLOYMENT PROGRAMS YOUTH EMPLOYMENT SCHEME The Youth Employment Scheme (YES) helps young people who PERFORMANCE IN ACTION: have finished school into a job by providing a subsidy of $4,500 to WORKFORCE PARTICIPATION PARTNERSHIPS employers for trainees; up to $7,500 for full-time apprentices; and, Workforce Participation Partnerships (WPP) are helping job-seekers up to $1,800 for school-based new apprentices. who face barriers to employment to find jobs in industries with skills and labour shortages. Job-seekers being assisted through In March 2007, the Victorian Government made temporary changes WPP projects include recently arrived migrants and refugees, to the YES guidelines to allow local councils in areas affected by unemployed young people, mature age job-seekers, Indigenous drought and bushfire to apply for the YES subsidy. job-seekers and people with a disability. This initiative helped local governments fill skill shortages by Around 100 WPP projects are operating across Victoria. Each WPP employing local young people. It also encouraged young people to project is led by a local partnership, which may include industry, stay living and working in their local communities, contributing to unions, local government, employment services, training providers the growth of regional Victoria. and community organisations. In 2006–07, the Youth Employment Scheme helped 687 young WPP is a flexible program that tailors assistance to the people find employment. specific needs of job-seekers. A key strength of WPP is the close involvement of employers, who provide advice on skills 2007–08 PRIORITIES FOR sought, work experience placements and ongoing employment EMPLOYMENT PROGRAMS opportunities. • Implement the Workforce Participation strategy • Continue Workforce Participation Partnerships These close linkages with employers have contributed to the high • Continue Victoria’s Skilled Migration Strategy (VSMS) initiatives program outcomes to date, with more than 1,600 job-seekers through VSMS2 not only gaining work, but sustaining that employment for at • Implement Experience Counts, to link mature aged people into least 16 weeks. skilled jobs through retraining and up-skilling • Implement the Disability Trainees Scheme to increase the workforce participation of people with a disability • Refocus the Connectus program. EMPLOYMENT PROGRAMS Through Employment Programs, work in partnership with the community and industry to assist individuals in designated groups to secure and retain employment, increase the skills of the Victorian workforce in line with industry requirements, increase regional skills development and strengthen communities. Employment programs aim to identify skill needs and opportunities in Victoria’s labour market and develop and deliver initiatives to meet these needs. Employment programs target marginalised job-seekers who suffer multiple disadvantages in securing employment. Marginalised job-seekers include long-term unemployed, young people not in education and training, low-skilled people, people from culturally and linguistically diverse backgrounds, mature age people and Indigenous people.

Major outputs/deliverables Unit of 06–07 06–07 Measure Target Actual QUANTITY Government Youth Employment Scheme – apprenticeships and traineeships commenced number 650–790 687 Overseas Qualifications Unit – client services provided (by phone, in person or in writing) number 4,000– 5,231 4,200 Skilled Migration program – average number of unique visitors to the website per month number 40,000– 60,700* 50,000 Workforce Participation Partnerships – job-seekers who achieve sustainable employment number 900– 1,622 (minimum of 16 weeks) 1,000 QUALITY Employment initiatives – client satisfaction with services provided through WPP and per cent 80–85 85 Tackling Skills – job-seekers and employers Government Youth Employment Scheme – participants who complete and are in per cent 80 86 employment, education or training three months after leaving program Overseas Qualification Unit – client satisfaction with services provided per cent 90 92 Skilled Migration program – client satisfaction with services provided per cent 85 91 COST Total output cost (a) $ million 29.9 25.5

* An incorrect figure of 241,600 was published in the printed Annual Report. The correct figure is 60,700. Text of the published performance measure reads: Skilled Migration program – number of individual visitors to the website per month averaged across three months. a) Reflects carryover of some funding pertaining to the Workforce Participation Partnerships program.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 55 03

ADVOCATING FOR PEOPLE SKILLED MIGRATION IN COMMUNITIES The Skilled Migration Program (SMP) has its own website to help skilled and business migrants find out more about Victoria and These outputs involve advocating for people in communities by help Victorian employers address skills shortages that cannot developing policies and providing services that emphasise the be met locally. government’s integrated approach. In 2006–07, 241,000 unique visitors viewed and accessed This involves specialist research, advice and information on information from the SMP’s website. The department’s involvement employment opportunities and whole-of-government approaches in overseas expos such as Opportunities Australia in London to ensure effective economic, social, environmental and cultural contributed to the strong result. outcomes for all Victorian communities. The United Kingdom is Victoria’s second-largest source country for Individual outputs directly link to the key government outcomes of: skilled migrants, attracting more than 2,500 migrants in 2005–06. • a fairer society that reduces disadvantage and respects diversity While attending the expos, SMP also conducted valuable market • building friendly, confident and safe communities research, which will inform the development of Victoria’s Skilled • greater public participation and more accountable government. Migration Strategy 2008–11. EMPLOYMENT PROGRAMS YOUTH EMPLOYMENT SCHEME The Youth Employment Scheme (YES) helps young people who PERFORMANCE IN ACTION: have finished school into a job by providing a subsidy of $4,500 to WORKFORCE PARTICIPATION PARTNERSHIPS employers for trainees; up to $7,500 for full-time apprentices; and, Workforce Participation Partnerships (WPP) are helping job-seekers up to $1,800 for school-based new apprentices. who face barriers to employment to find jobs in industries with skills and labour shortages. Job-seekers being assisted through In March 2007, the Victorian Government made temporary changes WPP projects include recently arrived migrants and refugees, to the YES guidelines to allow local councils in areas affected by unemployed young people, mature age job-seekers, Indigenous drought and bushfire to apply for the YES subsidy. job-seekers and people with a disability. This initiative helped local governments fill skill shortages by Around 100 WPP projects are operating across Victoria. Each WPP employing local young people. It also encouraged young people to project is led by a local partnership, which may include industry, stay living and working in their local communities, contributing to unions, local government, employment services, training providers the growth of regional Victoria. and community organisations. In 2006–07, the Youth Employment Scheme helped 687 young WPP is a flexible program that tailors assistance to the people find employment. specific needs of job-seekers. A key strength of WPP is the close involvement of employers, who provide advice on skills 2007–08 PRIORITIES FOR sought, work experience placements and ongoing employment EMPLOYMENT PROGRAMS opportunities. • Implement the Workforce Participation strategy • Continue Workforce Participation Partnerships These close linkages with employers have contributed to the high • Continue Victoria’s Skilled Migration Strategy (VSMS) initiatives program outcomes to date, with more than 1,600 job-seekers through VSMS2 not only gaining work, but sustaining that employment for at • Implement Experience Counts, to link mature aged people into least 16 weeks. skilled jobs through retraining and up-skilling • Implement the Disability Trainees Scheme to increase the workforce participation of people with a disability • Refocus the Connectus program. EMPLOYMENT PROGRAMS Through Employment Programs, work in partnership with the community and industry to assist individuals in designated groups to secure and retain employment, increase the skills of the Victorian workforce in line with industry requirements, increase regional skills development and strengthen communities. Employment programs aim to identify skill needs and opportunities in Victoria’s labour market and develop and deliver initiatives to meet these needs. Employment programs target marginalised job-seekers who suffer multiple disadvantages in securing employment. Marginalised job-seekers include long-term unemployed, young people not in education and training, low-skilled people, people from culturally and linguistically diverse backgrounds, mature age people and Indigenous people.

Major outputs/deliverables Unit of 06–07 06–07 Measure Target Actual QUANTITY Government Youth Employment Scheme – apprenticeships and traineeships commenced number 650–790 687 Overseas Qualifications Unit – client services provided (by phone, in person or in writing) number 4,000– 5,231 4,200 Skilled Migration program – number of individual visitors to the website per month number 40,000– 241,600 averaged across three months 50,000 Workforce Participation Partnerships – job-seekers who achieve sustainable employment number 900– 1,622 (minimum of 16 weeks) 1,000 QUALITY Employment initiatives – client satisfaction with services provided through WPP and per cent 80–85 85 Tackling Skills – job-seekers and employers Government Youth Employment Scheme – participants who complete and are in per cent 80 86 employment, education or training three months after leaving program Overseas Qualification Unit – client satisfaction with services provided per cent 90 92 Skilled Migration program – client satisfaction with services provided per cent 85 91 COST Total output cost (a) $ million 29.9 25.5

(a) Reflects carryover of some funding pertaining to the Workforce Participation Partnerships program.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 55 03

INDIGENOUS COMMUNITY AND CONSULTATIONS WITH INDIGENOUS CULTURAL DEVELOPMENT COMMUNITIES The department works in partnership with Victoria’s Indigenous PERFORMANCE IN ACTION: communities to deliver improved outcomes in key areas such as REGIONAL CULTURAL HERITAGE PROGRAM community representation, capacity building, streamlined and accountable funding arrangements, economic development, and The Regional Cultural Heritage program supported Aboriginal protection of cultural heritage through implementation of the community-based cultural heritage management and protection Aboriginal Heritage Act 2006. Formal consultations with Indigenous services by stationing Aboriginal cultural heritage teams in the people and their organisations provide opportunities to learn about North West, North East, Gippsland, and South West and Wimmera current and emerging community priorities at the state, regional regional offices. and local levels, and to keep Indigenous people informed of actions being taken to address them. The metropolitan region was managed by Aboriginal Affairs Victoria (AAV). In 2006–07, the department undertook about 200 formal consultation meetings with Indigenous community members The program’s objectives included: in all regions of Victoria. Many of these consultations involved • increasing Aboriginal community knowledge and involvement in representatives of other partners, including Victorian Government cultural heritage management agencies, local government authorities, industry groups, tertiary • advancing cultural heritage management partnerships with key training providers and private landowners. stakeholders • developing a skilled cultural heritage management team Achievements in 2006–07 include: • providing advice to Aboriginal Affairs Victoria on Aboriginal • establishment of eight Local Indigenous Networks (LINs) cultural heritage management priorities • implementation of eight community land initiatives • ensuring regular inspections of registered heritage sites. • engagement with Indigenous community members, including traditional owners and native title parties, to implement the INDIGENOUS CAPACITY BUILDING Aboriginal Heritage Act 2006.

Board members and senior staff from 43 Indigenous community organisations attended Indigenous capacity building courses 2007–08 PRIORITIES FOR INDIGENOUS in 2006–07. COMMUNITY AND CULTURAL DEVELOPMENT • Refurbish Indigenous community facilities to ensure that services This included the Governance Training Program, which is a series are conducted from safe and appropriate facilities of courses covering such topics as risk analysis, legal obligations • Implement the Aboriginal Heritage Act 2006 and conflicts of interest. • Work in partnership with Indigenous communities to develop and deliver policy, programs and services to strengthen community- Since the pilot program began in March 2005, 175 people from based management and protection of Victoria’s cultural heritage 65 community organisations have received the training. • Build leadership and the capacity of Indigenous people and organisations for good governance and for more effective The second part of the program is a Certificate IV in Business planning and delivery of services which is delivered over four months with one session per week. • Streamline administrative arrangements for Indigenous These courses are fully funded by Aboriginal Affairs Victoria. community organisations • Develop community plans in partnership with Local Indigenous Networks. INDIGENOUS COMMUNITY AND CULTURAL DEVELOPMENT Through Aboriginal Affairs Victoria, work in partnership with Victorian Aboriginal communities and their organisations to increase participation in partnerships with government and build their capacity to deliver programs and services which meet the needs of Indigenous Victorians. Develop whole-of-government policies promoting community-led partnerships of Aboriginal communities and government agencies. Increase understanding and respect for Aboriginal culture within the broader community and promote Aboriginal community control of the protection of management of Aboriginal heritage and cultural property.

Major outputs/deliverables Unit of 06–07 06–07 Measure Target Actual QUANTITY Indigenous capacity building activities: number approved(a) number 20–30 43 Community managed organisations funded to provide cultural heritage services number 5 5 Formal consultations with Aboriginal communities concerning community building and number 80 198 cultural heritage management activities and government issues Heritage projects jointly developed and carried out with Aboriginal communities number 8 9 Heritage training activities addressing community identified priority issues number 10 10 Local Indigenous representation groups established number 7 8 Meetings of Aboriginal Heritage Council supported number 3 12 Number of Aboriginal community land initiatives established number 6–8 8 Verified records added to heritage database number 600 1,111 QUALITY Local Indigenous groups developing local plans per cent >80 80 TIMELINESS Approved land initiatives established within stipulated timeframes per cent >85 100 High-priority cyclical building maintenance works completed within stipulated timeframes per cent 100 100 Lake Tyers projects: completed within set timeframes per cent >85 80 Proportion of Community Infrastructure feasibility studies completed within agreed time per cent >80 100 COST Total output cost $ million 23.2 21.9

(a) Previously reported as ‘Aboriginal community building grants: number approved’.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 57 03

YOUTH AFFAIRS Future Directions In August 2006, the government launched Future Directions: PERFORMANCE IN ACTION: An Action Agenda for Young Victorians. FREEZA EVENT ATTENDANCE The vision for this agenda is that all young Victorians have a FReeZA is an innovative youth development program that gives strong sense of belonging, are motivated to create and share in young Victorians aged 12–25 the chance to enjoy live band opportunities, and are valued for their contributions and influence in concerts and other cultural, recreational and artistic events in their communities. supervised and safe venues that are drug, alcohol and smoke-free. In setting Future Directions, the department conducted a series Using a ‘by youth, for youth’ approach, FReeZA supports around of consultations which involved: 1,000 young people each year in local FReeZA committees to lead over 1,300 young people, parents, members of the community the planning and delivery of events across Victoria. • and service providers 47 discussion forums were held across the state Participating in a local FReeZA committee, young people have the • almost 500 people contributed through online surveys. chance to: • • develop and learn skills, including teamwork, leadership and The projected outcomes from Future Directions are that event management young people: • build confidence, resilience and responsibility • contribute and make a difference • connect more strongly with their local communities • achieve potential through informed life choices • develop and showcase their talents in performing and have access to resources and make connections backstage support • • manage healthy, active and diverse lives • explore education, training and employment pathways. • are safe and promote safe behaviours. In 2006–07, 150,262 young people attended more than 450 FReeZA events, including festivals, art and film exhibitions, Advance Program workshops, skate and BMX competitions and events such as the The success of the Advance program is measured by the statewide FReeZA Push Start Battle of the Bands competition. participation of 404 school campuses across Victoria in 2007. This represents 90 per cent of all eligible school campuses The FReeZA program also provided performance opportunities in and involves more than 11,000 actively engaged young people 2006–07 for over 3,500 local musicians and emerging artists to participating in their communities. develop skills, showcase their talent and explore pathways in the music, entertainment and performing arts industries. Advance has also seen more than 1,100 individual community organisations work with Victoria’s young people to form more than 2007–08 PRIORITIES FOR YOUTH AFFAIRS 1,900 individual partnerships. • Publish a framework for the Support of Young Victorians in Examples of projects include: partnership with the Office for Children • Volunteering in sport and recreation (coaching or training) • Provide a major report in partnership with the Office for Children: Fundraising for community organisations The Status of Victoria’s Young People • • Environmental management (like water quality testing) • Write a voluntary code of conduct for the media, advertising and Mentoring younger children fashion industries on positive body image messaging • • Working with emergency services (community safety projects • Evaluate the Mentoring and Community Building initiative with the CFA or supporting Lifesaving Victoria). • Establish additional Youth Foundations Victoria sites. YOUTH AFFAIRS Through the Office for Youth, develop and coordinate whole-of-government information and advice on issues of youth policy. Develop and manage targeted programs and services for young people aged between 12 and 25 years.

Major outputs/deliverables Unit of 06–07 06–07 Measure Target Actual QUANTITY FReeZA metropolitan grants: number approved number 32 32 FReeZA rural and regional grants: number approved number 37 37 FReeZA: event attendance number 130,000 150,262 Number of young people attending FReeZA Central intensive workshops number 500 500 Regional Youth Affairs Networks number 15 15 Schools participating in the Advance Youth Development program number 360–380 385 Young people participating in the Advance Youth Development program number 8,500– 11,526 8,700 Youth Participation and Access program grants: number approved(a) number 90–100 100 Youthcentral website total page impressions number 250,000– 1,219,000 300,000 QUALITY Young people completing the Advance Youth Development program per cent 75 95 Youth Participation and Access program: grants paid against milestones of per cent 100 100 funding agreement(a) TIMELINESS Youth Participation and Access program: grants acquitted within the timeframe per cent >90 100 specified in the terms and conditions of the funding agreement COST Total output cost $ million 15.7 14.7

(a) Youth Participation and Access Program previously known as Youth Services Program.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 59 03

MULTICULTURAL AFFAIRS REFUGEE SUPPORT The Refugee Brokerage program aims to improve the delivery and PERFORMANCE IN ACTION: use of existing services by refugee communities and to increase VICTORIAN MULTICULTURAL GRANTS the participation of refugees in the community. In 2006–07 seven partnerships were funded in nine locations with local government Through the 2006–07 Community Grants program, the Victorian and the non-government sector to work with individual refugee Multicultural Commission supported more than 1,600 community communities and community organisations. groups and organisations by providing over $3.6 million in funding to directly support community initiatives. These partnerships included: strategic planning workshops for community organisations The grants achieved two broad objectives: • • information sessions with a range of identified service providers • delivering an accessible, high-quality, client-focused service to mapping of available local resources for communities Victoria’s multicultural communities • • governance guidelines and training for community organisations • helping groups retain and celebrate their cultural heritage by leadership training for future leaders supporting local festivals and events. • • development of mentoring relationships between refugee and other culturally and linguistically diverse (CALD) communities. The grants program also partnered with the Department of Education to provide targeted funding for educational and training programs and the Women Creating Harmony projects. 2007–08 PRIORITIES FOR MULTICULTURAL AFFAIRS The grants were in six categories: • Continue to promote religious and racial respect as well as • Organisational Support Grants support multifaith and cultural diversity in Victoria, including • Senior Citizens Grants through the second Premier’s Multifaith Leaders Forum and the • Buildings and Facilities Improvement Grants annual festivals and events program • Educational Program Grants • Continue to support Victoria’s CALD communities through the • Multicultural Festivals and Events Grants VMC Grants program, increasing assistance to CALD senior • Strengthening Multicultural Communities Grants citizens’ groups, and women’s and youth community groups, particularly in new and emerging communities LANGUAGE SERVICES PROGRAMS • Strengthen participation and leadership among CALD youth, In the 2006–07 round of interpreter scholarships, 18 native including through the Multifaith Multicultural Youth Network Amharic speakers from Ethiopia and 13 speakers of Nuer, a • Take a leading role in the refurbishment of Melbourne’s ethnic Sudanese language, received grants to help meet the costs of precincts, for the benefit of Victorians and visitors to Victoria. studying for the Diploma of Interpreting.

Interpreter scholarships are designed to increase the number of suitably qualified people with the language skills to facilitate communication between people with limited proficiency in English and service providers.

The scholarships are available to students who are fluent in English and a second, emerging language, enabling them to consolidate their language skills and gain accreditation to work as interpreters.

Graduates of the program play a major role in assisting people from their communities access essential services by helping them bridge the language barrier. MULTICULTURAL AFFAIRS Provide strategic and independent whole-of-government policy and planning advice on key issues relating to multicultural affairs, community relations and culturally and linguistically diverse communities’ participation in Victoria through the Victorian Multicultural Commission and the Victorian Office of Multicultural Affairs (VOMA). VOMA was merged into the Victorian Multicultural Commission on 1 May 2007.

Major outputs/deliverables Unit of 06–07 06–07 Measure Target Actual QUANTITY Consultations and forums with community groups number 60 64 Number of language services projects implemented number 10 13 Refugee support: clients assisted number 500 636 Victorian multicultural grants: number approved number 1,600– 1,635 1,650 QUALITY Client satisfaction with briefs provided per cent 100 100 Commitments for community engagement processes, grants and project funds fully met per cent 100 100 Victorian multicultural grants: grants paid against milestones of funding agreements per cent 100 100 TIMELINESS Multicultural projects completed within required timeframe per cent 85 85 COST Total output cost $ million 11.1 10.8

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 61 03

In a high-profile campaign to improve women’s safety, the WOMEN’S POLICY Statewide Steering Committee developed a training package which was delivered to all 16 Australian Football League clubs in August PERFORMANCE IN ACTION: 2006. The training challenged inappropriate attitudes about sexual CONSULTING WITH WOMEN ON POLICY violence and encouraged leadership in its prevention. The Office for Women’s Policy held five major consultation events in 2006–07. The committee continues to support and contribute to the work of the AFL in its implementation of the Respect and The key consultation event of the year for the women’s portfolio Responsibility program. was the Annual Premier’s Women’s Summit, where more than 200 women from diverse backgrounds discussed five key topic areas: Victoria Police have also adopted a Code of Practice for the • multiculturalism: now and into the future investigation of family violence. This provides police with guidelines • access to services for increasing the safety, support and protection of women and • justice and safety children in family violence situations. There are now 10 Police • challenging stereotypes family violence advisers across Victoria who are helping • pathways to education, training and employment. implement the code.

The third Indigenous Women Going Places Ministerial Advisory An evaluation of the Women’s Safety Strategy is planned for 2007–08. Committee (IWGP MAC) was appointed in August 2006 to give Victoria’s Indigenous women a voice within government. 2007–08 PRIORITIES FOR WOMEN’S POLICY • Articulate a new vision for Victoria’s women when the current The IWGP MAC led three regional consultations for Indigenous action plan for women Leading with Victoria’s Women women, holding Yarnin’ Up forums in Halls Gap, Swan Hill and 2004–2007 concludes. The new Women’s Policy Framework Bairnsdale, which 80 women attended. 2008–2011 will articulate how the government will build on its commitment to improve the lives of women. The IWGP MAC also represented Victorian Indigenous women at the • Evaluate the landmark Women’s Safety Strategy, which was National Indigenous Women’s Gatherings in 2006 and 2007. launched in 2002 and concludes in 2007 and develop a second iteration of the strategy, informed by the findings of The Women’s Roundtable was held at the Yarra Valley Community the evaluation. Cabinet in July 2006, where the Minister for Women’s Affairs • Continue to consult women via issue-based forums, the annual consulted a representative group on the government’s priorities on Premier’s Women’s Summit and online consultations to ensure safety for women. that the government’s policies and programs are consistent with their needs. WOMEN’S SAFETY STRATEGY • Implement a financial literacy training program to help women The Women’s Safety Strategy 2002–07 is a five-year, whole-of- plan for a financially secure future. The focus will be on women government initiative to improve women’s safety, wellbeing and across the age spectrum, as well as those from culturally diverse capacity to fully participate in Victorian life by reducing the level, and Indigenous backgrounds, and women based in rural and and fear, of violence against women. regional Victoria. • Celebrate the Centenary of Women’s Suffrage in 2008 with a The strategy represents a commitment by all Ministers and series of events and initiatives and highlight the cultural and departments to work together under a single policy framework. political significance of Indigenous women not being eligbile to vote until after the 1967 Referendum. When the strategy was launched in 2002, approximately 40 initiatives fell within its scope. Today this has grown to more than 60 initiatives. WOMEN’S POLICY The Office of Women’s Policy provides strategic whole-of-government policy advice on key issues of concern to women by working across government to inform policies, programs and services available to women.

Major outputs/deliverables Unit of 06–07 06–07 Measure Target Actual QUANTITY Number of consultations held number 4–6 5 Women attending consultation forums/summit number 500 306 QUALITY Client satisfaction with advice provided per cent 100 100 Participant satisfaction with consultation forums per cent 85 82 Queen Victoria Women’s Centre occupancy rate per cent >85 100 TIMELINESS Projects completed within required timeframes per cent 100 100 Women’s Safety strategy delivered against performance targets per cent 80 81 COST Total output cost $ million 3.3 3.0 Disability

While the Office for Disability was established in the department in late September 2006, it did not carry over any 2006–07 performance measures from its previous output Disability Services, which belonged to the Department of Human Services. The Office for Disability has established performance measures for 2007–08.

Major Outputs/ deliverables Unit of 06-07 06-07 Measure Target Actual Cost Total output cost $ million 6.1 5.9

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 63 03

SENIORS AND VETERANS NEW U3A MEMBERSHIPS Universities of the Third Age (U3As) began in Victoria in 1984. PERFORMANCE IN ACTION: A U3A is a ‘university’ in the original sense of the word: ‘a Spirit of ANZAC Prize community of people devoted to learning’. Members are provided with learning opportunities at low cost because volunteers carry The prize attracted 241 entries from schools in Victoria’s nine out all the teaching, planning and administration. Nearly 80 U3As education regions: 116 from State schools, 63 from Catholic operate in Victoria with about 21,000 members and around 260 schools and 66 from independent schools. programs and subjects. U3As are represented by the U3A Network Victoria. A panel led by Major General Jim Barry, President of the Victorian Olympic Council, interviewed the 27 State finalists to select the 10 Existing U3As receive $0.25 million funding per year from the Adult Victorian Spirit of Anzac Prize winners. Community and Further Education Board. A Fairer Victoria: Progress and Next Steps committed an additional $1.2 million over four Year 10 students visited significant military sites, sacred to the years to U3As to increase the number of U3As, their programs and memory of our service men and women, including Gallipoli, the members, and to support the network. Western Front and climaxing with the Anzac Memorial Service in Westminster Abbey. 2007–08 PRIORITIES FOR Restoring Community War Memorials SENIORS AND VETERANS The Restoring Community War Memorials Grants program helps • Establish the statewide elder abuse community education local councils, RSL sub-branches and community groups preserve and legal centre an important legacy. • Begin establishing strength training programs in all local government areas Victoria’s war memorials and honour rolls are the physical • Continue the Images of Age grants program expression of the gratitude we owe those who sacrificed their lives, • Deliver the 25th Anniversary Seniors Festival often in distant parts of the world. • Deliver the Senior of the Year award • Commence development of an Ageing in Victoria policy Many of the war memorials and honour rolls date back to World framework War I and record the names of local men and women who put their • Develop a Veterans’ Heritage strategy lives on the line for our country. • Deliver the Veterans’ Fund on behalf of the Victorian Veterans Council In restoring the memorials the community is doing more than • Deliver the Anzac Day Proceeds Fund on behalf of the Victorian preserving the memories of the men and women they honour, Veterans Council they are also paying homage to the communities that • Support the Victorian Veterans Council to complete the Veterans originally built those memorials, the communities of our Sector Study parents and grandparents. • Continued development of initiatives that honour and support the veteran community. In 2006–07, the department distributed grants totalling $216,000 to help communities restore 41 memorials and honour rolls. SENIORS AND VETERANS Through the Office of Senior Victorians, work in partnership with community, business and across government to provide for, support and celebrate the diverse needs and interests of older Victorians. Through the Veterans Unit, strengthen community recognition of veterans’ achievements.

Major outputs/deliverables Unit of 06–07 06–07 Measure Target Actual QUANTITY New U3A memberships number 1,800– 1,801 2,200 Seniors activities grants programs: number approved number 110–130 128 Spirit of ANZAC Schools Competition: number of entries received number >170 241 QUALITY Eligible seniors in the Seniors Card program per cent 95 95 Funded projects for which satisfactory reports have been received per cent 100 100 Restoring community war memorials: grants acquitted within the timeframe specified per cent 100 100 in the terms and conditions of the funding agreement TIMELINESS Commemorative and education program: grants acquitted within the timeframe specified per cent 100 100 in the terms and conditions of the funding agreement COST Total output cost (a) $ million 11.5 10.0

(a) Reflects funding carried forward to 2007–08 for delivery of Seniors’ initiatives.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 65 04Facts and Figures This section contains information on the department’s corporate activities as well as detailed financial statements and appendixes reporting on corporate governance, compliance with policy and legislation and grant approvals from the Community Support Fund.

Photo: Enya Widdicombe from Star of the Sea College, Moorabbin, was one of the Victorian secondary students selected for a study tour of Australian military sites through the 2007 Spirit of ANZAC Prize, April 2007 04

Corporate Service Support Transition to HR Shared Services The Corporate and Organisational Development Division continued to deliver on In 2006–07 the department changed to a new service model for the delivery of its mission to work collaboratively across the department to deliver quality human resources, payroll and associated services through a Shared HR Services services and drive capability improvement. arrangement with the Department of Infrastructure (DOI). A transition team of representatives from the department and DOI was established Our People to set up the Shared HR Services model and to manage the transfer of services.

In 2006-07, the department worked to ensure these values were reflected in DOI established a dedicated Shared HR Services group as a single point of access the way staff related to each other and to stakeholders and partners. Much of for department managers and staff. The seamless transition to the new provider in this work centred on promoting and supporting the contributions people make April 2007 demonstrated the effective management of the transition project. to their communities.

To acknowledge and celebrate the demonstration of these values, the department eGrants presents the Outstanding Achievement Awards at the annual end-of-year staff meeting. This year 12 awards were presented to staff. The department’s electronic grants program, eGrants, passed a number of major technical milestones during 2006–07 and became fully operational in June. When undertaking work in areas such as recruitment, advising employees and managers, developing and implementing policy and grievance management, the The eGrants program delivers benefits to both the community and the department. department acts in accordance with the Public sector Values and Employment It allows community members and Victorian local governments to apply on-line for Principles set out in the Public Administration Act 2004. open grant programs through a ‘new look’ website.

The Act and our actions aim to ensure that decisions are impartial and are made The department will benefit from standardised documentation and streamlined on the basis of merit and fairness and that employees have appropriate avenues business processes, improving accountability and governance and reporting of redress. across all divisions of the department. A full implementation review is scheduled for 2007–08. INDUCTION

The department recognises the value of its employees and is committed to Occupational health and safety supporting them in achieving their potential. As the majority of new starters in the department are recruited from outside the VPS, a systematic induction and The department continued its commitment to the health and wellbeing of staff and orientation process for new employees has been developed. compliance with occupational health and safety (OH&S) requirements in 2006–07.

The new induction and orientation process ensures new starters receive support, During WorkSafe Week the department supported an extensive program of health critical conversations and activities at clearly defined stages. The process has and wellbeing activities and participated in the influenza vaccination program been designed to help new starters make a smooth transition and enable them to again this year, with 210 staff receiving vaccinations. make an effective contribution to the department early in their employment.Tools and resources developed to support the induction and orientation process include There are currently 13 health and safety representatives and five deputy health guidelines and checklists for managers,the establishment of a buddy system, and safety representatives across the department. access to up-to-date induction information on the intranet, and corporate training on working in government.

Leadership

The department completed a Leadership Capability Framework for Executive Officers in 2007, and during 2007–08 will work with the State Services Authority on two significant projects: one is a pilot project on managing leadership succession risk, and the other is to scope the Succession Management of Future Leaders project in the Victorian Public Service (VPS). Increasing participation by people GRAMPIANS LOCAL TEAM DISABILITY INCLUSION REVIEW The Grampians Local Team Disability Inclusion Review was undertaken from with a disability December 2006 to July 2007 in line with the department’s Disability Action Plan and with the Victorian State Disability Plan 2002–2012. In 2006–07, the Department for Victorian Communities reached some significant milestones in making activities more inclusive and accessible to The review aimed to facilitate staff discussions and raise awareness about all people with a disability. disability issues. Grampians local team members were also invited to suggest ways of working which could be more inclusive of people with a disability and their Implementation of the Disability Action Plan families or carers. A local person with a disability and a worker with experience in Two-thirds of the plan’s 63 initiatives were implemented across the department. the disability sector assisted the review. A mid-term review, conducted early in 2007, started shaping the new Disability Action Plan 2008–2011 due to be developed in late 2007. Following disability awareness training and presentations from community groups on disability issues, Local Team members reported a deeper understanding of The Disability Action Continuous Improvement Committee met six times during this disability issues and what this meant for their work. year to support and assist with the action plan initiatives. Some Disability Action Plan initiatives implemented in 2006–07 are highlighted here. The Local Team is implementing a range of recommendations to overcome barriers to participation for people with a disability and their families or carers, MAKING 1 SPRING STREET ACCESSIBLE FOR ALL PEOPLE such as: more accessible communication As the lead agency for whole-of-government initiatives to provide equality of • project planning and induction opportunity and access for people with disabilities, the department has welcomed • accessible venues for events and functions staff who have a disability. • • monitoring access and inclusion among key partners a feedback process for people with a disability. As part of encouraging accessible participation, the department recognised that it • needed to adapt the workplace so it was accessible for staff and others who may have a disability.

During 2006–07 a number of improvements and renovations were made to the building, such as replacing all the department’s entry-level doors with secure electronic sliding doors.

DISABILITY INCLUSION REVIEWS The department also undertook Disability Inclusion Reviews for the first time during 2006–07 to progressively monitor its major activities to make them more accessible. Each division was responsible for reviewing its performance against the two programming areas. The outcomes of one of the reviews is profiled below.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 69 04

Workforce Data

FIXED TERM TOTAL ONGOING EMPLOYEES & CASUAL EMPLOYEES Employees Full time Part Time FTE FTE FTE (Headcount) (Headcount) (Headcount) June 2007 611 530 81 584 101 685 June 2006 * * * * * 713

* These categories have been introduced consequent to the Victorian Government’s Financial Reporting Direction 29, issued in June 2007, and were not recorded for previous years. Lower employee numbers in 2007 reflect machinery of government changes and wind-down of Commonwealth Games. Workforce Data

JUNE 2007 JUNE 2006 Fixed Term & Casual Fixed Term & Casual Ongoing Ongoing Employees Employees Employee FTE FTE Employee FTE FTE (Headcount) (Headcount) Gender Male 216 214 34 * * * Female 395 370 68 * * * Age Under 25 14 14 11 * * * 25 – 34 144 138 41 * * * 35 – 44 182 171 24 * * * 45 – 64 195 188 19 * * * 55 – 64 73 71 7 * * * Over 64 3 3 0 * * * Classification VPS Grade 1 0 0 0 * * * VPS Grade 2 48 44 13 * * * VPS Grade 3 106 100 19 * * * VPS Grade 4 137 129 34 * * * VPS Grade 5 186 179 16 * * * VPS Grade 6 101 99 13 * * * STS** 3 3 1 * * * Executives 28 28 1 * * * Driver 2 2 0 * * * Other 0 0 4 * * *

* Workforce data categories were introduced consequent to the Victorian Government’s Financial Reporting Direction 29, issued in June 2007, and were not recorded for previous years. ** Includes two STS as a result of exercise of right of return following ceasing as executive officers as provided in contracts and relevant legislation.

Notes All figures reflect employment levels during the last full pay of June. Ongoing employees means people engaged on open-ended contracts of employment and executives engaged on standard executive contracts who were active in the last full pay period of June. FTE means full-time equivalent. Excluded are those on leave without pay or absent on secondment, external contractors/consultants, temporary staff employed by employment agencies and those who are not employees, but appointees to a statutory office as defined in the Public Administration Act 2004. Other classifications include two ministerial chauffeurs and four cadets.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 71 04

Executive Officer Reconciliation

Table 1 – Number of executive officers classified into “Ongoing” and “Special Projects” All Ongoing Special Projects Class No Var No Var No Var Secretary 1 0 1 0 0 0 EO-2 12 1 11 2 1 –1 EO-3 16 –2 16 0 0 –2 Total 29 –1 28 2 1 –3

Table 2 – Breakdown of executive officers into gender for “Ongoing” and “Special Projects” Ongoing SPECIAL PROJECTS Male Female Vacancies Male Female Vacancies Class No Var No Var No No Var No Var No Secretary 1 0 0 0 0 0 0 0 0 0 EO-2 3 –3 8 5 0 1 –1 0 0 0 EO-3 9 2 7 –2 0 0 –1 0 –1 0 Total 13 –1 15 3 0 1 –2 0 –1 0

Table 3 – Reconciliation of Executive Numbers 2007 2006 Executives with remuneration over $100,000 (Notes to Financial Statements No.29)) 23 29 Add Vacancies (table 2) 0 0 Executives employed with total remuneration below $100,000 14 0 Accountable Officer (Secretary) 1 1 Less Separations –9 0 Total executive numbers at June 29 30

Financial summary and future outlook The department’s financial summary for the last four years is provided in the following table. Specific financial details are included in the accompanying financial statements.

FINANCIAL SUMMARY (CONTROLLED) 2006–07 2005–06 2004–05 2003–04 $’000 $’000 $’000 $’000 Revenue from government 425,703 634,295 469,240 457,111 Other revenue 16,333 9,093 9,203 8,175 Total revenue 442,036 643,388 478,443 465,286 Net result from operating activities (13,692) (13,109) (4,538) (20,942) Net cash flow from operating activities 2,125 (4,525) 6,383 (36,142) Total assets 170,227 550,631 562,636 417,328 Total liabilities 52,835 114,688 87,728 35,365

Through 2006–07, the department maintained its strong focus on delivering The decrease of $201.4 million in total revenue for the department resulted from programs to meet the needs of particular people and places. A significant part of decreased revenue received from the government – primarily due to one-off this work involved developing policies and distributing grants to enable Victorian funding for the Melbourne 2006 Commonwealth Games received in 2005–06. communities to plan for the future, increase their social capital and build important community infrastructure. Total assets decreased by $380.3 million and total liabilities decreased by $61.9 million, largely as a result of machinery of government changes. These The department also contributed to the planning and delivery of the FINA World changes resulted in the transfer of the Public Record Office Victoria, Registry of Swimming Championships – a major international sporting event – and managed Births, Deaths and Marriages and the Commonwealth Games Village from the the distribution of sporting infrastructure as a legacy of both the Commonwealth department. Games and the FINA competition. Functions pertaining to Adult and Community Education, Citizen Engagement and A further area of significant departmental activity resulted from machinery Transformation and the Office for Disability were transferred in. of government changes and improvements in the systems and process of government following the Victorian election in November 2006. Summaries of revenue, payments for outputs and asset investment are shown in the tables. More detailed financial information on each of the department’s outputs These changes and other departmental achievements are detailed in the is provided in Note 2 to the financial statements. preceding sections of the Annual Report 2006–07.

The department’s operations are funded through revenue received from: • annual parliamentary appropriations for the delivery of outputs • a percentage of gaming machine revenue paid into the Community Support Fund.

For the financial year ending 30 June 2007, the department incurred an operating deficit of $13.7 million. The deficit was largely the result of timing differences between the receipt of revenues and payments from the Community Support Fund where revenues accumulated in previous years were paid out as grants in 2006–07. The Community Support Fund itself was not in deficit as a result.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 73 04 TOTAL REVENUE PAYMENTS ASSET INVESTMENT FOR OUTPUTS PROGRAM

TOTAL TOTAL REVENUE 2006–07 $M % REVENUE Revenue from government 425.7 96.4 Other revenue 16.3 3.6 TOTAL 442.0 100.0 TOTAL REVENUE PAYMENTS ASSET INVESTMENT FOR OUTPUTS PROGRAM

PAYMENTS PAYMENTS FOR $M % FOR OUTPUTS OUTPUTS 2006–07 Supporting Local Government and 259.8 57.0 Strengthening Communities Sport, Recreation and the 131.1 28.7 Commonwealth Games Advocating for People in 64.8 14.3 Communities TOTAL 455.7 100.0 TOTAL REVENUE PAYMENTS ASSET INVESTMENT FOR OUTPUTS PROGRAM

ASSET ASSET INVESTMENT PROGRAM 2006–07 $M % INVESTMENT Supporting Local Government and 1.2 8.3 PROGRAM Strengthening Communities Sport, Recreation and the 12.6 86.3 Commonwealth Games Advocating for People in 0.8 5.4 Communities Total 14.6 100.0

Future The Victorian Government has approved funding of $245 million over four years for the outlook delivery of outputs. This amount includes: • $76.0 million for the Better Pools and Community Sports Grants program • $61.2 million for Community Support Grants and Community Centres • $15.0 million for the Living Libraries initiative • $8.4 million for the Skilled Migration Strategy • $8.0 million for Ethnic Precincts development. OPERATING STATEMENT FOR THE FINANCIAL YEAR ENDED 30 JUNE 2007

Note 2007 2006 $’000 $’000 INCOME Output appropriations 3(a) 301,340 502,961 Special appropriations 3(a) 92,427 104,339 Special purpose grants 3(a) 31,936 26,996 Resources received free of charge or for nominal consideration 3(a) 557 1,096 Other revenue 3(b) 15,776 7,996 Total income 442,036 643,388

EXPENSES Grants and other payments 4(a) (325,495) (422,409) Employee benefits 4(b) (56,485) (66,926) Depreciation and amortisation 4(c) (4,907) (6,334) Resources provided free of charge or for nominal consideration (4,509) (723) Capital asset charge (5,040) (6,337) Supplies and services 4(d) (50,552) (133,725) Other expenses 4(e) (8,740) (20,043) Total expenses (455,728) (656,497)

Net result for the period (13,692) (13,109)

The above Operating Statement should be read in conjunction with the accompanying notes included on pages 79 to 127.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 75 04

BALANCE SHEET AS AT 30 JUNE 2007

Note 2007 2006 $’000 $’000 Current assets Cash and cash equivalents 21(a) 82,262 86,022 Receivables 6 45,257 56,824 Inventories 7 254 750 Intangible assets 11 – 30,000 Other 8 136 97 Non-current assets classified as held for sale 10 – 380 TOTAL CURRENT ASSETS 127,909 174,073 Non-current assets Receivables 6 1,635 1,330 Property, plant and equipment 9 34,720 316,874 Intangible assets 11 5,963 58,354 TOTAL non-CURRENT ASSETS 42,318 376,558 TOTAL ASSETS 170,227 550,631 CURRENT LIABILITIES Payables 12 36,187 43,087 Interest bearing liabilities 13 963 510 Provisions 14 12,439 13,057 Other 16 – 30,000 Total current liabilities 49,589 86,654 NON-CURRENT LIABILITIES Interest bearing liabilities 13 1,611 1,547 Provisions 14 1,635 1,330 Other 16 – 25,157 Total non-current liabilities 3,246 28,034 Total liabilities 52,835 114,688 NET ASSETS 117,392 435,943

EQUITY Contributed capital 22(b) 110,903 416,150 Reserves 22(a) 79,163 78,775 Accumulated deficit 22(c) (72,674) (58,982) Total equity 117,392 435,943 Contingent assets and contingent liabilities 19 Commitments for expenditure 18

The above Balance Sheet should be read in conjunction with the accompanying notes included on pages 79 to 127. STATEMENT OF RECOGNISED INCOME AND EXPENSE FOR THE FINANCIAL YEAR ENDED 30 JUNE 2007 NOTE 2007 2006 $’000 $’000 Gain on property revaluation 22(a) 388 1,313 NET INCOME RECOGNISED DIRECTLY IN EQUITY 388 1,313

Net result for the period (13,692) (13,109)

TOTAL RECOGNISED INCOME AND EXPENSE FOR THE PERIOD (13,304) (11,796) The above Statement of Recognised Income and Expense should be read in conjunction with the accompanying notes included on pages 79 to 127. CASH FLOW STATEMENT FOR THE FINANCIAL YEAR ENDED 30 JUNE 2007 Note 2007 2006 $’000 $’000 CASH FLOWS FROM OPERATING ACTIVITIES Receipts from government 434,275 626,308 Receipts from other entities 11,790 1,530 Interest received 4,156 4,777 Payments of grant and transfer payments (328,369) (422,409) Payments to suppliers and employees (114,548) (208,299) Capital asset charge (5,039) (6,337) Interest and other costs of finance paid (140) (95) NET CASH FLOWS FROM/(USED IN) OPERATING ACTIVITIES 21(c) 2,125 (4,525) CASH FLOWS FROM INVESTING ACTIVITIES Payments for investments (8) 7 Payments for property, plant and equipment (15,139) (76,110) Proceeds from sale of property, plant and equipment 52 – Payments for intangible assets (1,743) (16,293) NET CASH FLOWS FROM/(USED IN) INVESTING ACTIVITIES (16,838) (92,396) CASH FLOWS FROM FINANCING ACTIVITIES Proceeds from capital contributions by State Government 9,704 60,118 Proceeds/(repayment) of borrowings and advances 1,249 18,891 NET CASH FLOWS FROM/(USED IN) FINANCING ACTIVITIES 10,953 79,009

NET INCREASE/(DECREASE) IN CASH AND CASH EQUIVALENTS (3,760) (17,912) Cash and cash equivalents at the beginning of the financial year 86,022 103,934

Cash and cash equivalents at the end of the financial year 21(a) 82,262 86,022 The above Cash Flow Statement should be read in conjunction with the accompanying notes included on pages 79 to 127. Non-cash transactions are disclosed in Note 21(b). DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 77 04

CONTENTS Notes to the Financial Statements

NOTE PAGE 1 Summary of accounting policies 79 2 Departmental outputs 90 3 Income 93 4 Expenses 94 5 Restructuring of administrative arrangements 96 6 Receivables 100 7 Inventories 101 8 Other assets 101 9 Property, plant and equipment 102 10 Non-current assets classified as held for distribution to other entities 106 11 Intangible assets 107 12 Payables 108 13 Interest bearing liabilities 108 14 Provisions 109 15 Superannuation 110 16 Other asset and liability disclosures 111 17 Leases 112 18 Commitments for expenditure 113 19 Contingent assets and contingent liabilities 113 20 Financial instruments 114 21 Cash flow information 117 22 Movements in equity 119 23 Administered items 120 24 Summary of compliance with annual parliamentary and special appropriations 122 25 Ex gratia payments 123 26 Annotated receipts agreements 123 27 Trust account balances 124 28 Responsible persons 125 29 Remuneration of executives 126 30 Remuneration of auditors 127 NOTES TO THE FINANCIAL STATEMENTS FOR THE FINANCIAL YEAR ENDED 30 JUNE 2007 NOTE 1. SUMMARY OF ACCOUNTING POLICIES (A) STATEMENT OF COMPLIANCE

The financial report is a general purpose financial report which has been prepared on an accrual basis in accordance with the Financial Management Act 1994, applicable Australian Accounting Standards, in particular AAS 29 Financial Reporting by Government Departments, Interpretations and other mandatory professional requirements. Accounting Standards include Australian equivalents to International Financial Reporting Standards (AIFRS).

The financial report was authorised for issue by S. Gregory (Chief Finance and Accounting Officer – Department for Victorian Communities) on 31 August 2007. (B) BASIS OF PREPARATION

The financial report has been prepared on a historical cost basis, except for the revaluation of certain non-current assets and financial instruments. Cost is based on the fair values of the consideration given in exchange for assets.

In the application of AIFRS, management is required to make judgments, estimates and assumptions about carrying values of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and various other factors that are believed to be reasonable under the circumstance, the results of which form the basis of making the judgments. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period or in the period of the revision, and future periods if the revision affects both current and future periods.

Judgments made by management in the application of AIFRS that have significant effects on the financial statements and estimates with a risk of material adjustments in the next year are disclosed throughout the notes in the financial statements.

Accounting policies are selected and applied in a manner which ensures that the resulting financial information satisfies the concepts of relevance and reliability, thereby ensuring that the substance of the underlying transactions or other events is reported.

The accounting policies set out below have been applied in preparing the financial statements for the year ended 30 June 2007 and the comparative information presented for the year ended 30 June 2006. (C) REPORTING ENTITY

The Department for Victorian Communities is a Government Department of the State of Victoria. The department was created on 5 December 2002 under the Public Sector Management an Employment Act 1998.

The financial statements include all the controlled activities of the Department for Victorian Communities.

BODY CORPORATE NOTE In accordance with a determination made by the Minister for Finance under the Financial Management Act 1994, the annual reports and financial statements of the Department for Victorian Communities and the body corporate “Secretary to the Department for Victorian Communities”, as created under Section 25(a) of the Commonwealth Games Arrangements Amendment Act 2003 (CGAA), are consolidated. The Minister for the Commonwealth Games has specified, by order dated 1 April 2003, that this body corporate is responsible for the Games Village Remediation Project. All activities are reflected as controlled transactions.

ADMINISTERED RESOURCES The department administers but does not control certain resources on behalf of the Victorian Government. It is accountable for the transactions involving those administered resources, but does not have the discretion to deploy the resources for achievement of the department’s objectives. For these resources, the department acts only on behalf of the Victorian Government. Administered resources are accounted for using the accrual basis of accounting.

Transactions and balances relating to these administered resources are not recognised as departmental revenues, expenses, assets or liabilities within the body of the financial statements, but are disclosed in the applicable output schedules (refer Note 23 Administered Items). Except as otherwise disclosed, administered items are accounted for on the same basis and using the same accounting policies as for departmental items. DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 79 04

NOTE 1. SUMMARY OF ACCOUNTING POLICIES (CONTINUED)

OTHER TRUST ACTIVITIES ON BEHALF OF PARTIES EXTERNAL TO THE VICTORIAN GOVERNMENT The department has responsibility for transactions and balances relating to trust funds on behalf of third parties external to the Victorian Government. Revenues, other income, expenses, assets and liabilities managed on behalf of third parties are not recognised in these financial statements as they are managed on a fiduciary and custodial basis, and therefore not controlled by the department or the Victorian Government. These transactions and balances are reported in Note 27 Trust Account Balances. (D) OBJECTIVES AND FUNDING

The department’s objectives are:

· communities that shape their future – helping communities respond to new challenges by working together with government, community agencies and businesses · communities that encourage participation – creating opportunities for increased participation and volunteering in communities activities · communities that embrace diversity – supporting and advocating for Indigenous communities, young Victorians, women, and culturally and linguistically diverse communities · communities that gain lasting benefits from the Commonwealth Games – ensuring the Melbourne 2006 Commonwealth Games and major sporting events provide lasting economic, social and environmental benefits for all Victorians · government that is easier to work with – working with others across government to develop new approaches that make government more open, responsive and flexible.

The department is predominantly funded by accrual-based parliamentary appropriations for the provision of outputs. It provides on a fee-for-service basis various goods and services. The fees charged for these services are determined by prevailing market forces. (E) OUTPUTS OF THE DEPARTMENT

Information about the department’s output activities, and the expenses, income, assets and liabilities which are reliably attributable to those output activities, is set out in the output activities schedule (refer Note 2 Departmental Outputs). Information about expenses, income, assets and liabilities administered by the department are given in the schedule of administered expenses and revenues and the schedule of administered assets and liabilities (refer Note 23 Administered Items).

As a consequence of machinery-of-government changes announced in December 2006, output details reflect the actual period of responsibility for the Department for Victorian Communities, being for the period to 31 December 2006 for the old outputs and from 1 January 2007 to 30 June 2007 for the new output structure. Comparative amounts for the prior year have not been adjusted.

Details of assets and liabilities transferred into the Department for Victorian Communities and other information relating to machinery-of-government changes are reflected in Note 5 Restructuring of Administrative Arrangements. (F) EVENTS AFTER REPORTING DATE

Assets, liabilities, income or expenses arise from past transactions or other past events. Where the transactions result from an agreement between the department and other parties, the transactions are only recognised when the agreement is irrevocable at or before balance date. Adjustments are made to amounts recognised in the financial statements for events which occur after the reporting date and before the date the statements are authorised for issue, where those events provide information about conditions which existed at the reporting date. Note disclosure is made about events between the balance date and the date the statements are authorised for issue where the events relate to condition which arose after the reporting date and which may have a material impact on the results of subsequent years. NOTE 1. SUMMARY OF ACCOUNTING POLICIES (CONTINUED) (G) GOODS AND SERVICES TAX (GST)

Income, expenses and assets are recognised net of the amount of associated GST, unless the GST incurred is not recoverable from the taxation authority. In this case it is recognised as part of the cost of acquisition of the asset or as part of the expense.

Receivables and payables are stated inclusive of the amount of GST receivable or payable. The net amount of GST recoverable from, or payable to, the taxation authority is included with other receivables or payables in the Balance Sheet.

Cash flows are presented on a gross basis. The GST components of cash flows arising from investing or financing activities which are recoverable from, or payable to the taxation authority, are presented as operating cash flow. (H) INCOME RECOGNITION

All income received by the department is generally required to be paid into the Consolidated Fund.

Income becomes controlled and is recognised by the department when it is appropriated from the Consolidated Fund by the Victorian Parliament and applied to the purposes defined under the relevant appropriations Act. Additionally, the department is permitted under Section 29 of the Financial Management Act 1994 to have certain revenue annotated to the annual appropriation. The revenue which forms part of a Section 29 agreement is recognised by the department and the receipts paid into the Consolidated Fund as an administered item. At the point of revenue recognition, Section 29 provides for an equivalent amount to be added to the annual appropriation. Examples of receipts which can form part of a Section 29 agreement are Commonwealth specific purpose grants, Municipal council special purpose grants, the proceeds from the sale of assets and revenue from the sale of products and services.

OUTPUT APPROPRIATIONS Revenue from the outputs the department provides to government is recognised when those outputs have been delivered and the relevant Minister has certified delivery of those outputs in accordance with specified performance criteria.

Resources received free of charge or for nominal consideration Contributions of resources received free of charge or for nominal consideration are recognised at their fair value when the contributed asset qualifies for recognition, unless received from another government department or agency as a consequence of a restructuring of administrative arrangements. In which case, such transfer will be recognised at carrying value. Contributions in the form of services are only recognised when a fair value can be reliably determined and the services would have been purchased if not donated.

OTHER REVENUE Amounts disclosed as revenue are, where applicable, net of returns, allowances and duties and taxes. All amounts of revenue over which the department does not have control are disclosed as administered income in the schedule of administered income and expenses (refer Note 23 Administered Items).

Revenue is recognised for each of the department’s major activities as follows:

REVENUE FROM THE PROVISION OF SERVICES Revenue from the provision of services is recognised by reference to the stage of completion of the contract. The revenue is recognised when:

· the amount of the revenue, stage of completion and transaction costs incurred can be reliably measured · it is probable that the economic benefits associated with the transaction will flow to the entity or department.

The stage of completion is measured by reference to labour hours incurred to date as a percentage of estimated total labour hours for each contract.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 81 04

NOTE 1. SUMMARY OF ACCOUNTING POLICIES (CONTINUED)

REVENUE FROM SALE OF GOODS Revenue from the sale of goods is recognised by the department when:

· the significant risks and rewards of ownership of the goods have transferred to the buyer · the department retains neither continuing managerial involvement to the degree usually associated with ownership nor effective control over the goods sold · the amount of revenue can be reliably measured · it is probable that the economic benefits associated with the transaction will flow to the department · the costs incurred or to be incurred in respect of the transaction can be measured reliably.

INTEREST REVENUE Interest revenue is recognised on a time proportionate basis that takes into account the effective yield on the financial asset.

OTHER INCOME Other income consists of gains/losses on disposal of property, plant and equipment, disposal of investments and disposal of business. Any gain or loss on disposal is recognised at the date control of the asset is passed to the buyer and is determined after deducting from the proceeds the carrying value of the asset at that time.

ADMINISTERED INCOME

TAXES, FINES AND REGULATORY FEES Because the department does not gain control over assets arising from taxes, fines and regulatory fees, no income is recognised in the department’s financial statements.

The department collects these amounts on behalf of the Crown. Accordingly, the amounts are disclosed as income in the schedule of Administered Items (refer Note 23 Administered Items).

COMMONWEALTH GRANTS Grants payable by the Commonwealth Government are recognised as income when the department gains control of the underlying assets. Where such grants are payable into the Consolidated Fund, they are reported as administered income. For reciprocal grants, the department is deemed to have assumed control when the performance has occurred under the grant. For non-reciprocal grants, the department is deemed to have assumed control when the grant is received or receivable. Conditional grants may be reciprocal or non-reciprocal depending on the terms of the grant. Commonwealth grants are disclosed as income in the schedule of Administered Items (refer Note 23 Administered Items). (I) EXPENSES

GRANTS AND OTHER PAYMENTS Grants and other payments to third parties are recognised as an expense in the reporting period in which they are paid or payable. They include transactions such as grants, subsidies and other transfer payments.

EMPLOYEE BENEFITS Employee benefits expenses include all costs related to employment including wages and salaries, leave entitlements, redundancy payments and superannuation contributions. These are recognised when incurred, except for contributions in respect of defined benefit plans.

SUPERANNUATION

DEFINED BENEFIT PLANS The amount charged to the Operating Statement in respect of defined benefit superannuation plans represents the contributions made by the department to the superannuation plan in respect to the current services of current department staff. Superannuation contributions are made to the plans based on the relevant rules of each plan. The Department of Treasury and Finance centrally recognises the defined benefit liability or surplus of most Victorian government employees in such funds. NOTE 1. SUMMARY OF ACCOUNTING POLICIES (CONTINUED)

DEPRECIATION Depreciation is provided on property, plant and equipment, including freehold buildings but excluding land. Depreciation is generally calculated on a straight-line basis so as to write off the net cost or other revalued amount of each asset over its expected useful life to its estimated residual value. Leasehold improvements are depreciated over the period of the lease or estimated useful life, whichever is the shorter, using the straight-line method. The estimated useful lives, residual values and depreciation method are reviewed at the end of each annual reporting period.

AMORTISATION Intangible assets with finite useful lives are amortised on a systematic (typically straight-line) basis over the asset’s useful life. Amortisation begins when the asset is available for use, that is, when it is in the location and condition necessary for it to be capable of operating in the manner intended by management. The amortisation period and the amortisation method for an intangible asset with a finite useful life are reviewed at least at the end of each annual reporting period. In addition, an assessment is made at each reporting date to determine whether there are indicators that the intangible asset concerned is impaired. If so, the assets concerned are tested as to whether their carrying value exceeds their recoverable amount.

Intangible assets with indefinite useful lives are not amortised, but are tested for impairment annually or whenever there is an indication that the asset may be impaired. The useful lives of intangible assets that are not being amortised are reviewed each period to determine whether events and circumstances continue to support an indefinite useful life assessment for that asset.

RESOURCES PROVIDED FREE OF CHARGE OR FOR NOMINAL CONSIDERATION Resources provided free of charge or for nominal consideration are recognised at their fair value.

CAPITAL ASSET CHARGE The capital asset charge represents the opportunity cost of capital invested in the non-current physical assets used in the provision of outputs. The charge is calculated on the budgeted carrying amount of non-current physical assets.

FINANCE COSTS Finance costs are recognised as expenses in the period in which they are incurred and include:

· interest on bank overdrafts and short-term and long-term borrowings · amortisation of discounts or premiums relating to borrowings · amortisation of ancillary costs incurred in connection with the arrangement of borrowing · finance lease charges · the increase in financial liabilities and non-employee provisions due to the unwinding of discounts to reflect the passage of time.

IMPAIRMENT OF ASSETS Goodwill and intangible assets with indefinite useful lives (and intangible assets not yet available for use) are tested annually for impairment (i.e. as to whether their carrying value exceeds their recoverable amount, and so require write-downs) and whenever there is an indication that the asset may be impaired. All other assets are assessed annually for indications of impairment, except for:

· inventories (refer Note 1(j)) · financial assets (refer Note 1(j)) · non-current assets held for sale (refer Note 1(j)) · assets arising from construction contracts (refer Note 1(j)).

If there is an indication of impairment, the assets concerned are tested as to whether their carrying value exceeds their possible recoverable amount. Where an asset’s carrying value exceeds its recoverable amount, the difference is written off by a charge to the Operating Statement except to the extent that the write-down can be debited to an asset revaluation reserve amount applicable to that class of asset.

It is deemed that, in the event of the loss of an asset, the future economic benefits arising from the use of the asset will be replaced unless a specific decision to the contrary has been made. The recoverable amount for most assets is measured is measured at the higher of depreciated replacement cost and fair value less costs to sell. Recoverable amount for assets held primarily to generate net cash inflows is measured at the higher of the present value of future cash flows expected to be obtained from the asset and fair value less costs to sell.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 83 04

NOTE 1. SUMMARY OF ACCOUNTING POLICIES (CONTINUED)

SUPPLIES AND SERVICES Supplies and services generally represent cost of goods sold and the day-to-day running costs, including maintenance costs, incurred in the normal operations of the department. These items are recognised as an expense in the reporting period in which they are incurred. The carrying amount of any inventories held for distribution is expenses when distributed. (J) ASSETS

All non-current assets, including Crown land, controlled by the department are reported in the Balance Sheet.

CASH AND CASH EQUIVALENTS Cash and cash equivalents comprise cash on hand and cash at bank, deposits at call and highly liquid investments with an original maturity of three months or less, which are readily convertible to known amounts of cash and are subject to insignificant risk of changes in value.

RECEIVABLES Receivables consist predominantly of debtors in relation to goods and services, accrued investment income and GST input tax credits recoverable.

Receivables are recognised initially at fair value and subsequently measured at amortised cost, using the effective interest rate method, less any accumulated impairment.

A provision for doubtful receivables is made when there is objective evidence that the debts will not be collected. Bad debts are written-off when identified.

INVENTORIES Inventories include goods and other property held either for sale or for distribution at no or nominal cost in the ordinary course of business operations. It includes land held for sale and excludes depreciable assets.

Inventories held for distribution are measured at the lower of cost and current replacement cost. All other inventories, including land held for sale, are measured at the lower of cost and net realisable value.

Cost is assigned to land for sale (undeveloped, under development and developed) and to other high value, low volume inventory items on a specific identification of cost basis.

Cost for all other inventory is measured on the basis of weighted average cost.

Inventories acquired for no cost or nominal consideration are measured at current replacement cost at the date of acquisition.

OTHER FINANCIAL ASSETS Investments are recognised and derecognised on trade date where purchase or sale of an investment is under a contract whose terms require delivery of the investment within the timeframe established by the market concerned, and are initially measured at fair value, net of transaction costs.

The department classifies its other investments in the following categories: financial assets at fair value through profit or loss, loans and receivables, held-to-maturity investments, and available-for-sale financial assets. The classification depends on the purpose for which the investments were acquired. Management determines the classification of its investments at initial recognition.

FINANCIAL ASSETS AT FAIR VALUE THROUGH PROFIT OR LOSS Investments held for trading purposes are classified as current assets and are stated at fair value, with any resultant gain or loss recognised in profit or loss.

LOANS AND RECEIVABLES Trade receivables, loans and other receivables are recorded at amortised cost, using the effective interest method, less impairment.

The effective interest method is a method of calculating the amortised cost of a financial asset and of allocating interest income over the relevant period. The effective interest rate is the rate that exactly discounts estimated future cash receipts through the expected life of the financial asset, or, where appropriate, a shorter period. NOTE 1. SUMMARY OF ACCOUNTING POLICIES (CONTINUED)

HELD-TO-MATURITY INVESTMENTS Where the department has the positive intent and ability to hold investments to maturity, they are stated at amortised cost less impairment losses.

AVAILABLE-FOR-SALE FINANCIAL ASSETS Other investments held by the department are classified as being available-for-sale and are stated at fair value. Gains and losses arising from changes in fair value are recognised directly in equity until the investment is disposed of or is determined to be impaired, at which time the cumulative gain or loss previously recognised in equity is included in profit or loss for the period.

INTANGIBLE ASSETS Intangible assets represent identifiable non-monetary assets without physical substance.

Intangible assets are initially recognised at cost. Subsequently, intangible assets with finite useful lives are carried at cost less accumulated amortisation and accumulated impairment losses. Costs incurred subsequent to initial acquisition are capitalised when it is expected that additional future economic benefits will flow to the department.

Intangible assets are measured at cost less accumulated amortisation and impairment, and are amortised on a straight-line basis over their useful lives as follows:

Capitalised software development costs three to five years.

PROPERTY, PLANT AND EQUIPMENT Land and buildings are measured initially at cost, then subsequently at fair value.

Plant, equipment and vehicles are measured at cost less accumulated depreciation and impairment.

Assets such as national parks, land underlying state forests, and other Crown land are measured at fair value with regard to the property’s highest and best use after due consideration is made for any legal or constructive restrictions imposed on the asset, public announcements or commitments made in relation to the intended use of the asset. Theoretical opportunities that may be available in relation to the asset are not taken into account until it is virtually certain that the restrictions will no longer apply.

Cultural depreciated assets and collections, heritage assets and other non-current physical assets that the State intends to preserve because of their unique historical, cultural or environmental attributes are measured at the cost of replacing the asset less, where applicable, accumulated depreciation calculated on the basis of such cost to reflect the already consumed or expired future economic benefits of the asset.

Restrictive nature of cultural and heritage assets, Crown land and infrastructures During the reporting period, the department may hold cultural assets, heritage assets, Crown land and infrastructures.

Such assets are deemed worthy of preservation because of the social rather than financial benefits they provide to the community. The nature of these assets means that there are certain limitations and restrictions imposed on their use and/or disposal.

Revaluations of non-current physical assets Non-current physical assets measured at fair value are revalued in accordance with FRD 103B. This revaluation process normally occurs every five years, based upon the asset’s Government Purpose Classification. Revaluation increments or decrements arise from differences between carrying value and fair value.

Revaluation increments are credited directly to equity in the revaluation reserve, except that, to the extent that an increment reverses a revaluation decrement in respect of that class of asset previously recognised as an expense in the net result, the increment is recognised as income in determining the net result.

Revaluation decrements are recognised immediately as expenses in the net result, except that, to the extent that a credit balance exists in the revaluation reserve in respect of the same class of assets, they are debited to the revaluation reserve.

Revaluation increases and revaluation decreases relating to individual assets within an asset class are offset against one another within that class but are not offset in respect of assets in different classes.

Revaluation reserves are not normally transferred to accumulated surplus on de-recognition of the relevant asset.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 85 04

NOTE 1. SUMMARY OF ACCOUNTING POLICIES (CONTINUED)

Non-current assets classified as held for sale Non-current assets (and disposal group) classified as held for sale are measured at the lower of carrying amount and fair value less costs to sell, and are not subject to depreciation.

Non-current assets and disposal groups are classified as held for sale if their carrying amount will be recovered through a sale transaction rather than through continuing use. This condition is regarded as met only when the sale is highly probable and the asset’s sale (or disposal group sale) is expected to be completed within one year from the date of classification.

Non-current assets constructed by the department The cost of non-current assets constructed by the department includes the cost of all materials used in construction, direct labour on the project, and an appropriate proportion of variable and fixed overheads.

Leases Leases of property, plant and equipment are classified as finance leases whenever the terms of the lease transfer substantially all the risks and rewards of ownership to the lessee. All other leases are classified as operating leases.

Department as lessee Finance leases are recognised as assets and liabilities at amounts equal to the fair value of the lease property or, if lower, the present value of the minimum lease payment, each determined at the inception of the lease. The lease asset is depreciated over the shorter of the estimated useful life of the asset or the term of the lease. Minimum lease payments are allocated between the principal component of the lease liability, and the interest expense calculated using the interest rate implicit in the lease, and charged directly to the operating statement. Contingent rentals associated with finance leases are recognised as an expense in the period in which they are incurred.

Operating lease payments, including any contingent rentals, are recognised as an expense in the Operating Statement on a straight-line basis over the lease term, except where another systematic basis is more representative of the time pattern of the benefits derived from the use of the leased asset.

Lease incentives All incentives for the agreement of a new or renewed operating lease shall be recognised as an integral part of the net consideration agreed for the use of the leased asset, irrespective of the incentive’s nature or form or the timing of payments.

In the event that lease incentives are received to enter into operating leases, such incentives are recognised as a liability. The aggregate benefits of incentives are recognised as a reduction of rental expense on a straight-line basis, except where another systematic basis is more representative of the time pattern in which economic benefits from the leased asset are consumed.

The cost of leasehold improvements is capitalised as an asset and depreciated over the remaining term of the lease or the estimated useful life of the improvements, whichever is the shorter. NOTE 1. SUMMARY OF ACCOUNTING POLICIES (CONTINUED) (K) LIABILITIES

PAYABLES Payables consist predominantly of creditors and other sundry liabilities.

Payables are carried at amortised cost and represent liabilities for goods and services provided to the department prior to the end of financial year that are unpaid, and arise when the department becomes obliged to make future payments in respect of the purchase of these goods and services.

INTEREST BEARING LIABILITIES Interest bearing liabilities are recorded initially at fair value, net of transaction costs.

Subsequent to initial recognition, interest bearing liabilities are measured at amortised cost with any difference between the initial recognised amount and the redemption value being recognised in profit and loss over the period of the interest bearing liability using the effective interest rate method.

PROVISIONS Provisions are recognised when the department has a present obligation, the future sacrifice of economic benefits is probable, and the amount of the provision can be measured reliably.

The amount recognised as a provision is the best estimate of the consideration required to settle the present obligation at reporting date, taking into account the risks and uncertainties surrounding the obligation. Where a provision is measured using the cash flows estimated to settle the present obligation, its carrying amount is the present value of those cash flows.

When some or all of the economic benefits required to settle a provision are expected to be recognised from a third party, the receivable is recognised as an asset if it is virtually certain that recovery will be received and the amount of the receivable can be measured reliably.

EMPLOYEE BENEFITS (i) Wages and salaries, annual leave and sick leave

Liabilities for wages and salaries, including non-monetary benefits, annual leave and accumulating sick leave expected to be settled within 12 months of the reporting date are recognised in the provision for employee benefits in respect of employee services up to the reporting date, classified as current liabilities and measured at their nominal values.

Those liabilities that are not expected to be settled within 12 months are recognised in the provision for employee benefits as current liabilities, measured at present value of the amounts expected to be paid when the liabilities are settled using the remuneration rate expected to apply at the time of settlement.

(ii) Long service leave

Liability for long service leave (LSL) is recognised in the provision for employee benefits.

· Current liability – unconditional LSL (representing seven or more years of continuous service for VPS staff and 10 and more years of continuous service for executives) is disclosed as a current liability even where the department does not expect to settle the liability within 12 months because it will not have the unconditional right to defer the settlement of the entitlement should an employee take leave within 12 months.

The components of this current LSL liability are measured at:

· present value – component that the department does not expect to settle within 12 months · nominal value – component that the department expects to settle within 12 months. · Non-current liability – conditional LSL (representing less than seven years of continuous service for VPS staff and less than 10 years of continuous service for executives) is disclosed as a non-current liability. There is an unconditional right to defer the settlement of the entitlement until the employee has completed the requisite years of service.

This non-current LSL liability is measured at present value.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 87 04

NOTE 1. SUMMARY OF ACCOUNTING POLICIES (CONTINUED)

(iii) Employee benefits on-costs

Employee benefits on-costs (payroll tax, workers compensation, superannuation, annual leave and LSL accrued while on LSL taken in service) are recognised and included with LSL employee benefits.

(iv) Termination benefits

Termination benefits are payable when employment is terminated before the normal retirement date, or when an employee accepts a voluntary redundancy in exchange for these benefits. The department recognises termination benefits when it is demonstrably committed to either terminating the employment of current employees according to a detailed formal plan without possibility of withdrawal or providing termination benefits as a result of an offer made to encourage voluntary redundancy. Benefits falling due more than 12 months after balance sheet are discounted to present value.

Onerous contracts An onerous contract is considered to exist where the department has a contract under which the unavoidable cost of meeting the contractual obligations exceeds the economic benefits estimated to be received. Present obligations arising under onerous contracts are recognised as a provision to the extent that the present obligation exceeds the economic benefits estimated to be received. (L) COMMITMENTS

Commitments include those operating, capital and other outsourcing commitments arising from non-cancellable contractual or statutory sources and are disclosed at their nominal value. (M) CONTINGENT ASSETS AND CONTINGENT LIABILITIES

Contingent assets and contingent liabilities are not recognised in the Balance Sheet, but are disclosed by way of a note and, if quantifiable, are measured at nominal value. (N) EQUITY

CONTRIBUTIONS BY OWNERS For additions to net assets which have been designated as contributions by owners are recognised as contributed capital. Other transfers that are in the nature of contributions or distributions have also been designated as contributions by owners.

Transfers of net assets arising from administrative restructurings are treated as distributions to or contributions by owners. (O) CASH FLOW STATEMENT

For the purposes of the Cash Flow Statement, cash comprises cash on hand, cash at bank, bank overdrafts and deposits at call, and highly liquid investments with short periods to maturity that are readily convertible to cash on hand and are subject to an insignificant risk of changes in value. (P) FOREIGN CURRENCY

All foreign currency transactions during the financial year are brought to account using the exchange rate in effect at the date of the transaction. Foreign monetary items at reporting date are translated at the exchange rate existing at reporting date. Non-monetary assets carried at fair value that are denominated in foreign currencies are translated at the rates prevailing at the date when the fair value was determined.

Exchange differences are recognised in profit or loss in the period in which they arise. NOTE 1. SUMMARY OF ACCOUNTING POLICIES (CONTINUED) (Q) FUNCTIONAL AND PRESENTATION CURRENCY

The functional currency of the department is the Australian dollar, which has also been identified as the presentation currency of this department. (R) ROUNDING OF AMOUNTS

Amounts in the financial report have been rounded to the nearest thousand dollars, unless otherwise stated. (S) NEW ACCOUNTING STANDARDS AND INTERPRETATIONS

Certain new accounting standards and interpretations have been published that are not mandatory for 30 June 2007 reporting period. The Department of Treasury and Finance assesses the impact of these new standards and advises departments and other entities of their applicability and early adoption where applicable.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 89 04

NOTE 2. DEPARTMENTAL OUTPUTS A description of departmental outputs performed during the year ended 30 June 2007, and the objectives of these outputs, are summarised below. SUPPORTING LOCAL GOVERNMENT AND STRENGTHENING COMMUNITIES DESCRIPTION OF OUTPUTS These outputs ensure the system of local government is based on quality services to communities, collaborative partnerships, effective infrastructure and good governance through the principles of efficiency, effectiveness and accountability.

These outputs also seek to strengthen communities through supporting collaborative activities between the government, business and community groups to achieve common objectives, and by making information about government available to communities in an accessible and flexible way.

Strong local government and communities contribute to the key government outcomes of:

· a fairer society that reduces disadvantage and respects diversity · building friendly, confident and safe communities · greater public participation and more accountable government. SPORT, RECREATION AND THE COMMONWEALTH GAMES DESCRIPTION OF OUTPUTS These outputs seek to enhance community participation and engagement in sport and recreation activities through both the provision of opportunities for physical activity and the maximisation of benefits arising from hosting the Melbourne 2006 Commonwealth Games.

These outputs seek to provide support for the provision of volunteering opportunities in the sport and recreation sector, to support the development of elite sport participation in Victoria and to secure positive, lasting economic, social, and environmental legacies by capitalising on major sporting events.

The promotion of physical activity and community participation and engagement directly links to the key government outcomes of:

· a fairer society that reduces disadvantage and respects diversity · building friendly, confident and safe communities · sound financial management · protecting the environment for future generations. ADVOCATING FOR PEOPLE IN COMMUNITIES DESCRIPTION OF OUTPUTS These outputs involve advocating for people in communities through the development of policies and the provision of services that emphasise an integrated approach to government service provision. This involves specialist research, advice and information on employment opportunities and whole-of-government approaches to ensure effective economic, social, environmental and cultural outcomes for all Victorian communities.

Individual outputs directly link to the key government outcomes of:

· a fairer society that reduces disadvantage and respects diversity · building friendly, confident and safe communities · greater public participation and more accountable government. NOTE 2. DEPARTMENTAL OUTPUTS (CONTINUED) SCHEDULE A – CONTROLLED INCOME AND EXPENSES FOR THE YEAR ENDED 30 JUNE 2007

SUPPORTING LOCAL SPORT, RECREATION ADVOCATING DEPARTMENTAL GOVERNMENT AND AND THE FOR PEOPLE IN TOTAL STRENGTHENING COMMONWEALTH COMMUNITIES COMMUNITIES GAMES 2007 2006 2007 2006 2007 2006 2007 2006 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 INCOME Output appropriations 142,763 92,870 94,727 331,068 63,850 79,023 301,340 502,961 Special appropriations 92,427 90,951 – 13,366 – 22 92,427 104,339 Special purpose grants 2,267 193 28,592 25,663 1,077 1,140 31,936 26,996 Resources received free of charge or for nominal consideration 219 – 338 1,096 – – 557 1,096 Other revenue 10,823 4,646 4,218 2,176 735 1,174 15,776 7,996 TOTAL INCOME 248,499 188,660 127,875 373,369 65,662 81,359 442,036 643,388

EXPENSES Grants and other payments (167,517) (117,359) (131,547) (261,004) (26,431) (44,046) (325,495) (422,409) Employee benefits (30,273) (27,297) (7,965) (20,114) (18,247) (19,515) (56,485) (66,926) Depreciation and amortisation (3,745) (4,853) (573) (707) (589) (774) (4,907) (6,334) Resources provided free of charge or for nominal consideration (443) – (3,736) (723) (330) – (4,509) (723) Capital asset charge (2,761) (3,931) (2,044) (2,060) (235) (346) (5,040) (6,337) Supplies and services (18,791) (15,311) (11,185) (99,749) (20,576) (18,665) (50,552) (133,725) Other expenses (36,249) (37,444) 25,933 14,577 1,576 2,824 (8,740) (20,043) Total expenses (259,779) (206,195) (131,117) (369,780) (64,832) (80,522) (455,728) (656,497)

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 91 04

NOTE 2. DEPARTMENTAL OUTPUTS (CONTINUED) SCHEDULE B – ITEMS OF CONTROLLED INCOME AND EXPENSE RECOGNISED DIRECTLY IN EQUITY FOR THE YEAR ENDED 30 JUNE 2007

Supporting Local Sport, Recreation Advocating Departmental Government and and the for People in Total Strengthening Commonwealth Communities Communities Games 2007 2006 2007 2006 2007 2006 2007 2006 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 Gain on property revaluation – – 388 1,313 – – 388 1,313 TOTAL RECOGNISED FOR THE PERIOD – – 388 1,313 – – 388 1,313

SCHEDULE C – CONTROLLED ASSETS AND LIABILITIES AS AT 30 JUNE 2007

Supporting Local Sport, Recreation Advocating Departmental Government and and the for People in Total Strengthening Commonwealth Communities Communities Games 2007 2006 2007 2006 2007 2006 2007 2006 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 ASSETS Current assets 82,106 92,611 22,840 54,659 22,963 26,803 127,909 174,073 Non-current assets 9,753 245,097 24,684 123,702 7,881 7,759 42,318 376,558 TOTAL ASSETS 91,859 337,708 47,524 178,361 30,844 34,562 170,227 550,631

LIABILITIES Current liabilities (16,842) (13,739) (20,988) (61,090) (11,759) (11,825) (49,589) (86,654) Non-current liabilities (1,952) (1,205) (941) (25,756) (353) (1,073) (3,246) (28,034) TOTAL LIABILITIES (18,794) (14,944) (21,929) (86,846) (12,112) (12,898) (52,835) (114,688)

NOTE 3. INCOME

2007 2006 $’000 $’000 INCOME (A) REVENUE FROM GOVERNMENT Output appropriations: Output appropriations for continuing operations 301,340 502,961 Special appropriations: Special appropriations for continuing operations 92,427 104,339 Special purpose grants from continuing operations (1) 31,936 26,996 Resources received free of charge or for nominal consideration: Resources received free of charge or for nominal consideration from continuing operations 557 1,096 TOTAL REVENUE FROM GOVERNMENT 426,260 635,392 REVENUE FROM GOVERNMENT FROM CONTINUING OPERATIONS 426,260 635,392

(B) OTHER REVENUE Interest revenue: Interest on bank deposits 31 65 Income from investments 3,923 4,454 Other 11,822 3,477 TOTAL OTHER REVENUE 15,776 7,996 OTHER REVENUE FROM CONTINUING OPERATIONS 15,776 7,996

(1) The department has recognised as income, specific purpose grants that assist sporting organisations. The department had no conditional grants during the reporting period ended 30 June 2007.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 93 04

NOTE 4. EXPENSES

2007 2006 $’000 $’000 EXPENSES (A) GRANTS AND OTHER PAYMENTS Local Government and libraries City of Greater Dandenong (4,728) (6,617) City of Greater Geelong – (1,257) City of Maribyrnong (1,040) – Other local governments (76,432) (84,423) (82,200) (92,297) STATE GOVERNMENT DEPARTMENTS Department of Education (4,603) (6,336) Department of Human Services (4,996) (13,372) Department of Infrastructure (4,677) (21,209) Department of Innovation, Industry and Regional Development (1,705) (5,860) Department of Justice (19,512) (55,804) Department of Premier and Cabinet (9,054) (8,848) Other departments (2,243) (1,622) (46,790) (113,051) STATE STATUTORY AUTHORITIES AND AGENCIES 2007 World Swimming Championships (24,420) (8,537) Australian Grand Prix Corporation (40,326) (28,534) Melbourne 2006 Commonwealth Games – (77,529) Victorian Institute of Sport (5,700) (5,165) Other agencies (9,721) (10,995) (80,167) (130,760) EXTERNAL ORGANISATIONS, INDIVIDUALS AND OTHERS Melbourne Cricket Club (4,884) (14,491) Other non-government agencies (111,454) (71,810) (116,338) (86,301) TOTAL GRANTS AND OTHER PAYMENTS (325,495) (422,409)

(B) EMPLOYEE BENEFITS Salary and wages (43,984) (50,892) Recreational leave (3,735) (4,318) Long service leave (335) (1,887) Superannuation (4,243) (4,580) On-costs (4,188) (5,249) Total employee benefits (56,485) (66,926) NOTE 4. EXPENSES (CONTINUED)

2007 2006 $’000 $’000 (C) DEPRECIATION AND AMORTISATION Depreciation of non-current assets (2,936) (4,079) Amortisation of non-current assets (1,971) (2,255) Total depreciation and amortisation (4,907) (6,334)

(D) SUPPLIES AND SERVICES Office and accommodation (8,837) (9,139) Contract and professional expenses (26,242) (105,407) Equipment and maintenance hire (1,089) (1,183) General (7,052) (11,450) Shared services (7,332) (6,546) TOTAL SUPPLIES AND SERVICES (50,552) (133,725)

(E) OTHER EXPENSES Inventory: Cost of goods sold (745) (878) Operating lease rental expenses: Minimum lease payments (4,407) (4,159) Other (3,588) (15,006) Total other expenses (8,740) (20,043)

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 95 04

NOTE 5. RESTRUCTURING OF ADMINISTRATIVE ARRANGEMENTS

In December 2006, the government issued an administrative order restructuring certain of its activities via machinery-of-government changes. This machinery-of- government restructure has affected the Department for Victorian Communities. The department assumed the function of Transformation activities from the Department of Premier and Cabinet and the functions of Community Development and VicOnline from the Department of Infrastructure. These functions have been combined to form the Citizen Access and Transformation division in the Department for Victorian Communities.

The Department of Premier and Cabinet and the Department of Infrastructure have recognised income and expenses amounting to $2.391 million and $2.391 million respectively during the reporting period in respect of the Transformation, Community Development and VicOnline functions. The total income and expenses recognised by the Department of Premier and Cabinet, the Department of Infrastructure and the Department for Victorian Communities in respect of these functions for the year ended 30 June 2007 are $5.936 million and $5.265 million respectively.

Net assets assumed by the department as a result of the assumption of these outputs are recognised in the Balance Sheet at the carrying amount of those assets in the Department of Premier and Cabinet and the Department of Infrastructure’s Balance Sheets immediately prior to the transfer.

As a result of the administrative order restructuring certain government activities, the Registry of Births, Deaths and Marriages and the Public Record Office Victoria were transferred from the Department for Victorian Communities to the Department of Justice and the Department of Premier and Cabinet respectively.

The net assets transferred from the department as a result of relinquishing these outputs were transferred at the carrying amount of those assets in the department’s Balance Sheets immediately prior to the transfer.

In respect of the activities assumed, the following assets and liabilities were recognised at the date of transfer:

2007 $’000 ASSETS Receivables from government 272 Plant and equipment 52 Intellectual property 685

LIABILITIES Finance lease liability (31) Employee benefits (323) NET ASSETS RECOGNISED AT THE DATE OF TRANSFER 655 NOTE 5. RESTRUCTURING OF ADMINISTRATIVE ARRANGEMENTS (CONTINUED)

In respect of the activities relinquished of the following assets and liabilities were transferred:

2007 $’000 ASSETS Stock on hand (482) Debtors and receivables (1,212) Other current assets (156) Land and buildings (45,491) Leasehold improvements (1,012) Plant and equipment (7,297) Cultural assets - archive collection (178,460) Intellectual property (4,922)

LIABILITIES Employee benefits 2,103 Other 79

Net assets transferred (236,850) Net capital contribution by the Crown (236,195)

In addition, the department assumed the function of the Adult and Community Further Education activities from the Department of Education. The Department of Education has recognised income and expenses amounting to $23.202 million and $23.934 million respectively during the reporting period in respect of the Adult and Community Further Education activities. The total income and expenses recognised by the Department of Education and the Department for Victorian Communities in respect of this output for the year ended 30 June 2007 is $48.553 million and $50.290 million respectively. Net assets assumed by the department as a result of the assumption of these outputs are recognised in the Balance Sheet at the carrying amount of those assets in the Department of Education’s Balance Sheet immediately prior to the transfer. The net assets transfer was treated as a Resource Provided Free of Charge in compliance with the accounting requirements of Urgent Issues Group Interpretation 1038 Contributions by Owners Made to Wholly-Owned Public Sector Entities and Financial Reporting Direction 2A Contributions by Owners (refer Note 1(j)). A net expense has been recognised by the department in respect of the net assets transferred from the Department of Education. In respect of the activities assumed, the following assets and liabilities were recognised at the date of transfer:

2007 $’000 ASSETS Receivables from government 335 Plant and equipment 189

LIABILITIES Finance lease liability (191) Employee benefits (663)

Net assets recognised at the date of transfer (330)

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 97 04

NOTE 5. RESTRUCTURING OF ADMINISTRATIVE ARRANGEMENTS (CONTINUED) In October 2006, the government issued an administrative order to transfer the 2006 Commonwealth Games Village Project to the Major Projects Division of the Department of Infrastructure.

The net assets transferred by the department as a result of relinquishing the 2006 Commonwealth Games Village Project were transferred at the carrying amount of those assets in the department’s Balance Sheet immediately prior to the transfer.

The net assets transfer was treated as a contribution of capital by the Crown in compliance with the accounting requirements of Urgent Issues Group Interpretation 1038 Contributions by Owners Made to Wholly-Owned Public Sector Entities and Financial Reporting Direction 2A Contributions by Owners (refer Note 1(j)). No income or expense has been recognised by the department in respect of the net assets transferred to the Department of Infrastructure.

In respect of the activities relinquished, the following assets and liabilities were transferred:

2007 $’000 ASSETS Deferred expenditure (78,155) Social housing (22,949) Social housing demountables (1,336) Environmental initiatives (7,229) Land (18,252)

LIABILITIES Section 37 Treasurer’s Advance 56,956 Net assets transferred (70,965) Net capital contribution by the Crown (70,965)

In September 2006, the Office of Disabilities was transferred from the Department of Human Services under an Administrative Arrangements Order. This restructure has affected the Department for Victorian Communities.

The Department of Human Services has recognised income and expenses amounting to $2.109 million and $2.109 million respectively during the reporting period in respect of the Office of Disability output. The total income and expenses recognised by the Department of Human Services and the Department for Victorian Communities in respect of this output for the year ended 30 June 2007 are $5.245 million and $5.274 million respectively.

Net assets assumed by the department as a result of the assumption of these outputs are recognised in the Balance Sheet immediately at the carrying amount of those assets in the transferor’s (Department of Human Services) Balance Sheet immediately prior to the transfer.

The net assets transfer was treated as a contribution of capital by the Crown in compliance with the accounting requirements of Urgent Issues Group Interpretation 1038 Contributions by Owners Made to Wholly-Owned Public Sector Entities and Financial Reporting Direction 2A Contributions by Owners (refer Note 1(j)). No income has been recognised by the department in respect of the net assets transferred from the Department of Human Services.

NOTE 5. RESTRUCTURING OF ADMINISTRATIVE ARRANGEMENTS (CONTINUED) In respect of the activities assumed, the following assets and liabilities were recognised at the date of transfer:

2007 $’000 ASSETS Receivables from government 116

LIABILITIES Employee benefits (116) Net assets recognised at the date of transfer –

In summary, the net activities assumed and relinquished are:

2007 $’000 NET ACTIVITIES ASSUMED AND RELINQUISHED (307,490) RECOGNISED AS FOLLOWS: Net capital contribution from the Crown (306,865) Resource provided free of charge (625) (307,490)

2006

The functions of Neighbourhood Houses transferred from the Department of Human Services on 1 July 2005. Therefore, no income or expenses have been recognised by the Department of Human Services during the reporting period in respect of this change in outputs.

Net assets assumed by the department as a result of the assumption of these outputs are recognised in the Balance Sheet immediately at the carrying amount of those assets in the transferor’s (Department of Human Services) Balance Sheet immediately prior to the transfer.

The net assets transfer was treated as a resource provided free of charge in compliance with the accounting requirements of Urgent Issues Group Interpretation 1038 Contributions by Owners Made to Wholly-Owned Public Sector Entities and Financial Reporting Direction 2A Contributions by Owners (refer Note 1(j)).

In respect of the activities assumed, the following assets and liabilities were recognised:

2006 $’000 LIABILITIES Employee benefits 47 NET ACTIVITIES ASSUMED AND RELINQUISHED 47 RECOGNISED AS FOLLOWS: Resource provided free of charge 47 47

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 99 04

NOTE 6. RECEIVABLES

2007 2006 $’000 $’000 Current receivables Amounts owing from Victorian Government (1) 34,113 40,796 Other receivables (2) 2,268 2,257 Provision for doubtful debts (2) (52) (212) GST input tax credit recoverable 8,819 13,672 Other debtors 109 311 Total current receivables 45,257 56,824

Non-current receivables Amounts owing from Victorian Government (1) 1,635 1,330 TOTAL NON-CURRENT RECEIVABLES 1,635 1,330

TOTAL RECEIVABLES 46,892 58,154

Notes: (1) The amounts recognised from Victorian Government represent funding for all commitments incurred through the appropriations and are drawn from the Consolidated Fund as the commitments fall due.

(2) The average credit period on sales of goods is 30 days. No interest is charged on other receivables for the first 30 days from the date of invoice. Thereafter, interest is charged at two per cent on the outstanding balance. A provision has been made for estimated irrecoverable amounts from the sale of goods, determined by reference to past default experience. The movement in the allowance, of $159,093.40 was recognised in the operating result for the current financial year. NOTE 7. INVENTORIES

2007 2006 $’000 $’000 SUPPLIES AND CONSUMABLES At cost 3 450

PUBLICATIONS HELD FOR SALE At cost 251 300

TOTAL INVENTORIES 254 750

NOTE 8. Other assets

2007 2006 $’000 $’000 Current other assets Prepayments 136 97 Total current other assets 136 97

Total other assets 136 97

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 101 04

NOTE 9. PROPERTY, PLANT AND EQUIPMENT

Classification by “Purpose Group” – Carrying amounts

Classification by Purpose Group (1)

Public Administration Total

2007 2006 2007 2006 $’000 $’000 $’000 $’000 Sub-classification by nature (1) Land at fair value 4,310 38,752 4,310 38,752

Buildings At cost 11 10 11 10 At fair value (valuation 2007) 15,008 – 15,008 – At fair value (valuation 2006) – 34,226 – 34,226 Less accumulated depreciation (5) (805) (5) (805) Buildings and structures – construction in progress 7,290 41,708 7,290 41,708

Leasehold improvements Leasehold improvements – at cost 7,983 9,145 7,983 9,145 Less accumulated depreciation (3,809) (3,079) (3,809) (3,079)

Plant and equipment At cost 6,147 21,377 6,147 21,377 Less accumulated depreciation (2,221) (10,848) (2,221) (10,848)

Net carrying amount of PROPERTY, PLANT AND EQUIPMENT 34,714 130,486 34,714 130,486

Note: (1) Property, plant and equipment are classified primarily by the “purpose” for which the assets are used, according to one of the five “Purpose Groups” based upon Government Purpose Classifications (GPC). All assets within a “Purpose Group” are further sub-categorised according to the asset’s “nature” (e.g. buildings, plant and equipment, etc.), with each sub-category being classified as a separate class of asset for financial reporting purposes. NOTE 9. PROPERTY, PLANT AND EQUIPMENT (continued) Classification by Public Administration Purpose Group – Movements in carrying amount

CROWN/ BUILDINGS BUILDINGS – LEASEHOLD PLANT AND RESTRICTIVE TOTAL FREEHOLD CONSTRUCTION IMPROVEMENTS EQUIPMENT ASSETS (1) LAND IN PROGRESS 2007 $’000 $’000 $’000 $’000 $’000 $’000 $’000 Opening balance 38,752 40,436 41,708 6,066 10,529 179,383 316,874

Additions – 3,742 3,251 – 1,737 – 8,730 Disposals –– – (97) – – (97) Retirements and writedowns – – (1,946) – (64) (2) (2,012) Transfer of assets held for resale –– – – (18) – (18) Assets held for distribution to other entities –– – – – – – Transfers for capitalisation – – (3,742) – – – (3,742) Net additions/(reductions) through restructuring (34,752) (28,712) (31,981) (824) (6,823) (178,460) (281,552) Net resources received/(provided) free of charge –– – – – – – Net revaluation increments/ 310 78 – – – – 388 (decrements) Depreciation expense – (530) – (971) (1,435) (915) (3,851)

Closing balance 4,310 15,014 7,290 4,174 3,926 6 34,720

Note: (1) The department holds heritage assets, which cannot be modified or disposed of unless there is ministerial approval.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 103 04

NOTE 9. PROPERTY, PLANT AND EQUIPMENT (continued) Classification by “Public Administration” Purpose Group – Movements in carrying amounts

CROWN/ BUILDINGS BUILDINGS – LEASEHOLD PLANT AND RESTRICTIVE TOTAL FREEHOLD CONSTRUCTION IMPROVEMENTS EQUIPMENT ASSETS (1) LAND IN PROGRESS 2006 $’000 $’000 $’000 $’000 $’000 $’000 $’000 Opening balance 38,112 35,989 71,723 8,007 7,558 181,088 342,477

Additions – 4,646 47,369 – 4,988 125 57,128 Disposals – – – (1,012) – – (1,012) Retirement – – – (681) – – (681) Assets held for distribution to other entities – – (10,785) – (780) – (11,565) Reclassification of accumulated depreciation – – – (111) 182 – 71 Net resources received/(provided) free of charge – – (66,599) 871 780 – (64,948) Net revaluation increments/ (decrements) 640 673 – – – – 1,313 Depreciation expense – (872) – (1,008) (2,199) (1,830) (5,909)

CLOSING BALANCE 38,752 40,436 41,708 6,066 10,529 179,383 316,874

Note: (1) The department holds heritage assets, which cannot be modified or disposed of unless there is ministerial approval. NOTE 9. PROPERTY, PLANT AND EQUIPMENT (continued)

The following useful lives of assets are used in the calculation of depreciation:

Buildings 40 years Leasehold improvements 2 to 10 years Plant and equipment 5 to 15 years Leased plant and equipment 5 to 15 years

2007 2006 $’000 $’000 Aggregate depreciation allocated, recognised as an expense during the year:

Buildings 530 872 Leasehold improvements 971 1,008 Plant and equipment 1,435 2,199 Depreciation expense 2,936 4,079

Heritage assets 915 1,830 Amortisation expense 915 1,830

Total depreciation and amortisation expense (1) 3,851 5,909

Note: (1) Excludes amortisation expense relating to intangible assets.

Restricted assets The department holds $915,000 worth of properties listed as heritage assets. These heritage assets cannot be modified or disposed of without formal ministerial approval.

Freehold land and buildings carried at fair value An independent valuation of the department’s land and buildings was performed by Savills (VIC) Pty Limited to determine the fair value of the land and buildings. The valuation, which conforms to Australian Valuation Standards, was determined by reference to the amounts for which assets could be exchanged between knowledgeable willing parties in an arm’s length transaction. The valuation was based on independent assessments. The effective date of the valuation is 30 June 2007.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 105 04

NOTE 10. NON-CURRENT ASSETS CLASSIFIED AS HELD FOR DISTRIBUTION TO OTHER ENTITIES

2007 2006 $’000 $’000 Non-current assets Plant and equipment (1) – 380

TOTAL NON-CURRENT ASSETS CLASSIFIED AS HELD FOR DISTRIBUTION TO OTHER ENTITIES – 380

Note: (1) In 2006–07, assets held for distribution included surplus sporting equipment used in the 2006 Commonwealth Games. This equipment was distributed to Victorian sporting associations during the 2006–07 financial year. NOTE 11. INTANGIBLE ASSETS

CAPITALISED SOFTWARE CONSTRUCTION IN TOTAL DEVELOPMENT PROGRESS SOFTWARE 2007 2006 2007 2006 2007 2006 $’000 $’000 $’000 $’000 $’000 $’000 Gross carrying amount Opening balance 5,904 975 3,881 4,346 9,785 5,321 Additions – 4,929 2,535 – 2,535 4,929 Transfer for capitalisation – – – (465) – (465) Net transfers in/(out) upon restructures (2,470) – (615) – (3,085) – Closing balance 3,434 5,904 5,801 3,881 9,235 9,785

Accumulated amortisation Opening balance (1,301) (876) – – (1,301) (876) Amortisation expense (1) (1,971) (425) – – (1,971) (425) Closing balance (3,272) (1,301) – – (3,272) (1,301)

Net book value at the end of the financial year 162 4,603 5,801 3,881 5,963 8,484

Note: (1) Amortisation expense is included in the line item “depreciation and amortisation expense” in the Operating Statement.

Significant intangible assets

2007 2006 $’000 $’000 Contributions to the 2006 Commonwealth Games Village Opening balance 79,870 64,558 Additions 6,697 22,138 Expensed value representing use of the 2006 Commonwealth Games Village – (3,862) Revaluation write-down in the value of the 2006 Commonwealth Games Village (8,413) (2,964) Transfer of 2006 Commonwealth Games Village contributions to Department of Infrastructure (78,154) –

Closing balance – 79,870

Note: The Victorian Government contributed cash and land towards the 2006 Commonwealth Games Village site at Parkville, Melbourne. These contributions were expensed as a cost of the Games in the 2005–06 financial year and as the properties were sold at the Athlete’s Village site. During 2006–07, responsibility for the Commonwealth Games Village was transferred to the Major Projects Victoria division of the Department of Infrastructure.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 107 04

NOTE 12. PAYABLES

2007 2006 $’000 $’000 CURRENT PAYABLES Creditors (1) 15,369 3,233 Other payables 20,818 39,854

Total payables 36,187 43,087

Note: (1) The average credit period is 30 days. No interest is charged on the other payables for the first 30 days from the date of the invoice. Thereafter, interest is charged at two per cent per annum on the outstanding balance. NOTE 13. INTEREST BEARING LIABILITIES

2007 2006 $’000 $’000 Current Secured: Finance lease liabilities (1) 963 510 Total current interest bearing liabilities 963 510

Non-current Secured: Finance lease liabilities (1) 1,611 1,547 TOTAL NON-CURRENT INTEREST BEARING LIABILITIES 1,611 1,547

TOTAL INTEREST BEARING LIABILITIES 2,574 2,057

Note: (1) Secured by the assets leased. NOTE 14. PROVISIONS

2007 2006 $’000 $’000 Current Employee benefits (refer Note 14(a)) 12,439 13,057 Total current provisions 12,439 13,057

Non-current Employee benefits (refer Note 14(a)) 1,635 1,330 Total non-current provisions 1,635 1,330

Total provisions 14,074 14,387

(a) Employee benefits Current employee benefits Annual leave entitlements 3,943 4,259 Unconditional long service leave entitlements 8,496 8,798 12,439 13,057

Current employee benefits that: Are expected to be utilised within 12 months after the end of the reporting period 3,943 4,259 Are expected to be utilised more than 12 months after the end of the reporting period 8,496 8,798 12,439 13,057

Non-current Conditional long service leave entitlements 1,635 1,330 1,635 1,330

Total employee benefits 14,074 14,387

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 109 04

NOTE 15. SUPERANNUATION

Employees of the department are entitled to receive superannuation benefits and the department contributes to both defined benefit and defined contribution plans. The defined benefit plans provides benefits based on years of service and final average salary.

The department does not recognise any defined benefit liability in respect of the plans because the entity has no legal or constructive obligation to pay future benefits relating to its employees; its only obligation is to pay superannuation contributions as they fall due. The Department of Treasury and Finance recognises and discloses the State’s defined benefit liabilities in its financial report.

However, superannuation contributions for the reporting period are included as part of employee benefits in the Operating Statement of the department.

The name and details of the major employee superannuation funds and contributions made by the department are as follows:

FUND CONTRIBUTION FOR CONTRIBUTION OUTSTANDING THE YEAR AT YEAR END 2007 2006 2007 2006 $’000 $’000 $’000 $’000 Defined benefits superannuation plans State Superannuation Scheme – revised and new 905,956 825,910 – – Victorian Superannuation Fund – VicSuper scheme 2,582,498 3,307,114 – – Other 754,867 446,788 – –

Total 4,243,321 4,579,812 – –

The bases for contributions are determined by the various schemes.

All employees of the department are entitled to benefits on retirement, disability or death from the Government Employees’ Superannuation Fund. This fund provides defined lump-sum benefits based on years of service and final average salary.

The above amounts were measured as at 30 June of each year, or in the case of employer contributions they relate to the years ended 30 June. NOTE 16. OTHER ASSET AND LIABILITY DISCLOSURES

2007 2006 $’000 $’000 Current assets Section 37 advance from Public Account (1) 1,250 – 1,250 –

AGGREGATE CARRYING AMOUNT OF CURRENT ASSETS Current 1,250 – 1,250 –

Note: (1) The department provided a non-interest bearing temporary advance from the Public Account under Section 37 of the Financial Management Act 1994 to fund the contributions of cash paid during 2006–07 towards the 2007 FINA World Swimming Championships in Melbourne.

2007 2006 $’000 $’000 Current liabilities Section 37 advance from Public Account (2) 1,250 30,000 1,250 30,000

Non-current liabilities Section 37 advance from Public Account (2) – 25,157 – 25,157

Aggregate carrying amount of current and non-current liabilities Current 1,250 30,000 Non-current – 25,157 1,250 55,157

Note: (2)0The department received a non-interest bearing temporary advance from the Public Account under Section 37 of the Financial Management Act 1994 to assist in 0 funding the Melbourne FINA 2007 World Swimming Championships. In 2006, an advance was received to fund contributions towards the 2006 Commonwealth Games 0 Village site at Parkville, Melbourne.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 111 04

NOTE 17. LEASES

Disclosures for lessees – finance leases

Leasing arrangements Finance leases relate to equipment with lease terms of five years. The department has options to purchase the equipment for a nominal amount at the conclusion of the lease agreements.

MINIMUM FUTURE LEASE PRESENT VALUE OF MINIMUM PAYMENTS(1) FUTURE LEASE PAYMENTS 2007 2006 2007 2006 $’000 $’000 $’000 $’000 Finance lease liabilities payable Not longer than one year 963 625 963 510 Longer than one year and not longer than five years 1,611 1,647 1,611 1,547 Longer than five years – – – – MINIMUM FUTURE LEASE PAYMENTS (1) 2,574 2,272 2,574 2,057

Less future finance charges (102) (215) – – Present value of minimum lease payments 2,472 2,057 2,574 2,057

Included in the financial statements as: Current interest bearing liabilities (refer Note 13) 963 510 Non-current interest bearing liabilities (refer Note 13) 1,611 1,547

2,574 2,057

Note: (1) Minimum future lease payments include the aggregate of all lease payments and any guaranteed residual.

Disclosures for lessees – operating LEASES

Leasing arrangEMENTS Operating leases relate to warehouse facilities with lease terms of between three to seven years, with an option to extend for a further three years. All operating lease contracts contain market review clauses in the event that the department exercises its option to renew. The department does not have an option to purchase the leased asset at the expiry of the lease period.

2007 2006 $’000 $’000 Non-cancellable operating leases payable Not longer than one year 3,467 4,054 Longer than one year and not longer than five years 17,355 20,505 Longer than five years – –

20,822 24,559

NOTE 18. COMMITMENTS FOR EXPENDITURE

2007 2006 $’000 $’000 (a) Other expenditure commitments Other commitments include agreements entered into for the provision of financial, information technology and human resource services to the department, various construction contracts and financial assistance to community and sporting organisations.

Payable: Not longer than one year 68,714 82,637 Longer than one year and not longer than five years 64,399 65,426 Longer than five years – –

TOTAL OTHER EXPENDITURE COMMITMENTS 133,113 148,063

(b) Lease COMMITMENTS

Finance lease liabilities and non-cancellable operating lease commitments are disclosed in Note 17. NOTE 19. CONTINGENT ASSETS AND CONTINGENT LIABILITIES

2007 2006 $’000 $’000 Contingent assets At 30 June 2007, the department had no contingent assets. – –

Contingent liabilities At 30 June 2007, the department had an unquantifiable contingent liability(1) – – Compensation claims (2) – 2,100

– 2,100

Notes: (1) As at 30 June 2007, the department had one legal claim against it for an alleged breach of contract relating to the 2006 Commonwealth Games. At the time of preparing this report, the claim was unquantifiable.

(2) As at 30 June 2006, the department had one legal claim relating to services provided. The department has denied liability and is defending the claim. It is not possible to estimate the amount of any eventual payment that may be required in relation to this claim.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 113 04

Note 20. Financial instruments

(a) Financial risk management objectives The department’s activities expose it primarily to the financial risks of changes in foreign currency exchange rates and interest rates. The department does not enter into derivative financial instruments to manage its exposure to interest rate and foreign currency risk.

The department does not enter into or trade financial instruments, including derivative financial instruments, for speculative purposes. The use of financial derivatives is governed by the department’s policies approved by the board of directors, which provide written principles on the use of financial derivatives.

The policies for managing these risks are discussed in more detail below.

(b) Significant accounting policies Details of the significant accounting policies and methods adopted, including the criteria for recognition, the basis of measurement and the basis on which income and expenses are recognised, in respect of each class of financial asset, financial liability and equity instrument are disclosed in Note 1 to the financial statements.

(c) Significant terms and conditions Such disclosures have been provided in the respective notes.

(d) Interest rate risk Department’s exposure to interest rate risk

Maturity dates WEIGHTED VARIABLE LESS 1–2 2–3 3–4 NON- TOTAL AVERAGE INTEREST THAN YEARS YEARS YEARS INTEREST EFFECTIVE RATE 1 YEAR BEARING INTEREST RATE 2007 % $’000 $’000 $’000 $’000 $’000 $’000 $’000 Financial assets Cash and cash equivalents 6.28 4,366 45,485 – – – 32,462 82,313 Trade and other receivables – – – – – – 45,956 45,956 Public account advance – Section 37 – – – – – – 1,250 1,250 TOTAL FINANCIAL ASSETS – 4,366 45,485 – – – 79,668 129,519

Financial liabilities Advances from government – – – – – – 7,590 7,590 Other payables – – – – – – 28,597 28,597 Finance lease liabilities – – 963 1,148 463 – – 2,574 TOTAL FINANCIAL LIABILITIES – – 963 1,148 463 – 36,187 38,761 NOTE 20. FINANCIAL INSTRUMENTS (CONTINUED)

MATURITY DATES WEIGHTED VARIABLE LESS 1–2 2–3 3–4 NON- TOTAL AVERAGE INTEREST THAN YEARS YEARS YEARS INTEREST EFFECTIVE RATE 1 YEAR BEARING INTEREST RATE 2006 % $’000 $’000 $’000 $’000 $’000 $’000 $’000 Financial assets Cash and cash equivalents 5.64 1,497 55,000 – – – 29,525 86,022 Trade and other receivables – – – – – – 58,154 58,154 TOTAL FINANCIAL ASSETS – 1,497 55,000 – – – 87,679 144,176

Financial liabilities Advances from government – – – – – – 60,054 60,054 Other payables – – – – – – 43,087 43,087 Finance lease liabilities – – 510 784 763 – – 2,057 TOTAL FINANCIAL LIABILITIES – – 510 784 763 – 103,141 105,198

(e) Credit risk Credit risk refers to the risk that a counterparty will default on its contractual obligations resulting in financial loss to the department. The department has adopted a policy of only dealing with creditworthy counterparties and obtaining sufficient collateral where appropriate, as a means of mitigating the risk of financial loss from defaults. The department measures credit risk on a fair value basis.

The department does not have any significant credit risk exposure to any single counterparty or any group of counterparties having similar characteristics. The credit risk on liquid funds and derivative financial instruments is limited because the counterparties are banks with high credit ratings assigned by international credit-rating agencies.

(f) Fair value Management considers that the carrying amount of financial assets and financial liabilities recorded in the financial statements approximates their fair values. The fair values and net fair values of financial assets and financial liabilities are determined as follows:

· the fair value of financial assets and financial liabilities with standard terms and conditions and traded on active liquid markets are determined with reference to quoted market prices · the fair value of other financial assets and financial liabilities are determined in accordance with generally accepted pricing models based on discounted cash flow analysis

Except as detailed in the following table, the department considers that the carrying amount of financial assets and financial liabilities recorded in the financial statements approximates their fair values.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 115 04

NOTE 20. FINANCIAL INSTRUMENTS (CONTINUED) The following table details the fair value of financial assets and financial liabilities:

Carrying amount Fair value 2007 2006 2007 2006 $’000 $’000 $’000 $’000 Financial assets Deposits 82,262 86,022 82,262 86,022 Receivables 46,892 58,154 46,892 58,154 Non-traded financial assets 129,154 144,176 129,154 144,176

Financial liabilities Trade and other creditors (28,597) (43,087) (28,597) (43,087) Advance from Public Account (7,590) (60,054) (7,590) (60,054) Lease liabilities (2,574) (2,057) (2,574) (2,057) Non-traded financial liabilities (38,761) (105,198) (38,761) (105,198)

NOTE 21. CASH FLOW INFORMATION

2007 2006 $’000 $’000 (a) Reconciliation of cash and cash equivalents

For the purpose of the Cash Flow Statement, cash includes cash on hand and in banks and investments in money market instruments, net of outstanding bank overdrafts. Cash at the end of the financial year as shown on the Cash Flow Statement is reconciled to the related items in the Balance Sheet as follows:

Total cash and cash equivalents disclosed in the Balance Sheet (1) 82,262 86,022 Balance as per Cash Flow Statement 82,262 86,022

Note: (1) Due to the State of Victoria’s investment policy and government funding arrangements, government departments generally do not hold a large cash reserve in their bank accounts. Cash received by a department from the generation of revenue is generally paid into the State’s bank account, known as the Public Account. Similarly, any departmental expenditure, including those in the form of cheques drawn by the department for the payment for the goods and services to its suppliers and creditors are made via the Public Account. The process is such that, the Public Account would remit to the department the cash required for the amount drawn on the cheques. This remittance by the Public Account occurs upon the presentation of the cheques by the department’s suppliers or creditors.

The above funding arrangements often result in departments having notional shortfall in the cash at bank required for payment of unpresented cheques at the reporting date.

At 30 June 2007, cash at bank includes the amount of a notional shortfall for the payment of unpresented cheques of $1,694,531 (2006: $3,590,372).

(b) Non-cash financing and investing activities

Restructuring of administrative arrangEMENTS During the reporting period the department restructured administrative arrangements. This restructure resulted in the department relinquishing net assets of $306,865,933 (2006: assumed net assets of $47,000). Details with respect to the restructuring of administrative arrangements are set out in Note 5 Restructuring of Administrative Arrangements. This restructuring is not reflected in the Cash Flow Statement.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 117 04

NOTE 21. CASH FLOW INFORMATION (CONTINUED)

2007 2006 $’000 $’000 (c) Reconciliation of net result for the period to net cash flows from operating activities

Net result for the period (13,692) (13,109) Non-cash movements Asset write-off expense 2,043 2,964 Depreciation and amortisation of non-current assets 4,907 6,334 Increase/(decrease) in doubtful debts (160) 198 Net (gain)/loss on sale/disposal of non-current assets (637) – Resources provided free of charge or for nominal consideration 3,033 (374)

Movements in assets and liabilities Increase/(decrease) in employee benefits 716 1,931 (Increase)/decrease in other operating assets 875 (446) Increase/(decrease) in payables and accruals (6,341) 9,083 (Increase)/decrease in prepayments (40) 457 (Increase)/decrease in receivables 11,421 (11,563)

Net cash flows from/(used in) operating activities 2,125 (4,525)

NOTE 22. MOVEMENTS IN EQUITY

2007 2006 $’000 $’000 (A) RESERVES ASSET REVALUATIONS 79,163 78,775 79,163 78,775

Asset revaluation reserve (1) Balance at beginning of financial year 78,775 77,462 Revaluation increment of freehold land and buildings during the year 388 1,313 Balance at end of financial year 79,163 78,775

Note: (1) The asset revaluation reserve arises on the revaluation of land and buildings.

(b) Contributions by OWNERS

Balance at beginning of financial year 416,150 443,319 Capital contributions during the year by Victorian State Government (refer Note 24) 9,704 60,118 Net capital contributed upon restructure (refer Note 5) (306,865) – Other assets contributed by the Victorian State Government 871 Capital contributions paid to Victorian State Government (10,936) (10,787) Net capital contributions to portfolio entities 2,868 (77,371) Return of capital to the State of Victoria (18) – Balance at end of financial year 110,903 416,150

(c) Accumulated DEFICIT

Balance at beginning of financial year (58,982) (45,873) Net result (13,692) (13,109) Balance at end of financial year (72,674) (58,982)

Total equity at the end of the financial year 117,392 435,943

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 119 04

NOTE 23. ADMINISTERED ITEMS

In addition to the specific departmental operations which are included in the Operating Statement, Balance Sheet and Cash Flow Statement, the department administers or manages activities on behalf of the State. The transactions relating to these State activities are reported as administered items in this note. Administered transactions give rise to income, expenses, assets and liabilities and are determined on an accrual basis. Administered income includes taxes, fees and fines and the proceeds from the sale of administered surplus land and buildings. Administered assets include government incomes earned but yet to be collected. Administered liabilities include government expenses incurred, but yet to be paid.

SUPPORTING LOCAL SPORT, RECREATION ADVOCATING DEPARTMENTAL GOVERNMENT AND AND THE FOR PEOPLE IN TOTAL STRENGTHENING COMMONWEALTH COMMUNITIES COMMUNITIES GAMES 2007 2006 2007 2006 2007 2006 2007 2006 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 Administered income Appropriations – payments made on behalf of the State – 16,893 417 398 – – 417 17,291 Special appropriations – – – 72,900 – – – 72,900 Commonwealth grants 395,086 380,956 – 388 – – 395,086 381,344 Fees – – – – – – – – Other income 7,941 11,907 10,300 161 (30) 8 18,211 12,076 Total administered income 403,027 409,756 10,717 73,847 (30) 8 413,714 483,611

Administered expenses Payments into the Consolidated Fund – – – – – – – – Payments to local government 395,086 397,849 – – – – 395,086 397,849 Other grants and transfer payments – – 408 423 – – 408 423 Other expenses from ordinary activities 8,002 11,877 6,576 77,124 (5) 2 14,573 89,003 Total administered expenses 403,088 409,726 6,984 77,547 (5) 2 410,067 487,275

Administered assets Receivables 104 199 7 2,487 16 – 127 2,686 Cash in trust and investments (7) (7) 63 4 (6) (7) 50 (10) Other assets 9 – 3 4,935 7 – 19 4,935 Total administered assets 106 192 73 7,426 17 (7) 196 7,611

Administered liabilities Creditors and accruals 26 32 (26) 294 – – – 326 Deposits repayable – (19) – (6) – (18) – (43) Unearned revenue – 13 – – – – – 13 Total administered liabilities 26 26 (26) 288 – (18) – 296

Note: General revenue assistance provided to Victorian councils in the form of general-purpose grants and local road grants. The funds are provided by the Commonwealth Government and allocated by the Victorian Grants Commission. NOTE 23. ADMINISTERED ITEMS (CONTINUED)

Payments to local government 2007 2006 $’000 $’000 Baw Baw Shire Council 6,146 6,031 Brimbank City Council 10,111 10,016 Campaspe Shire Council 8,005 7,801 Cardinia Shire Council 6,252 6,106 Casey City Council 12,492 12,352 City of Ballarat 8,481 8,159 City of Greater Bendigo 11,098 10,677 City of Greater Dandenong 7,687 7,622 City of Greater Geelong 15,591 15,425 City of Whittlesea 7,220 7,390 Darebin City Council 5,055 5,694 East Gippsland Shire Council 11,162 10,764 Frankston City Council 7,009 7,269 Glenelg Shire Council 5,251 5,242 Greater Shepparton City Council 7,861 7,671 Hume City Council 8,096 7,742 Knox City Council 6,515 6,956 Latrobe City Council 8,505 8,228 Loddon Shire Council 5,313 5,234 Melton Shire Council 6,620 6,201 Mildura Rural City Council 8,980 8,511 Moira Shire Council 6,410 6,268 Moreland City Council 5,522 6,184 Mornington Peninsula Shire Council 5,793 6,333 Moyne Shire Council 5,322 5,297 Shire of Yarra Ranges 10,561 10,682 South Gippsland Shire Council 6,093 5,937 Southern Grampians Shire Council 5,083 5,138 Wellington Shire Council 8,703 8,725 Whitehorse City Council – 4,868 Wyndham City Council 8,174 7,562 Other payments to local government 159,975 159,764 395,086 397,849

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 121 04

NOTE 24. SUMMARY OF COMPLIANCE WITH ANNUAL PARLIAMENTARY AND SPECIAL APPROPRIATIONS

(A) SUMMARY OF COMPLIANCE WITH ANNUAL PARLIAMENTARY APPROPRIATIONS

The following table discloses the details of the various parliamentary appropriations received by the department for the year. In accordance with accrual output-based management procedures ‘Provision for outputs’ and ‘Additions to net assets’ are disclosed as ‘controlled’ activities of the department. Administered transactions are those that are undertaken on behalf of the State over which the department has no control or discretion.

As at 30 June 2007 As at 30 June 2006 (comparatives)

Appropriation Act Financial Management Act 1994 ANNUAL ADVANCE SECTION SECTION SECTION SECTION TOTAL APPROPRIATIONS VARIANCE APPROPRIATION FROM 29 30 32 35 PARLIAMENTARY APPLIED TREASURER ADVANCES AUTHORITY Controlled Provision for outputs 286,687 (1) 7,888 432 2,582 59,799 – 357,388 301,340 56,048 (3) 564,716 7,041 5,222 (30,786) 21,496 – 567,683 502,961 64,722

Additions to net assets 55,158 (2) – – (2,600) 23,932 – 76,490 9,704 66,786 (4) 23,905 – – 30,786 27,737 1,622 84,050 60,118 23,932

Administered Payments made on behalf of the State 400 – – 18 – – 418 418 – 17,995 – – – – – 17,995 17,291 704

Total 342,245 7,888 432 – 83,731 – 434,296 311,462 122,834 606,616 7,041 5,222 – 49,233 1,622 669,728 580,370 89,358

Note: (1) This amount includes $306.7m from the annual appropriation act less the net amount transferred as part of machinery-of-government changes. (2) This amount includes $55.5m from the annual appropriation act less the net amount transferred as part of machinery-of-government changes. (3) This variance is largely due to savings associated with the Commonwealth Games and the rephasing of appropriations allocated to the National Ice Sports Stadium project. (4) This variance is largely due to the rephasing of the Rectangular Sports Stadium funding due to a refocusing of the project. NOTE 24. SUMMARY OF COMPLIANCE WITH ANNUAL PARLIAMENTARY AND SPECIAL APPROPRIATIONS (CONTINUED)

(B) SUMMARY OF COMPLIANCE WITH SPECIAL APPROPRIATIONS

AUTHORITY PURPOSE APPROPRIATIONS APPLIED 2007 2006 $’000 $’000 Section 138 of the Gaming Machine Control Act 1991 Contribution to the Community Support Fund 92,427 90,951 Section 10 of the Financial Management Act 1994 Contribution to the 2006 Commonwealth Games – 12,900 Section 10 of the Financial Management Act 1994 Australian Sports Commission funding for Indigenous Sports program – 466 Section 14 of the Discharged Servicemen’s Preference Act 1943 Contribution to the Discharged Servicemen’s Employment Board – 22

92,427 104,339 NOTE 25. EX GRATIA PAYMENTS

2007 2006 $’000 $’000 The department has made the following ex gratia payments:

Ex Gratia payments 223 5

NOTE 26. ANNOTATED RECEIPTS AGREEMENTS

The following is a listing of Section 29 Annotated Receipts Agreements approved by the Treasurer.

ACTUAL 2007 2006 $’000 $’000 User charges, or sales of goods and services

Births, Deaths and Marriages (product sales, certificate/registration fees) 373 4,811 Public Record Office Victoria (product sales) 59 411

Total annotated receipts agreements 432 5,222

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 123 04

NOTE 27. TRUST ACCOUNT BALANCES

(A) TRUST ACCOUNT BALANCES RELATING TO TRUST ACCOUNTS CONTROLLED AND/OR ADMINISTERED BY THE DEPARTMENT

2007 2006 $’000 $’000 Cash and cash equivalents and investments

Controlled trusts Bookshop Working Account 316 807 Community Support Trust Fund 50,951 66,217 Regional Infrastructure Development Fund – 7 State Development Special Projects Trust Account 32,268 22,598 Victorian Veterans Fund 485 –

Total controlled trusts 84,020 89,629

Administered trusts Public Service Commuters Club Trust Fund (28) (28) SRV Anzac Day Proceeds Trust Fund 66 6

Total administered trusts 38 (22)

(B) TRUST ACCOUNTS OPENED BY THE DEPARTMENT DURING 2007

VICTORIAN VETERANS FUND The purpose of the Victorian Veterans Fund is to provide for the education of Victorians about our State’s involvement in Australia’s war and service history, to honour the service of veterans, to assist the education of veterans’ dependants and other initiatives agreed by the Minister for Veterans’ Affairs. NOTE 28. RESPONSIBLE PERSONS

In accordance with the Ministerial Directions issued by the Minister for Finance under the Financial Management Act 1994, the following disclosures are made regarding responsible persons for the reporting period.

NAMES The persons who held the positions of Ministers and Accountable Officer in the department are as follows:

Premier of Victoria, Minister for Multicultural Affairs and Minister for Veterans’ Affairs The Hon Steve Bracks, MP 1 July 2006 to 30 June 2007

Minister for Victorian Communities The Hon Peter Batchelor, MP 1 December 2006 to 30 June 2007 Minister for Victorian Communities The Hon John Thwaites, MP 1 July 2006 to 24 November 2006

Minister for Community Services and Minister for Aboriginal Affairs The Hon Gavin Jennings, MLC 1 July 2006 to 30 June 2007

Minister for Skills, Education Services and Employment and The Hon Jacinta Allan, MP 1 December 2006 to 30 June 2007 Minister for Women’s Affairs Minister for Employment and Youth Affairs The Hon Jacinta Allan, MP 1 July 2006 to 24 November 2006 Minister for Women’s Affairs The Hon Mary Delahunty, MP 1 July 2006 to 24 November 2006

Minister Assisting the Premier on Multicultural Affairs The Hon Daniel Andrews, MP 1 December 2006 to 30 June 2007 Minister Assisting the Premier on Multicultural Affairs The Hon John Pandazopoulos, MP 1 July 2006 to 24 November 2006

Minister for Local Government The Hon Richard Wynne, MP 1 December 2006 to 30 June 2007 Minister for Local Government The Hon Candy Broad, MLC 1 July 2006 to 24 November 2006

Minister for Aged Care The Hon Lisa Neville, MP 1 December 2006 to 30 June 2007

Minister for Sport, Recreation and Youth Affairs The Hon James Merlino, MP 1 December 2006 to 30 June 2007 Minister for Sport, Recreation and Minister for Commonwealth Games The Hon Justin Madden, MLC 1 July 2006 to 24 November 2006

Secretary Mr Yehudi Blacher 1 July 2006 to 30 June 2007

REMUNERATION Remuneration received or receivable by the Accountable Officer in connection with the management of the department during the reporting period was in the range:

Accountable Officer: $330,000 to $339,999 (2006: $310,000 to $319,999)

Amounts relating to ministers are reported in the financial statements of the Department of Premier and Cabinet.

Other TRANSACTIONS Other related transactions and loans requiring disclosure under the directions of the Minister for Finance have been considered and there are no matters to report.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 125 04

NOTE 29. REMUNERATION OF EXECUTIVES

The numbers of executive officers, other than Ministers and the Accountable Officer and their total remuneration during the reporting period are shown in the fourth and fifth columns in the table below in their relevant income bands. The base remuneration of executive officers is shown in the second and third columns. Base remuneration is exclusive of bonus payments, long service leave payments, redundancy payments and retirement benefits.

INCOME BAND Base remuneration Total remuneration No in 2007 No in 2006 No in 2007 No in 2006 Less than $ 100,000 7 - 7 - $ 100,000 – 109,999 1 - 1 - $ 110,000 – 119,999 - - - - $ 120,000 – 129,999 1 3 - 3 $ 130,000 – 139,999 3 6 4 5 $ 140,000 – 149,999 2 6 1 - $ 150,000 – 159,999 4 3 2 6 $ 160,000 – 169,999 2 1 4 2 $ 170,000 – 179,999 - 1 - 2 $ 180,000 – 189,999 2 1 1 2 $ 190,000 – 199,999 1 3 2 2 $ 200,000 – 209,999 2 1 1 1 $ 210,000 – 219,999 - 1 1 2 $ 220,000 – 229,999 2 2 1 - $ 230,000 – 239,999 1 1 - 2 $ 240,000 – 249,999 - - 1 - $ 250,000 – 259,999 - - 1 2 $ 260,000 – 269,999 - - 1 - TOTAL NUMBERS 28 29 28 29

TOTAL AMOUNT ($’000)(1) 3,842 4,722 4,055 5,052

(1) Excludes Accountable Officer (Secretary) and includes one executive transferred under machinery-of-government changes and paid from 24 June 2007. Note 30. Remuneration of auditors

2007 2006 $’000 $’000 Victorian Auditor–General’s Office Audit or review of the financial report Paid at 30 June 218 39 Payable at 30 June 66 51

284 90

ACCOUNTABLE OFFICER’S AND CHIEF FINANCE AND ACCOUNTING OFFICER’S DECLARATION

We certify that the attached financial statements for the Department for Victorian Communities have been prepared in accordance with Standing Direction 4.2 of the Financial Management Act 1994, applicable Financial Reporting Directions, Australian Accounting Standards and other mandatory professional reporting requirements.

We further state that, in our opinion, the information set out in the Operating Statement, Balance Sheet, Statement of Recognised Income and Expense, Cash Flow Statement and notes to and forming part of the financial statements, presents fairly the financial transactions during the year ended 30 June 2007 and financial position of the Department as at 30 June 2007.

We are not aware of any circumstances which would render any particulars included in the financial statements to be misleading or inaccurate.

Stephen Gregory Yehudi Blacher Chief Finance and Accounting Officer Secretary

Melbourne Melbourne 31 August 2007 31 August 2007

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 127

04

Budget Portfolio Outcomes Operating Statement for the financial year ended 30 June 2007

NOTE ACTUAL BUDGET VARIATION 2006–07 2006–07 % $’000 $’000 Revenue from ordinary activities Output appropriations 301,340 312,600 (3.6) Special appropriations 1 92,427 106,600 (13.1) Special purpose grants 2 31,936 – >100.0 Other revenue and revenue from other parties 2 16,333 4,300 >100.0 TOTAL REVENUE 442,036 423,400 4.4

EXPENSES FROM ORDINARY ACTIVITIES Employee benefits (56,485) (58,300) 3.2 Depreciation and amortisation 3 (4,907) (8,400) 41.6 Resources provided free of charge or for nominal consideration 4 (4,509) – >(100.0) Grants and other payments 5 (325,495) (268,100) (21.4) Capital asset charge 3 (5,040) (6,500) 22.5 Supplies and services 6 (50,552) (79,700) 36.6 Other expenses from ordinary activities 7 (8,740) – >(100.0) TOTAL EXPENSES (455,728) (420,900) (8.3) RESULT FROM ORDINARY ACTIVITIES 8 (13,692) 2,500 >(100.0) NET RESULT FOR THE PERIOD 8 (13,692) 2,500 >(100.0) Gain on property revaluation 388 – >100.0 Total recognised income and expense for the period 8 (13,304) 2,500 >(100.0)

The following notes provide an explanation of the major items that contributed to the variation between the 2006–07 Actual and 2006–07 Budget. 1. Reflects lower than expected receipts received in the Community Support Fund. 2. Largely due to Major Events and other non-recurrent project funding received post Budget coupled with machinery-of-government changes. 3. Due to machinery-of-government changes which transferred assets relating to the Public Record Office Victoria. 4. In the main due to pools and related equipment provided to local councils after the 2007 FINA World Swimming Championships. 5. Largely due to resources provided through Commonwealth Games Legacy projects which were approved post Budget. 6. Due to the under-spend of Commonwealth Games carryover funding. 7. Reflects the reclassification of expenditure from ‘Supplies and services’. 8. The deficit is largely due to the result of timing differences between the receipt of revenues and payments from the Community Support Fund (CSF). The CSF itself was not in deficit as a result.

Balance Sheet as at 30 June 2007

NOTE ACTUAL BUDGET VARIATION 2006–07 2006–07 % $’000 $’000 Current assets Cash assets 1 82,262 54,900 49.8 Other financial assets 1 – 37,900 >(100.0) Receivables 45,257 46,200 (2.1) Inventories 254 700 (63.8) Prepayments – 600 >(100.0) Other 2 136 6,000 (97.7) TOTAL CURRENT ASSETS 127,909 146,200 (12.6) NON-CURRENT ASSETS Receivables 2 1,635 – >100.0 Property, plant and equipment 2 34,720 359,300 (90.4) Intangible assets 2 5,963 4,400 35.5 Other 2 – 51,100 >(100.0) TOTAL NON-CURRENT ASSETS 42,318 414,800 (89.8) TOTAL ASSETS 170,227 561,000 (69.7) CURRENT LIABILITIES Payables 2 36,187 61,800 41.5 Interest bearing liabilities 963 100 >(100.0) Provisions 3 12,439 5,300 >(100.0) Other – 800 >100.0 TOTAL CURRENT LIABILITIES 49,589 67,900 27.0 NON-CURRENT LIABILITIES Interest bearing liabilities 1,611 600 >(100.0) Provisions 3 1,635 8,100 >79.9 TOTAL NON-CURRENT LIABILITIES 3,246 8,700 62.7 TOTAL LIABILITIES 52,835 76,600 31.1 NET ASSETS 117,392 484,400 (75.8)

EQUITY Contributed equity 110,903 463,400 (76.1) Reserves 79,163 78,700 – Accumulated (deficit) (72,674) (57,700) (26.0) TOTAL EQUITY 117,392 484,400 (75.8) 1. Reflects reclassification between cash assets and other financial assets. 2. Variances are largely due to machinery-of-government changes, particularly the transfer of the Commonwealth Games Village and Public Record Office Victoria. 3. Reclassification of ‘Provisions’ between current and non-current liabilities.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 131 04

Cash Flow Statement for the financial year ended 30 June 2007

NOTE ACTUAL BUDGET VARIATION 2006–07 2006–07 % $’000 $’000 CASH FLOWS FROM OPERATING ACTIVITIES Receipts from government 1 434,275 419,300 3.6 Receipts from other entities 1 11,791 – >100.0 Payments to suppliers and employees 2 (114,548) (370,300) 69.1 Interest received 4,156 4,300 (3.3) Payments of grants and transfer payments 2 (328,370) – >(100.0) Capital asset charge (5,039) (6,500) 22.5 Interest and other costs of finance paid (140) – >(100.0) NET CASH OUTFLOW FROM/(USED IN) OPERATING ACTIVITIES 3 2,125 46,800 95.5 CASH FLOWS FROM INVESTING ACTIVITIES Payments for property, plant and equipment 4 (15,139) (10,200) >(48.5) Payments for intangible assets 5 (1,743) – >(100.0) Payments for investments (8) – >(100.0) Proceeds from sale of property, plant and equipment 52 – 100.0 (Repayments of) loans by other entities 6 – 11,100 >(100.0) NET CASH FLOWS FROM/(USED IN) INVESTING ACTIVITIES (16,838) 900 >(100.0) Cash flows from financing activities Proceeds from capital contribution by State Government 3 9,705 (33,900) >100.0 Proceeds/(repayment) of borrowings and advances 1,248 – >100.0 Net cash flows from/(used in) financing activities 10,953 (33,900) >100.0 Net increase/(decrease) in cash and cash equivalents (3,760) 13,800 >(100.0) Cash and cash equivalents held at the beginning of the financial year 6 86,022 41,100 >100.0 Cash and cash equivalents held at the end of the financial year 82,262 54,900 49.8

The following notes provide an explanation of the major items that contributed to the variation between the 2006–07 Actual and 2006–07 Budget. 1. Due to reclassification of ‘Receipts from other entities’ from ‘Receipts from Government’. 2. Reflects the reclassification of grants to a separate cash flow disclosure line. 3. Due to the transfer of the Commonwealth Games Village to the Department of Infrastructure. 4. Reflects additional project expenditure approved post Budget. 5. Reflects the reclassification of ‘Payments for intangible assets’ from ‘Payments for property, plant and equipment’. 6. Variances are largely due to the reclassification of some non-cash assets to cash assets. Administered items statement for the year ended 30 June 2007

NOTE ACTUAL BUDGET VARIATION 2006–07 2006–07 % $’000 $’000 ADMINISTERED REVENUE Appropriations – payments made on behalf of the State 417 400 (4.4) Sale of goods and services 1 – 6,100 100.0 Commonwealth grants 395,086 394,200 (0.2) Fees 1 – 7,800 100.0 Other revenue and revenue from other parties 1 18,211 31,800 42.7 Total 413,714 440,300 6.0 ADMINISTERED EXPENSES Grants and other payments (395,494) (394,600) (0.2) Other expenses from ordinary activities 1 (14,574) (45,700) 68.1 Total (410,067) (440,300) 6.87 Revenue less expenses 3,647 – >100.0 ADMINISTERED ASSETS Receivables 127 300 (57.9) Other assets 69 – >100.0 Total 196 300 (35.0) ADMINISTERED LIABILITIES Other – 100 >100.0 Total – 100 >100.0

The variation between the 2006–07 Actual and 2006–07 Budget reflects lower activity due to transfer of relevant functions stemming from machinery-of-government changes.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 133 04

Appendix 1: Audit Committee membership and role

The DVC Audit Committee operates as an independent and professionally expert body to assist the secretary and senior managers fulfil their stewardship, leadership and control responsibilities in the following areas: – Provide assurance to the secretary that the requirements of relevant parliamentary statutes, regulations, directions and frameworks are complied with – Oversee a program of audits that systematically and regularly ensure that risks are adequately managed and appropriate controls are in place – Facilitate the strengthening of the department’s governance performance by being proactive in offering advice and recommendations to improve systems, operations and risk management.

During 2006–07, the committee met five times. Its membership comprised of: – Peter Doughty, Independent Chair – Terry Healy, Deputy Secretary, People and Community Advocacy Division – Louise Hill, Executive Director, Corporate and Organisational Development Division – Tom Martin (Independent Member) – Jeff Rosewarne (Independent Member) – Arden Joseph, Director, Community Sport and Recreation, Sport and Recreation Division – John Watson, Director, Governance and Legislation Branch, Local Government, Employment and Adult Education Division Appendix 2: Risk management

The department’s Risk Management Strategy details the organisation’s commitment to formally managing risk at a strategic and operational level and aims to embed a risk aware culture throughout the organisation. It details a strategic framework for risk management accountability, methodology, activities and reporting. The department’s Strategic Internal Audit Plan continues to be aligned to the Risk Management Strategy, enabling a more strategic and integrated approach to managing risk throughout the organisation.

The implementation of the strategy was progressed during 2006–07 through: – Revising the Risk Management Strategy – Revising the Strategic Risk Register – Aligning risk with the business planning and reporting processes Appendix 3: Freedom of information Freedom of Information Act 1982 Victoria’s Freedom of Information Act 1982 (FOI Act) gives members of the public the right to apply for access to documents held by ministers, Victorian Government departments, local councils, public hospitals, statutory authorities and most semi-government agencies.

The FOI Act allows people to apply for access to all documents held by an agency. Documents include, but are not limited to: paper and electronic documents, maps, tapes and graphs.

The two main categories of information normally requested under the FOI Act include individuals asking for their personal documents and documents relating to the activities of government.

The FOI Act outlines general categories of information that are exempt. This includes information relating to the personal affairs of third parties, information provided in confidence, information that if released might endanger the lives or physical safely of individuals, cabinet documents, commercial-in-confidence information and internal working documents, the release of which would be contrary to the public interest.

Decisions are made under the FOI Act by the secretary of the department, or in line with arrangements made by the secretary as required under sections 26 and 51 of the FOI Act.

Applicants are to be notified of decisions as soon as practicable, but not later than 45 days after the day on which the request was received. It should be noted that certain documents are destroyed or transferred to the Public Record Office Victoria in accordance with the Public Records Act 1973. Freedom of information statistics 2006–07

FOI requests from MPs 20 FOI requests from media 9 FOI requests other 15 Total FOI requests 44 Total internal reviews 3 Total VCAT reviews 4

Making a freedom of information request A request must be made in writing and should be addressed to: FOI Manager Department of Planning and Community Development GPO 2392 Melbourne VIC 3001 Requests can also be lodged online at: www.foi.vic.gov.au Telephone enquiries can be made on (03) 9208 3113

An FOI request must be specific enough to allow an agency to identify documents considered relevant to a request. Where the terms of a request are vague, assistance will be provided to applicants to help determine the type of documentation being sought.

During the financial year 2006–07 FOI requests were subject to a $21.50 application fee. The fee may be waived in cases where payment would cause an applicant financial hardship. Where an applicant seeks a waiver of the fee, the request should indicate the grounds on which a waiver is being sought (for example, low income, or holder of a Commonwealth Health Care Card). As of 1 July 2007, and in line with the Monetary Units Act 2004, the application fee increased to $22.

Where can you find out more about FOI? To provide more assistance to FOI applicants, the Department of Justice provides general information about making FOI requests on the website FOI Online. FOI annual reports from 1998–99 onwards are also available at FOI Online, which is located at www.foi.vic.gov.au. A copy of the FOI Act is available at www.dms.dpc.vic.gov.au.

Publicly available information Information is often available publicly, particularly on websites. Before making an FOI request, it is advisable to verify whether the document or information you are seeking to access is already available publicly, or for a fee.

The Department of Planning and Community Development website www.dpcd.vic.gov.au provides information regarding all divisions and business units of the department. The majority of the department’s publications are published directly onto the website.

The Victorian Government Directory, produced by Information Victoria, details the legislation assigned and administered by Victorian ministers. Decision-making powers and other powers affecting members of the public can be found in the legislation. The directory is available for purchase at the Information Victoria Bookshop.

Information Victoria Bookshop The Information Victoria Bookshop is a one-stop shop for Victorian Government and federal legislation, legal kits, Australian Bureau of Statistics data and annual reports. The bookshop also stocks a variety of books, posters and a large selection of maps and other government publications. For further information call 1300 366 356 (local call cost) or visit the website at www.bookshop.vic.gov.au.

Alick Jackomos Library Alick Jackomos (1924–99) was a friend of, and advocate for, Aboriginal people all his working life. In addition, he was an author, raconteur, genealogist and collector of stories and memorabilia. On 20 August 1999, in the presence of Alick’s family and friends, Aboriginal Affairs Victoria’s Resource Centre was renamed the Alick Jackomos Library. Appointments to access the library can be made by telephoning (03) 9208 3272.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 135 04

Appendix 4: Legislative change and new regulations

New or amending Acts of the Minister for Aboriginal Affairs · Aboriginal Heritage Act 2006 New or amending Acts of the Minister for Sport, Recreation and Youth Affairs · World Swimming Championships (Amendment) Act 2006 · Major Events (Aerial Advertising) Act 2007 New or amending Acts of the Minister for Local Government · City of Melbourne (Docklands Amendment) Act 2006 (together with Minister for Major Projects) · Prahran Mechanics’ Institute (Amendment) Act 2007 New regulations of the Minister for Sport, Recreation and Youth Affairs · World Swimming Championships Regulations 2006 · Subordinate Legislation (Professional Boxing and Martial Arts Regulations 1997 – Extension of Operation) Regulations 2007 New regulations of the Minister for Aboriginal Affairs · Aboriginal Heritage Regulations 2007 New regulations of the Minister for Local Government · City of Melbourne (Docklands Co-ordination Committee) Regulations 2007 Appendix 5: Compliance with Building Act 1993

All buildings, building works and maintenance works undertaken by the Department for Victorian Communities complied with the requirements of the Building Act 1993 for publicly owned buildings. Appendix 6: Implementation of the Victorian Industry Participation Policy

Contracts commenced to which the Victorian Industry Participation Policy applied: During 2006–07, the Department for Victorian Communities commenced nil contracts and nil grants to which the Victorian Industry Participation Policy applied.

Contracts and grants completed to which the Victorian Industry Participation Policy applied: During 2006–07, the department completed one contract valued at $1,089,713 to which the Victorian Industry Participation Policy applied. This was in regional Victoria. · The following benefits to the Victorian economy in terms of skills and technology transfer increases are: · In-house systems to improve management and OH&S outcomes. · Additional on-site staff training. Appendix 7: Consultancies Consultancies over $100,000 The University of Canberra was engaged to provide a Study into the Economics of Disadvantage in the Victorian Indigenous Community at a total value of $169,510. There was no expenditure against this contract during the reporting period.

Consultancies under $100,000 Three consultants were engaged where the total fee payable was less than $100,000. A total expenditure of $224,479.50 (exclusive of GST) was paid against six consultancies during the year. Appendix 8: Disclosure of major contracts

The Department for Victorian Communities did not enter into any contracts greater than $10 million in value during the year ending 30 June 2007. Appendix 9: Environmental Performance Report: 2006–07

This DVC departmental environmental performance report has been prepared in accordance with the requirements set out in the Financial Reporting Direction (FRD 24B): Reporting of Office-based Environmental Impacts by Government Departments.

ENVIRONMENTAL DESCRIPTION UNIT OF 2003–04 2004–05 2005–06 2006–07 2006–07 ASPECT MEASURE ACTUAL ACTUAL ACTUAL TARGET ACTUAL Energy a Use per FTE b megajoules 32,803 24,053 28,075 26,000 6,275 Use per square metre of office space megajoules 503 481 489 481 330 Total use gigajoules 19,881 18,521 19,617 17,655 4,298

c Total greenhouse gas emissions tonnes of CO2 6,989 6,663 6,921 6,575 1,263 equivalent Green Power purchased kilowatt-hour 312,061 296,025 384,612 372,000 240,336 d Total cost of Green Power $ 13,543 13,291 18,730 17,300 9,541 Paper Use per FTE reams e 14.39 19.1 21.59 19 19 Total use reams 8,722 14,759 15,097 13,500 13,163 Waste Generated per FTE per annum kilograms 71.03 86.68 79.80 78 70 Total waste recycled per annum f kilograms 22,369 42,947 33,495 35,169 36,480 Transportation g Total fuel consumption gigajoules 5,018 5,994 7,168 7,100 7,307 Fuel consumption per FTE gigajoules 8.28 7.78 10.2 9.9 10.6

Total associated greenhouse tonnes CO2 368.46 449.07 536 500 553 emissions

Greenhouse emissions per FTE tonnes CO2 0.60 0.58 0.76 0.74 0.80 Total travel kilometres 1,140,554 1,535,268 1,740,908 1,875,200 1,904,559 h Travel per FTE kilometres 1,881 1,993 2,490 2,656 2,780 Employees regularly (>75% of time) per cent 85 89 86 88 75.32 Using public transport, cycling and walking to and from work. i Water j Consumption per FTE litres 12,628 12,420 17,831 16,900 14,570 Total consumption (3 sites) litres 5,608,000 7,291,000 9,201,000 9,108,990 8,056,000 Total consumption (9 sites) litres n/a n/a n/a n/a 9,980,534 k a Tenancy light and power 2006–07 figures do not include Public Record Office Victoria and Registry of Births, Deaths and Marriages which are no longer part of DVC due to machinery-of-government changes. PROV has significant energy requirements to maintain controlled environmental conditions for archival storage. b FTE as at 30 June 2007 is 685. c Calculated in accordance with Australian Greenhouse Office Factors and Methods Work book, section B table 4. d Greenpower purchased equates to 20 per cent of total power purchased, a doubling in comparison to 2005-06. Total power purchased has decreased significantly. e 500 sheets of A4 white and coloured office paper (1 ream A3 = 2 reams A4). f Data assessed from Waste Audits June 2007. g Excludes Executives with salary-packaged vehicles. Data calculated based on pool and hire vehicles only. h This increase in number of kilometres travelled is attributed to the increase of regional staff in 2006–07. i Percentage obtained from Travel Smart survey April 2007. This measured the transport activities of staff over a full working week. j DVC occupies some multi-tenanted buildings and total consumption includes base building water consumption. Consumption based on the percentage of building occupied and total building consumption. k 2006–07 water consumption data is based on 9 sites where accurate metered data is available compared to three sites in 2005–06. The consumption figure (8,056,000 litres) for the three sites results in a 12.44% decrease in water usage due to water management initiatives undertaken in 2006–07.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 137 04

Environmental Performance

The department continued to take further actions to reduce the environmental impact of its office-based operations in 2006–07.

Energy Actions taken during the year to reduce energy use across DVC sites include: · commissioned energy audits at designated DVC sites. Projected greenhouse savings estimated at 20.5 tonnes annually · consolidated the purchase of Green Power across all DVC Local Presence offices · included environmentally sustainable design principles in new office fit-outs · installed programmable timers on all designated IT equipment. This initiative has saved 200 kg of greenhouse gas emissions per machine annually and has contributed towards reducing DVC’s energy usage · provided continuing awareness programs to staff to encourage sustainable energy management practices across all DVC sites, reinforced through the development of Environmental Action Plans at all Local Team offices. · promoted environmental purchasing considerations for all equipment to include highest energy star ratings and power saving features.

Waste Management · The department continued to expand its waste management practices across all Local Presence offices. The system was implemented at five additional sites. Further work will be done in 2007–08 to implement similar practices across newly established metropolitan sites. · Waste generation per FTE decreased by 14 per cent compared to 2005–06 mainly due to the rollout of improved waste management practices and staff awareness programs. · DVC also participated in the Green Collect program to facilitate the recycling of batteries, mobile phones, CD’s etc. · DVC is also a member of the Cart Collect program which recycles used printer cartridges. In 2006–07, DVC recycled 488 printer cartridges.

Water Management Initiatives taken during the year to reduce the department’s water usage included: · the development of a water management strategy . extended water consumption monitoring from 3 sites to 9 sites where accurate metered data available · installation of flow restrictors in all kitchen and bathrooms and low flow showerheads · metering installed on cooling towers and flusher tanks · check meters installed on all DVC floors at 1 Spring Street · reduced flush volumes on designated toilets · water saving measures introduced through improved cleaning methods · water meters installed on incoming mains; and · a behavioural change and staff awareness program implemented.

Transport Actions taken during the year included: · the propagation of 350 trees which will be transferred to a rural Landcare group · the purchase of four Toyota Priuses · in-house driver education training for staff using the Toyota Prius · the continued replacement of six cylinder vehicles with four cylinder vehicles where possible · participation in the annual ‘Travel Smart’ survey to determine staff travel arrangements and identify measures to reduce staff travel by vehicles · incorporation of environmental sustainability guidelines into the DVC Fleet Policy; and · video conferencing trialled across all DVC sites.

Since the development of the “Green Access” plan, the department has taken a proactive role in developing sustainable modes of transport. Actions have ranged from participating in Ride to Work Day, to providing public transport tickets for work related travel during office hours. The department continues to participate in the Victorian Government Fleet Offsets program to reduce its greenhouse impact. Since 2004–05, DVC has emitted 986 tonnes of greenhouse gas which has been offset through the 82,000 tonnes of carbon offsets purchased by the Department of Sustainability and Environment on behalf of the government for fuel usage in the previous year. Paper Management/Procurement Actions taken to demonstrate environmentally responsible purchasing activities were: · more than 95 per cent of the monthly A4 paper orders were for paper with recycled content · with the development of the department’s Purchasing Policy and procurement guidelines, DVC has demonstrated a strong commitment to adhering to the objectives of the Government’s Environmental Purchasing Policy. · developed a Green Procurement strategy and action plan · contributed to the development of a core product list and as part of the process lead the selection of preferred recycled copy paper for the whole-of-government · a multi-functional device (MFD) and printer rationalisation audit was undertaken targeted at itemising all non-duplex printers and move to MFD equipment · DVC is a member of the DOJ procurement contract for IT equipment · the department incorporated environmental purchasing in procurement planning and tender procedures. The department also takes into consideration the environmental impact in the selection of goods and services. · actively promoted the range of environmental products and goods and services provided by stationery suppliers. · provided ongoing training on the purchasing of environmental products · minimised total paper use by promoting staff awareness and monitoring the amount of copy paper purchased.

2006–07 Key Achievements · Developed environmental purchasing policy and procurement guidelines. These guidelines promote sustainable purchasing and adhere to the objectives of the government’s purchasing policy. · Expansion of DVC’s disposables program to include recycling of printer cartridges, mobile phones, batteries and cork recycling. · All DVC cabinet submission attachments are double sided. During 2006–07 in excess of 57 reams of copy paper were saved through double siding. · In the first quarter, DVC displayed the highest proportion of recycled copy paper usage across the Victorian Public Service. The department continues to consume mostly 100% recycled paper. · Configured all DVC replacement printers with duplex printing as the default. · Environmentally sustainable design elements have been incorporated into office fit-outs and construction projects at all new DVC Local Team sites.

Future actions Planned activities for 2007–08 include: · enabling most multi-function devices deployed across DVC with duplex printing as the default · advancement of EMS awareness and training across the department · further water management initiatives will be rolled out such as convert all toilets to dual flush, upgrade all urinals to half flush mechanisms and fire test water capture and reuse · continue to minimise greenhouse gas emissions by implementing cost effective energy efficient measures · begin a review of the use of the vehicle fleet to assist the department to reduce its greenhouse gas emissions · seek further opportunities to minimise waste contamination and reducing the volume of paper used per FTE · establish an electronic document and records management system (EDRMS) which will indirectly reduce paper usage from an enhanced capacity to share records and files across the department · focus on continuing to drive culture change through on going staff training programs in order for the department’s environmental work practices to become more sustainable · ongoing development of waste management systems tailored for local metropolitan sites · continue to adopt a greener procurement approach to reduce day to day environmental impacts of DVC’s operations.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 139 04

Appendix 10: National Competition Policy

The Department for Victorian Communities has complied with the legislative review requirements under the National Competition Policy. Appendix 11: Whistleblowers Protection Act 2001 Statistical table Disclosures made under the Whistleblowers Protection Act 2001: 1 July 2006–30 June 2007

Types of Disclosure Total Disclosures made to the department Nil Disclosures referred by the department to the Ombudsman for determination as to whether they are public interest disclosures Nil Disclosed matters referred by the Ombudsman to the department Nil Disclosed matters referred by the department to the Ombudsman to investigate Nil Investigations of disclosed matters taken over by the Ombudsman Nil Requests made under section 74 to the Ombudsman to investigate disclosed matters Nil Disclosed matters that the department has declined to investigate during the year Nil Disclosed matters that were substantiated on investigation, and the action taken on completion of investigation Nil Any recommendations of the Ombudsman under the Act that relate to the department Nil

Department for Victorian Communities Whistleblowers Protection Act 2001 Procedures

1. Statement of support to whistleblowers The Department for Victorian Communities (the department) is committed to the aims and objectives of the Whistleblowers Protection Act 2001. It does not tolerate improper conduct by its employees, officers or members, nor the taking of reprisals against those who come forward to disclose such conduct. The department recognises the value of transparency and accountability in its administrative and management practices, and supports the making of disclosures that reveal corrupt conduct, conduct involving a substantial mismanagement of public resources, or conduct involving a substantial risk to public health and safety or the environment. The department will take all reasonable steps to protect people who make such disclosures from any detrimental action in reprisal for making the disclosure. It will also afford natural justice to the person who is the subject of the disclosure.

2. Purpose of these procedures These procedures establish a system for reporting disclosures of improper conduct or detrimental action by the department or its employees. The system enables such disclosures to be made to the protected disclosure coordinator or to one of the nominated protected disclosure officers. Disclosures may be made by employees or by members of the public. These procedures are designed to complement normal communication channels between supervisors and employees. Employees are encouraged to continue to raise appropriate matters at any time with their supervisors. As an alternative, employees may make a disclosure of improper conduct or detrimental action under the Whistleblowers Protection Act in accordance with these procedures.

3. Objects of the Act The Whistleblowers Protection Act 2001 (the Act) commenced operation on 1 January 2002. The purpose of the Act is to encourage and facilitate the making of disclosures of improper conduct by public officers and public bodies. The Act provides protection to whistleblowers who make disclosures in accordance with the Act, and establishes a system for the matters disclosed to be investigated and rectifying action to be taken. Appendix 11: Whistleblowers Protection Act 2001 (continued) 4. Definitions of key terms Three key concepts in the reporting system are improper conduct, corrupt conduct and detrimental action. Definitions of these terms are set out below.

4.1 Improper conduct A disclosure may be made about improper conduct by a public body or public official. Improper conduct means conduct that is corrupt, a substantial mismanagement of public resources, or conduct involving substantial risk to public health or safety or to the environment. The conduct must be serious enough to constitute, if proved, a criminal offence or reasonable grounds for dismissal. Examples An environmental health officer ignores or conceals evidence of illegal dumping of waste. An agricultural officer delays or declines imposing quarantine to allow a financially distressed farmer to sell diseased stock. A building inspector tolerates poor practices and structural defects in the work of a local builder. See 4.2 below for specific examples of corrupt conduct.

4.2 Corrupt conduct Corrupt conduct means: · Conduct of any person (whether or not a public official) that adversely affects the honest performance of a public officer’s or public body’s functions; · The performance of a public officer’s functions dishonestly or with inappropriate partiality; · Conduct of a public officer, former public officer or a public body that amounts to a breach of public trust; · Conduct by a public officer, former public officer or a public body that amounts to the misuse of information or material acquired in the course of the performance of their official functions; or · A conspiracy or attempt to engage in the above conduct. Examples A public officer takes a bribe or receives a payment other than his or her wages or salary in exchange for the discharge of a public duty. A public officer favours unmeritorious applications for jobs or permits by friends and relatives. A public officer sells confidential information.

4.3 Detrimental action The Act makes it an offence for a person to take detrimental action against a person in reprisal for a protected disclosure. Detrimental action includes: · Action causing injury, loss or damage; · Intimidation or harassment; and · Discrimination, disadvantage or adverse treatment in relation to a person’s employment, career, profession, trade or business, including the taking of disciplinary action. Examples A public body refuses a deserved promotion of a person who makes a disclosure. A public body demotes, transfers, isolates in the workplace or changes the duties of a whistleblower due to the making of a disclosure. A person threatens, abuses or carries out other forms of harassment directly or indirectly against the whistleblower, his or her family or friends. A public body discriminates against the whistleblower or his or her family and associates in subsequent applications for jobs, permits or tenders.

5. The reporting system 5.1 Contact persons within the department Disclosures of improper conduct or detrimental action by the department or its employees, may be made to the following officer: The protect disclosure officer Catherine Dineen Department of Planning & Community Development 1 Spring Street Melbourne 3000 Phone (03) 9208 3589. Where a person is contemplating making a disclosure and is concerned about approaching the protected disclosure coordinator or a protected disclosure officer in the workplace, he or she can call the relevant officer and request a meeting in a discreet location away from the workplace.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 141 Appendix 11: Whistleblowers Protection Act 2001 (continued)

5.2 Alternative contact persons A disclosure about improper conduct or detrimental action by the department or its employees, may also be made directly to the Ombudsman: The Ombudsman Victoria Level 3, 459 Collins Street Melbourne Victoria 3000 (DX 210174) Internet: www.ombudsman.vic.gov.au Email: [email protected] Tel: (03) 9613 6222 Toll free: 1800 806 314 The following table sets out where disclosures about persons other than employees of the department should be made.

Person who is the subject of the disclosure Person/body to whom the disclosure must be made Employee of a public body That public body or the Ombudsman Member of Parliament (Legislative Assembly) Speaker of the Legislative Assembly Member of Parliament (Legislative Council) President of the Legislative Council Councillor The Ombudsman Chief Commissioner of Police The Ombudsman or Deputy Ombudsman Member of the police force or Chief Commissioner of Police The Ombudsman, Deputy Ombudsman

6. Roles and responsibilities 6.1 Employees Employees are encouraged to report known or suspected incidences of improper conduct or detrimental action in accordance with these procedures. All employees of the department have an important role to play in supporting those who have made a legitimate disclosure. They must refrain from any activity that is, or could be perceived to be, victimisation or harassment of a person who makes a disclosure. Furthermore, they should protect and maintain the confidentiality of a person they know or suspect to have made a disclosure.

6.2 Protected disclosure officers Protected disclosure officers will: · Be a contact point for general advice about the operation of the Act for any person wishing to make a disclosure about improper conduct or detrimental action; · make arrangements for a disclosure to be made privately and discreetly and, if necessary, away from the workplace; · Receive any disclosure made orally or in writing (from internal and external whistleblowers); · Commit to writing any disclosure made orally; · Impartially assess the allegation and determine whether it is a disclosure made in accordance with Part 2 of the Act (that is, ‘a protected disclosure’); · Take all necessary steps to ensure the identity of the whistleblower and the identity of the person who is the subject of the disclosure are kept confidential; and · forward all disclosures and supporting evidence to the protected disclosure coordinator.

6.3 Protected disclosure coordinator The protected disclosure coordinator has a central “clearinghouse” role in the internal reporting system. He or she will: · Receive all disclosures forwarded from the protected disclosure officers; · Receive all phone calls, emails and letters from members of the public or employees seeking to make a disclosure; · Impartially assess each disclosure to determine whether it is a public interest disclosure; · Refer all public interest disclosures to the Ombudsman; · Be responsible for carrying out, or appointing an investigator to carry out, an investigation referred to the public body by the Ombudsman; · Be responsible for overseeing and coordinating an investigation where an investigator has been appointed; · Appoint a welfare manager to support the whistleblower and to protect him or her from any reprisals; · Advise the whistleblower of the progress of an investigation into the disclosed matter; · Establish and manage a confidential filing system; · Collate and publish statistics on disclosures made; · Take all necessary steps to ensure the identity of the whistleblower and the identity of the person who is the subject of the disclosure are kept confidential; and · Liaise with the chief executive officer of the public body. Appendix 11: Whistleblowers Protection Act 2001 (continued)

6.4 Investigator The investigator will be responsible for carrying out an internal investigation into a disclosure where the Ombudsman has referred a matter to the public body. An investigator may be a person from within an organisation or a consultant engaged for that purpose.

6.5 Welfare manager The welfare manager is responsible for looking after the general welfare of the whistleblower. The welfare manager will: · Examine the immediate welfare and protection needs of a whistleblower who has made a disclosure and seek to foster a supportive work environment; · Advise the whistleblower of the legislative and administrative protections available to him or her; · Listen and respond to any concerns of harassment, intimidation or victimisation in reprisal for making disclosure; and · Ensure the expectations of the whistleblower are realistic.

7. Confidentiality The department will take all reasonable steps to protect the identity of the whistleblower. Maintaining confidentiality is crucial in ensuring reprisals are not made against a whistleblower. The Act requires any person who receives information due to the handling or investigation of a protected disclosure, not to disclose that information except in certain limited circumstances. Disclosure of information in breach of section 22 constitutes an offence that is punishable by a maximum fine of 60 penalty units ($6,000) or six months imprisonment or both. The circumstances in which a person may disclose information obtained about a protected disclosure include: · Where exercising the functions of the public body under the Act; · When making a report or recommendation under the Act; · When publishing statistics in the annual report of a public body; and · In criminal proceedings for certain offences in the Act. However, the Act prohibits the inclusion of particulars in any report or recommendation that is likely to lead to the identification of the whistleblower. The Act also prohibits the identification of the person who is the subject of the disclosure in any particulars included in an annual report. The department will ensure all files, whether paper or electronic, are kept in a secure room and can only be accessed by the protected disclosure coordinator, protected disclosure officer, the investigator or welfare manager (in relation to welfare matters). All printed material will be kept in files that are clearly marked as a Whistleblower Protection Act matter, and warn of the criminal penalties that apply to any unauthorised divulging of information concerning a protected disclosure. All electronic files will be produced and stored in a secured electronic location. All materials relevant to an investigation, such as tapes from interviews, will also be stored securely with the whistleblower files. The department will not email documents relevant to a whistleblower matter and will ensure all phone calls and meetings are conducted in private.

8. Collating and publishing statistics The protected disclosure coordinator will establish a secure register to record the information required to be published in the annual report, and to generally keep account of the status of whistleblower disclosures. The register will be confidential and will not record any information that may identify the whistleblower. The register will contain the following information: · The number and types of disclosures made to the department during the year; · The number of disclosures referred to the Ombudsman for determination as to whether they are public interest disclosures; · The number and types of disclosed matters referred to the department by the Ombudsman for investigation; · The number and types of disclosures referred by the department to the Ombudsman for investigation; · The number and types of investigations taken over from the department by the Ombudsman; · The number of requests made by a whistleblower to the Ombudsman to take over an investigation by the department; · The number and types of disclosed matters that the department has declined to investigate; · The number and types of disclosed matters that were substantiated upon investigation and the action taken on completion of the investigation; and · Any recommendations made by the Ombudsman that relate to the department.

9.Receiving and assessing disclosures 9.1 Has the disclosure been made in accordance with Part 2 of the Act? Where a disclosure has been received by the protected disclosure officer or by the protected disclosure coordinator, he or she will assess whether the disclosure has been made in accordance with Part 2 of the Act and is, therefore, a protected disclosure.

9.1.1 Has the disclosure been made to the appropriate person? For the disclosure to be responded to by the department, it must concern an employee, member or officer of the department. If the disclosure concerns an employee, officer or member of another public body, the person who has made the disclosure must be advised of the correct person or body to whom the disclosure should be directed. (See the table in 5.2). If the disclosure has been made anonymously, it should be referred to the Ombudsman. DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 143 Appendix 11: Whistleblowers Protection Act 2001 (continued)

9.1.2 Does the disclosure contain the essential elements of a protected disclosure? To be a protected disclosure, a disclosure must satisfy the following criteria: · Did a natural person (that is, an individual person rather than a corporation) make the disclosure? · Does the disclosure relate to conduct of a public body or public officer acting in their official capacity? · Is the alleged conduct either improper conduct or detrimental action taken against a person in reprisal for making a protected disclosure? · Does the person making a disclosure have reasonable grounds for believing the alleged conduct has occurred? Where a disclosure is assessed to be a protected disclosure, it is referred to the protected disclosure coordinator. The protected disclosure coordinator will determine whether the disclosure is a public interest disclosure. Where a disclosure is assessed not to be a protected disclosure, the matter does not need to be dealt with under the Act. The protected disclosure officer will decide how the matter should be responded to in consultation with the protected disclosure coordinator.

9.2 Is the disclosure a public interest disclosure? Where the protected disclosure officer or coordinator has received a disclosure that has been assessed to be a protected disclosure, the protected disclosure coordinator will determine whether the disclosure amounts to a public interest disclosure. This assessment will be made within 45 days of the receipt of the disclosure. In reaching a conclusion as to whether a protected disclosure is a public interest disclosure, the protected disclosure coordinator will consider whether the disclosure shows, or tends to show, that the public officer to whom the disclosure relates: · Has engaged, is engaging or proposes to engage in improper conduct in his or her capacity as a public officer; or · Has taken, is taking or proposes to take detrimental action in reprisal for the making of the protected disclosure. Where the protected disclosure coordinator concludes that the disclosure amounts to a public interest disclosure, he or she will: 1. Notify the person who made the disclosure of that conclusion; and 2. Refer the disclosure to the Ombudsman for formal determination as to whether it is indeed a public interest disclosure. Where the protected disclosure coordinator concludes that the disclosure is not a public interest disclosure, he or she will: 1. Notify the person who made the disclosure of that conclusion; and 2. Advise that person that he or she may request the public body to refer the disclosure to the Ombudsman for a formal determination as to whether the disclosure is a public interest disclosure, and that this request must be made within 28 days of the notification. In either case, the protected disclosure coordinator will make the notification and the referral within 14 days of the conclusion being reached by the public body. Notification to the whistleblower is not necessary where the disclosure has been made anonymously.

10. Investigations

10.1 Introduction Where the Ombudsman refers a protected disclosure to the department for investigation, the protected disclosure coordinator will appoint an investigator to carry out the investigation. The objectives of an investigation will be: · To collate information relating to the allegation as quickly as possible. This may involve taking steps to protect or preserve documents, materials and equipment; · To consider the information collected and to draw conclusions objectively and impartially; · To maintain procedural fairness in the treatment of witnesses and the person who is the subject of the disclosure; and · To make recommendations arising from the conclusions drawn concerning remedial or other appropriate action.

10.2 Terms of reference Before commencing an investigation, the protected disclosure coordinator will draw up terms of reference and obtain authorisation for those terms by the chief executive officer. The terms of reference will set a date by which the investigation report is to be concluded, and will describe the resources available to the investigator to complete the investigation within the time set. The protected disclosure coordinator may approve, if reasonable, an extension of time requested by the investigator. The terms of reference will require the investigator to make regular reports to the protected disclosure coordinator who, in turn, is to keep the Ombudsman informed of general progress. Appendix 11: Whistleblowers Protection Act 2001 (continued)

10.3 Investigation plan The investigator will prepare an investigation plan for approval by the protected disclosure coordinator. The plan will list the issues to be substantiated and describe the avenue of inquiry. It will address the following issues: · What is being alleged? · What are the possible findings or offences? · What are the facts in issue? · How is the inquiry to be conducted? · What resources are required? At the commencement of the investigation, the whistleblower should be: · Notified by the investigator that he or she has been appointed to conduct the investigation; · Asked to clarify any matters; and · Provide any additional material he or she might have. The investigator will be sensitive to the whistleblower’s possible fear of reprisals and will be aware of the statutory protection provided to the whistleblower.

10.4 Natural justice The principles of natural justice will be followed in any investigation of a public interest disclosure. The principles of natural justice concern procedural fairness and ensure a fair decision is reached by an objective decision maker. Maintaining procedural fairness protects the rights of individuals and enhances public confidence in the process. The department will have regard to the following issues in ensuring procedural fairness: · The person who is the subject of the disclosure is entitled to know the allegations made against him or her and must be given the right to respond. (This does not mean the person must be advised of the allegation as soon as the disclosure is received or the investigation has commenced); · If the investigator is contemplating making a report adverse to the interests of any person, that person should be given the opportunity to put forward further material that may influence the outcome of the report and that person’s defence should be fairly set out in the report; · All relevant parties to a matter should be heard and all submissions should be considered; · A decision should not be made until all reasonable inquiries have been made; · The investigator or any decision maker should not have a personal or direct interest in the matter being investigated; · All proceedings must be carried out fairly and without bias. Care should be taken to exclude perceived bias from the process; and · The investigator must be impartial in assessing the credibility of the whistleblowers and any witnesses. Where appropriate, conclusions as to credibility should be included in the investigation report.

10.5 Conduct of the investigation The investigator will make contemporaneous notes of all discussions and phone calls, and all interviews with witnesses will be taped. All information gathered in an investigation will be stored securely. Interviews will be conducted in private and the investigator will take all reasonable steps to protect the identity of the whistleblower. Where disclosure of the identity of the whistleblower cannot be avoided, due to the nature of the allegations, the investigator will warn the whistleblower and his or her welfare manager of this probability. It is in the discretion of the investigator to allow any witness to have legal or other representation or support during an interview. If a witness has a special need for legal representation or support, permission should be granted.

10.6 Referral of an investigation to the Ombudsman The protected disclosure coordinator will make a decision regarding the referral of an investigation to the Ombudsman where, on the advice of the investigator: · The investigation is being obstructed by, for example, the non-cooperation of key witnesses; or · The investigation has revealed conduct that may constitute a criminal offence.

10.7 Reporting requirements The protected disclosure coordinator will ensure the whistleblower is kept regularly informed concerning the handling of a protected disclosure and an investigation. The protected disclosure coordinator will report to the Ombudsman about the progress of an investigation. Where the Ombudsman or the whistleblower requests information about the progress of an investigation, that information will be provided within 28 days of the date of the request.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 145 Appendix 11: Whistleblowers Protection Act 2001 (continued) 11. Action taken after an investigation

11.1 Investigator’s final report At the conclusion of the investigation, the investigator will submit a written report of his or her findings to the protected disclosure coordinator. The report will contain: · The allegation/s: · An account of all relevant information received and, if the investigator has rejected evidence as being unreliable, the reasons for this opinion being formed; · The conclusions reached and the basis for them; and · Any recommendations arising from the conclusions. Where the investigator has found that the conduct disclosed by the whistleblower has occurred, recommendations made by the investigator will include: · The steps that need to be taken by the department to prevent the conduct from continuing or occurring in the future; and · Any action that should be taken by the department to remedy any harm or loss arising from the conduct. This action may include bringing disciplinary proceedings against the person responsible for the conduct, and referring the matter to an appropriate authority for further consideration. The report will be accompanied by: · The transcript or other record of any oral evidence taken, including tape recordings; and · All documents, statements or other exhibits received by the officer and accepted as evidence during the course of the investigation. Where the investigator’s report is to include an adverse comment against any person, that person will be given the opportunity to respond and his or her defence will be fairly included in the report. The report will not disclose particulars likely to lead to the identification of the whistleblower.

11.2 Action to be taken If the protected disclosure coordinator is satisfied that the investigation has found that the disclosed conduct has occurred, he or she will recommend to the chief executive officer the action that must be taken to prevent the conduct from continuing or occurring in the future. The protected disclosure coordinator may also recommend that action be taken to remedy any harm or loss arising from the conduct. The protected disclosure coordinator will provide a written report setting out the findings of the investigation and any remedial steps taken to the Ombudsman, the whistleblower and the responsible Minister: · John Thwaites, Minister for Victorian Communities. Where the investigation concludes that the disclosed conduct did not occur, the protected disclosure coordinator will report these findings to the Ombudsman and to the whistleblower.

12. Managing the welfare of the whistleblower

12.1 Commitment to protecting whistleblowers The department is committed to the protection of genuine whistleblowers against detrimental action taken in reprisal for the making of protected disclosures. The protected disclosure coordinator is responsible for ensuring whistleblowers are protected from direct and indirect detrimental action, and that the culture of the workplace is supportive of protected disclosures being made. The protected disclosure coordinator will appoint a welfare manager to all whistleblowers who have made a protected disclosure. The welfare manager will: · Examine the immediate welfare and protection needs of a whistleblower who has made a disclosure and, where the whistleblower is an employee, seek to foster a supportive work environment; · Advise the whistleblower of the legislative and administrative protections available to him or her; · Listen and respond to any concerns of harassment, intimidation or victimisation in reprisal for making disclosure; · keep a contemporaneous record of all aspects of the case management of the whistleblower including all contact and follow-up action; and · Ensure the expectations of the whistleblower are realistic.

All employees will be advised that it is an offence for a person to take detrimental action in reprisal for a protected disclosure. The maximum penalty is a fine of 240 penalty units ($24,000) or two years imprisonment or both. The taking of detrimental action in breach of this provision can also be grounds for making a disclosure under the Act and can result in an investigation. Detrimental action includes: · Causing injury, loss or damage; · Intimidation or harassment; and · Discrimination, disadvantage or adverse treatment in relation to a person’s employment, career, profession, trade or business (including the taking of disciplinary action). Appendix 11: Whistleblowers Protection Act 2001 (continued)

12.2 Keeping the whistleblower informed The protected disclosure coordinator will ensure the whistleblower is kept informed of action taken in relation to his or her disclosure, and the time frames that apply. The whistleblower will be informed of the objectives of an investigation, the findings of an investigation, and the steps taken by the department to address any improper conduct that has been found to have occurred. The whistleblower will be given reasons for decisions made by the department in relation to a protected disclosure. All communication with the whistleblower will be in plain English.

12.3 Occurrence of detrimental action If a whistleblower reports an incident of harassment, discrimination or adverse treatment that would amount to detrimental action taken in reprisal for the making of the disclosure, the welfare manager will: · Record details of the incident; · Advise the whistleblower of his or her rights under the Act; and · Advise the protected disclosure coordinator or chief executive officer of the detrimental action. The taking of detrimental action in reprisal for the making of a disclosure can be an offence against the Act as well as grounds for making a further disclosure. Where such detrimental action is reported, the protected disclosure coordinator will assess the report as a new disclosure under the Act. Where the protected disclosure coordinator is satisfied that the disclosure is a public interest disclosure, he or she will refer it to the Ombudsman. If the Ombudsman subsequently determines the matter to be a public interest disclosure, the Ombudsman may investigate the matter or refer it to another body for investigation as outlined in the Act.

12.4 Whistleblowers implicated in improper conduct Where a person who makes a disclosure is implicated in misconduct, the department will handle the disclosure and protect the whistleblower from reprisals in accordance with the Act, the Ombudsman’s guidelines and these procedures. The department acknowledges that the act of whistleblowing should not shield whistleblowers from the reasonable consequences flowing from any involvement in improper conduct. Section 17 of the Act specifically provides that a person’s liability for his or her own conduct is not affected by the person’s disclosure of that conduct under the Act. However, in some circumstances, an admission may be a mitigating factor when considering disciplinary or other action. The chief executive officer will make the final decision on the advice of the protected disclosure coordinator as to whether disciplinary or other action will be taken against a whistleblower. Where disciplinary or other action relates to conduct that is the subject of the whistleblower’s disclosure, the disciplinary or other action will only be taken after the disclosed matter has been appropriately dealt with. In all cases where disciplinary or other action is being contemplated, the chief executive officer must be satisfied that it has been clearly demonstrated that: · The intention to proceed with disciplinary action is not causally connected to the making of the disclosure (as opposed to the content of the disclosure or other available information); · There are good and sufficient grounds that would fully justify action against any non-whistleblower in the same circumstances; and · There are good and sufficient grounds that justify exercising any discretion to institute disciplinary or other action. The protected disclosure coordinator will thoroughly document the process including recording the reasons why the disciplinary or other action is being taken, and the reasons why the action is not in retribution for the making of the disclosure. The protected disclosure coordinator will clearly advise the whistleblower of the proposed action to be taken, and of any mitigating factors that have been taken into account.

13. Management of the person against whom a disclosure has been made The department recognises that employees against whom disclosures are made must also be supported during the handling and investigation of disclosures. The department will take all reasonable steps to ensure the confidentiality of the person who is the subject of the disclosure during the assessment and investigation process. Where investigations do not substantiate disclosures, the fact that the investigation has been carried out, the results of the investigation, and the identity of the person who is the subject of the disclosure will remain confidential. The protected disclosure coordinator will ensure the person who is the subject of any disclosure investigated by or on behalf of a public body is: · Informed as to the substance of the allegations; · Given the opportunity to answer the allegations before a final decision is made; · Informed as to the substance of any adverse comment that may be included in any report arising from the investigation; and has · His or her defence set out fairly in any report. Where the allegations in a disclosure have been investigated, and the person who is the subject of the disclosure is aware of the allegations or the fact of the investigation, the protected disclosure coordinator will formally advise the person who is the subject of the disclosure of the outcome of the investigation. The department will give its full support to a person who is the subject of a disclosure where the allegations contained in a disclosure are clearly wrong or unsubstantiated. If the matter has been publicly disclosed, the chief executive officer of the department will consider any request by that person to issue a statement of support setting out that the allegations were clearly wrong or unsubstantiated.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 147 Appendix 11: Whistleblowers Protection Act 2001 (continued) 14. Criminal offences The department will ensure officers appointed to handle protected disclosures and all other employees are aware of the following offences created by the Act: 1. It is an offence for a person to take detrimental action against a person in reprisal for a protected disclosure being made. The Act provides a maximum penalty of a fine of 240 penalty units ($24,000) or two years imprisonment or both. 2. It is an offence for a person to divulge information obtained as a result of the handling or investigation of a protected disclosure without legislative authority. The Act provides a maximum penalty of 60 penalty units ($6,000) or six months imprisonment or both. 3. It is an offence for a person to obstruct the Ombudsman in performing his responsibilities under the Act. The Act provides a maximum penalty of 240 penalty units ($24,000) or two years imprisonment or both. 4. It is an offence for a person to knowingly provide false information under the Act with the intention that it be acted on as a disclosed matter. The Act provides a maximum penalty of 240 penalty units ($24,000) or two years imprisonment or both.

15. Review These procedures will be reviewed annually to ensure they meet the objectives of the Act and accord with the Ombudsman’s guidelines. Appendix 12: Compliance with submission requirements of the Local Government Act 1989

Annual reports 2005–06 Councils and regional library corporations are required to submit annual reports within three months of the end of the financial year or such longer period as the Minister for Local Government may permit in a particular case pursuant to the Local Government Act 1989. Sections 131(9) and 196(7) of the Act require the Minister for Local Government to report any council or regional library’s failure to submit its annual report within the time allowed.

Councils and regional libraries that were late in submitting their annual reports for 2005–06 were:

COUNCILS Regional libraries · Buloke Shire Council · Geelong Regional Library Corporation · Frankston City Council · Central Highlands Regional Library · Gannawarra Shire Council

Budgets 2006–07 Councils and regional libraries are required to submit a copy of their adopted budget for the year to the Minister for Local Government by 31 August or such longer period as the minister may permit in a particular case pursuant to the Local Government Act 1989. Sections 130(6) and 196(7) of the Act require the Minister for Local Government to report any council or regional library’s failure to submit its adopted budget within the time allowed.

Councils and regional libraries that were late in submitting their adopted budgets for 2006–07 were:

COUNCILS Libraries · Baw Baw Shire Council · Whitehorse/Manningham Regional Library Corporation · Central Goldfields Shire Council · West Gippsland Regional Library Corporation · Frankston City Council · Wimmera Regional Library Corporation · Greater Dandenong City Council · Indigo Shire Council · Mornington Peninsula Shire Council · Yarra Ranges Shire Council Appendix 13: Implementation of the Commissioner for Public Employment directives

The Public Administration Act 2004 abolished the office of Commissioner for Public Employment and established the State Services Authority. Notwithstanding, the Department for Victorian Communities continues to implement the directions of the Commissioner for Public Employment with respect to Upholding Public Sector Conduct, Managing and Valuing Diversity, Managing Underperformance, Reviewing Personal Grievances, and Selecting on Merit. The department introduced a suite of detailed employment policies, including policies for grievance resolution, recruitment, redeployment, and managing diversity. Policies managing underperformance and discipline have been implemented across the department. Appendix 14: Community Support Fund

The Community Support Fund (CSF) is a trust fund established by legislation that receives a prescribed allocation of electronic gaming revenues and distributes these funds for community purposes as set out in the governing legislation. The CSF operates in accordance with the Gambling Regulation Act 2003. All funds within the CSF are applied to purposes that are described in the Gambling Regulation Act 2003 as follows: · problem gambling (the first call on the fund) · treatment of drug issues · financial counselling and support for families in crisis · youth programs · community advancement · sport and recreation · arts · tourism · advancement of the community as determined by the minister · costs associated with administering the CSF.

The legislation also provides for: · the hypothecation of $45 million per financial year for the government’s drug strategy · the payment of one day’s revenue to the Victorian Veterans Fund on 1 September each year.

The CSF receives 8.3 per cent of hotel gaming turnover but does not collect gaming revenue from clubs. In addition, any interest on funds held within the CSF is retained and distributed for community purposes, as set out in the legislation.

It should be noted that the major portion of gaming revenues, excluding the 8.3 per cent received by the CSF, is directed to hospitals and charities in the health sector. The government determines the allocation of funding to portfolio departments for initiatives consistent with the purposes of the legislation.

The funds provided to departments are essentially disbursed through grant programs, to a wide range of community-based provider organisations and councils to deliver services to the community. A community grants program is also operated whereby community groups and councils can apply directly for grants to assist the community. The administration of the CSF forms part of the audited accounts of the department. In 2006–07, funds of $110.8 million were expended. Revenue for the year was $96.4 million. The higher disbursement was funded from cash reserves within the CSF.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 149 04

Community Support Fund approvals

Legal entity Project name Grant amount Problem gambling Department of Justice Taking action on problem gambling: 2007–08 to 2010–11 100,000,000 Youth programs Department for Victorian Communities Advance – a Victorian Government program for youth development: 6,000,000 2007–08 to 2010–11 Sport and recreation Department for Victorian Communities Aquatic Access/Better Pools Program: 2007–08 to 2010–11 46,000,000 Department for Victorian Communities Community Sports Grants: 2007–08 to 2010–11 30,000,000 Department for Victorian Communities Improving Access to Community Sport and Recreation Infrastructure: 12,000,000 2007–08 to 2009–10 Department for Victorian Communities Multicultural Australian Football Program 400,000 Arts Department of Premier and Cabinet Art in the Suburbs: 2007–08 to 2010–11 6,600,000 Department of Premier and Cabinet Creative Communities: 2007–08 to 2010–11 7,000,000 Department of Premier and Cabinet Imagination Unlimited: 2007–08 to 2010–11 7,000,000 Community advancement African Community Development Centre African Community Development Centre Capacity Building Project 84,600 Alpine Shire Council North East Community Renewal Project 50,000 Alpine Shire Council Myrtleford Community Hub 15,000 Australian Polish Community Services – Millennium Centre Kingsville Volunteering in the Polish community 11,900 Ballarat City Council The Lake Blitz Community Building 460,000 Bass Coast Shire Council Upgrade and redevelopment of Inverloch community centre 158,000 Baw Baw Shire Council Integrated Community Engagement Project 142,000 Bayside City Council Healthy Connected Communities within Bayside 30,000 Benalla Rural City Council Lighthouse Planning Project 48,000 Bendigo Access Employment Bright Street Enterprise Hub 131,300 Borough of Queenscliff Master Plan for the former Queenscliff High School site 20,000 Centacare Catholic Family Services A Fairer West: Planning Project 20,000 Centre for Education and Research In Environmental Strategies CERES Centre – Community Creating a Sustainable Future 800,000 City of Greater Geelong Action Links 80,000 City of Greater Geelong Think Links 30,000 City of Greater Geelong Geelong Youth Activities Area 250,000 City of Greater Geelong Community Links 50,000 City of Monash Jordanville Community and Family Centre 130,000 Colac Otway Shire Council Apollo Bay Community Library and Facility Development 20,000 Community Music Victoria Victoria Sings 100,000 Darebin City Council Darebin Intercultural Centre – Concept Design Development 40,000 Legal entity Project name Grant amount Darley Neighbourhood House and Learning Centre Growing Our Community 300,000 Department for Victorian Communities Support for Rural Women in Drought 675,000 Department for Victorian Communities Support for Volunteering: 2007–08 to 2010–11 6,000,000 Department for Victorian Communities Community Enterprise: 2007–08 to 2010–11 3,000,000 Department for Victorian Communities Expansion of Community Renewal: 2007–08 to 2010–11 4,000,000 Department for Victorian Communities Modernising Neighbourhood House Infrastructure: 2007–08 to 2010–11 5,000,000 Department for Victorian Communities Living Libraries Program: 2007–08 to 2010–11 10,000,000 Department for Victorian Communities Community Strengthening through Men’s Sheds: 2007–08 to 2010–11 2,000,000 Department for Victorian Communities Ethnic Precincts Enhancements: 2007–08 to 2010–11 3,000,000 Department for Victorian Communities DW Hope Multicultural Centre 1,000,000 Department for Victorian Communities Anzac Day Revenue to Veterans Fund 249,181 Department of Justice Community Safety Emergency Support Program: 2007–08 to 2010–11 11,000,000 Department of Justice Valuing Volunteers Emergency Service Workers Program: 3,000,000 2007–08 to 2010–11 Department of Premier and Cabinet Local History Grants and Community History Awards Program 800,000 Department of Premier and Cabinet Community Advancement Fund 1,000,000 Department of Premier and Cabinet Community History Grants Program: 2007–08 to 2010–11 1,250,000 Department of Sustainability and Environment Greensborough Redevelopment Project 2,000,000 Duke Street Community House Association Western Women Domestic Violence Support Framework 30,000 East Gippsland Shire Council East Bairnsdale Community Building – Strategic Approaches to Challenge and Change 201,000 Foster Football Club Foster Get a Lift Project 50,000 Frankston City Council Carrum Downs Connection Project 30,000 Frankston City Council Karingal Family and Children’s Hub 750,000 Glen Park Community Centre Glen Park Community Partners Project 25,000 Golden Plains Shire Council Smythesdale Business, Health & Community Hub Project 150,000 Greater Bendigo Council Planning the development of a Community Hub in Bendigo 30,000 Greater Dandenong City Council The Castle Technical and Operational Fit Out 46,000 Greater Shepparton City Council North Shepparton Community Hub 710,000 Heathdale Neighbourhood Association Heathdale and Neighbours Community Shed (HANCS) 49,500 Hindmarsh Shire Council Nhill Memorial Community Centre Refurbishment 401,800 Hobsons Bay City Council Transition to the Crown Street Laverton Community Hub 30,000 Infoxchange Australia Wired Community@Collingwood (C@C) 500,000 Italian Australian Coordinating Committee of Gippsland Gippsland Memorial Community Park 50,000 Joy Melbourne Joy-FM 250,000 Kingston City Council Chelsea Sound Space 20,000 Lake Rowan Progress Association with funds managed by Moira Shire Lake Rowan Community Hall Project 80,000 Council Lalbert Progress Association with funds managed by Gannawarra Shire Lalbert Community Complex 145,000 Council

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 151 04

Legal entity Project name Grant amount Latrobe City Council Churchill and District Hub (CDH) 1,000,000 Legacy Melbourne Refurbishment of Melbourne Legacy House 300,000 Lifeline Gippsland Lifeline Gippsland Community Multi-Purpose Centre 400,000 Macedon Ranges Shire Council Romsey Integrated Library and Community Hub Project 490,000 Manningham City Council Multipurpose Community Development Facility at the Pines 600,000 Manningham City Council Youth Leaders for a Greener Wedge 19,636 Melbourne Citymission The Braybrook Maidstone Employment Enterprise Hub (BMEEH) 50,000 Melbourne Citymission Braybrook and Maidstone Partnership Manager 180,000 Menzies Sages Cottage Farm: Community Engagement and Participation Strategy 28,000 Mildura Rural City Council Community Engagement Framework – Merbein 68,100 Mitchell Shire Council Kings Park Reserve Community Hub 277,750 Moe Neighbourhood House Moe Neighbourhood House Community Vegetable Garden and Multi- 30,000 purpose Shed Moira Shire Council Waaia Community Functions Facility 124,650 Moira Shire Council Numurkah Showgrounds Redevelopment Project 250,000 Moreland Turkish Education & Social Affairs Centre Turkish Community Festival 100,000 Mornington Peninsula Shire Council Dromana Community Hub Planning Project 20,000 Murray Human Services Swan Hill Community Centre Planning Project 30,000 Nagambie Mechanics’ Institute with funds managed by Nagambie Mechanics’ Institute Upgrade Project 68,000 Shire of Strathbogie Nowa Nowa Community Health Centre Nowa Nowa Community Centre 155,750 Nunawading U3A with funds managed by Whitehorse City Council Nunawading U3A upgrade 100,000 Open Family Australia Wyndham Outreach Service 216,000 Port Phillip City Council Skinners Adventure Playground Youth and Community Centre 50,000 Pyrenees Shire Council Moonambel Events Building Business Plan 24,000 Rotary Club of Eaglehawk Canterbury Park community space 50,000 Shire of Strathbogie Strengthening Strathbogie Shire Communities 160,000 Shire of Yarra Ranges Monbulk Living and Learning Centre – MLLC 600,000 South Central Region Migrant Resource Centre Frankston Multicultural Centre 500,000 Brotherhood of St Laurence St John Ambulance Australia (Victoria) Community Event First Aid Assistance. 95,000 Sunraysia Institute of TAFE Come and Have a Look at Yourself 24,000 Sunraysia Institute of TAFE Multicultural Community Garden 30,000 Swan Hill Rural City Council Swan Hill Community Planning 150,000 The Salvation Army Australia Southern Territory Social Work Northside Geelong Community Centre 275,000 Thoona and District Progress Association Thoona Memorial Hall – Facility Upgrade 39,300 Torquay RSL Sub Branch Torquay RSL Community Centre 40,000 Towong Shire Council Positive planning for Corryong and the Man from Snowy River 15,000 Legal entity Project name Grant amount Towong Shire Council Tallangatta Community Hub Feasibility Study 15,000 Victorian Council of Social Services VCOSS Statewide Training and Development Program 313,600 Warragul Community House Improvements to the Warragul Community House 8,000 Whitehorse City Council North Blackburn Community Hall 40,000 Whitehorse City Council Eley Park Community Hub Redevelopment 100,000 Windarring Central Highlands Association For People with Disabilities Planning and feasibility study for the Gisborne Parish and 30,000 Community Centre Woodside Public Hall Committee of Management Storage Room Extension Project 30,000 Wycheproof Community Resource Centre Wycheproof Children’s Precinct Project 15,350 Wyndham City Council Heathdale Hub Feasibility Study 17,500 Yackandandah Community Education Network yTALK – Pathway to a Vibrant Future for Yackandandah 5,000 Youth Affairs Council of Victoria Youth Voice Navigating the System 30,000 Total approvals 282,657,917

Note: Includes one withdrawal: $8,000 Warragul Community House.

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 153 04

Appendix 15: Summary of information available on request

In compliance with the requirements of the Ministerial Directions of the Minister for Finance, details in respect of the information items below have been retained by the department and are available to the relevant ministers, members of parliament and the public (subject to the freedom of information requirements, if applicable). However, in adopting best practice disclosure policies and to ensure the department discharges its accountability obligations, where relevant, details about some of the following matters have been disclosed within this report:

– A statement that declarations of pecuniary interests have been duly completed by all relevant officers of the department – Details of shares held by senior officers as nominee or held beneficially in a statutory authority or subsidiary – Details of publications produced by the department about the activities of the department and where they can be obtained – Details of changes in prices, fees, charges, rates and levies charged by the department for ts services, including services that are administered

To access any of the requested information listed above direct a written request to Casey Paterson, 1 Spring Street, GPO 2932V Melbourne VIC 3000. Department for Victorian Communities Contacts Barwon South Western Department of Planning and Community Development 6–8 Moorabool Street Geelong 3220 1 Spring Street Telephone: (03) 5215 6000 Melbourne 3000 Facsimile: (03) 5215 6099 Telephone: (03) 9208 3333 Facsimile: (03) 9208 3680 Department for Victorian Communities Web: www.dpcd.vic.gov.au Grampians 48 Sturt Street People and Community Advocacy Ballarat 3350 Deputy Secretary Telephone: (03) 5320 5922 Mr Terry Healy Facsimile: (03) 5320 5929

Local Government Employment and Adult Education Department for Victorian Communities Executive Director Loddon Mallee Ms Prue Digby 47–51 Queen Street Bendigo 3550 Corporate and Organisational Development Telephone: (03) 5410 5200 Executive Director Facsimile: (03) 5410 5299 Ms Louise Hill Department for Victorian Communities Strategic Policy Research and Communications Hume Executive Director First Floor 90–100 Ovens Street Ms Alison McClelland Wangaratta 3677 Telephone: (03) 5722 7100 Sport and Recreation Victoria Facsimile: (03) 5722 7109 Executive Director Dr Peter Hertan Department for Victorian Communities Gippsland Community Strengthening and Volunteering 33 Breed Street Deputy Secretary Traralgon 3844 Ms Gillian Miles Telephone: (03) 5174 7308 Facsimile: (03) 5175 0324 Community Strengthening and Volunteering Executive Director Information Victoria Mr Damian Ferrie 505 Little Collins Street Melbourne 3000 Aboriginal Affairs Victoria Telephone: 1300 366 356 Executive Director Director Ms Angela Jurjevic Richard Woodman

Citizen Access and Transformation Executive Director Ms Jane Treadwell

Youth, Seniors, Veterans and Disability Executive Director Mr James Maclsaac

Office of Women’s Policy Director Ms Fiona Sharkie

Victorian Multicultural Commission Director Mr Hakan Akyol

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 155 04

Public Entities Victorian Veterans Council 1 Spring Street Melbourne and Olympic Parks Trust Melbourne 3000 C/- Melbourne Park, Batman Avenue Telephone: (03) 9208 3228 Melbourne 3000 Facsimile: (03) 9208 3870 Telephone: (03) 9286 1600 Chairperson: Major General Peter Haddad AO (Ret’d) Facsimile: (03) 9650 2743 Chairperson: Mr Russell Caplan Victoria Grants Commission 1 Spring Street Melbourne Cricket Ground Trust Melbourne 3000 PO Box 175 Telephone: (03) 9208 3609 Melbourne 3001 Facsimile: (03) 9208 3577 Telephone: (03) 9657 8888 Executive Officer: Mr Colin Morrison Facsimile: (03) 9650 5682 Chairperson: Mr Paul Slape Chairperson: Mr John Wylie Victorian Institute of Sport Professional Boxing and Combat Sports Board Olympic Boulevard 1 Spring Street PO Box 12608 Melbourne 3000 A’Beckett Street Telephone: (03) 9208 3507 Melbourne 3000 Facsimile: (03) 9208 3517 Telephone: (03) 9425 000 Chairperson: Mr Bernie Balmer Facsimile: (03) 9425 0100 Chairperson: Mr Stephen Moneghetti Queen Victoria Women’s Centre Trust 210 Lonsdale Street Victorian Multicultural Commission Melbourne 3000 1 Spring Street Telephone: (03) 8668 8100 Melbourne 3000 Facsimile: (03) 8668 8111 Telephone: (03) 9208 3183 Chairperson: Catherine Brown Facsimile: (03) 9208 3147 Chairperson: Mr George Lekakis Shrine of Remembrance Trust GPO Box 1603M Melbourne 3001 Telephone: (03) 9654 8415 Facsimile: (03) 9662 9411 Chairperson: Mr John Taylor

State Sport Centres Trust Box 1, Aughtie Drive Albert Park 3206 Telephone: (03) 9926 1555 Facsimile: (03) 9926 1666 Chairperson: Mr Brian Lowrie

2007 World Swimming Championships Corporation Sports House Level 2, 375 Albert Road Albert Park 3206 Telephone: (03) 8866 2007 Facsimile: (03) 9682 5820 Chairperson: Mr Tony Beddison AO Business Enterprises

VITS Language Link 371 Spencer Street Melbourne 3000 Telephone: (03) 9280 1941 Facsimile: (03) 9280 1970 Chairperson: Dr John Nieuwenhuysen

ADULT AND COMMUNITY FURTHER EDUCATION BOARD C/- Level 3, 2 Treasury Place East Melbourne 3002 Telephone: (03) (03) 9637 2675 Facsimile: (03) 9637 2490 Chairperson: Ms Lynne Wannan

SPORT AND RECREATION CAMPS COMMITTEE OF MANAGEMENT INC. 1 Spring Street Melbourne 3000 Telephone: (03) 9208 3465 Facsimile: (03) 9208 3520 Chairperson: Dr Peter Hertan

CENTRE FOR ADULT EDUCATION 253 Flinders Lane Melbourne 3000 Telephone: (03) 9652 0611 Facsimile: (03) 9654 7840 Chairperson: Mr Frank King

Adult multicultural education services 255 William Street Melbourne 3000 Telephone: (03) 9926 4717 Facsimile: (03) 9926 4727 Chairperson: Graham Sherry

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 157 04

Disclosure Index

The Department for Victorian Communities 2006–07 Annual Report is prepared in accordance with all relevant legislation. This index has been prepared to facilitate identification of the department’s compliance with statutory disclosure requirements. Report of Operations Charter and Purpose LEGISLATION REQUIREMENT PAGE FRD 22A Manner of establishment and the relevant Ministers 8, 79, 125 FRD 22A Objectives, functions, powers and duties 12–14, 80 FRD 22A Nature and range of services provided 12–14, 80

MANAGEMENT AND STRUCTURE LEGISLATION REQUIREMENT PAGE FRD 22A Organisational structure 9

FINANCIAL AND OTHER INFORMATION LEGISLATION REQUIREMENT PAGE FRD 22A Operational and budgetary objectives and performance against objectives 41–65 FRD 22A Employment and conduct principles 68 FRD 22A Occupational health and safety 68 FRD 29 Workforce data disclosures 70–71 FRD 15A Executive officer disclosures 72, 126 FRD 22A Summary of the financial results for the year 73–74 FRD 22A Significant changes in financial position during the year 73–77 FRD 22A Major changes or factors affecting performance 73–77 FRD 22A Subsequent events 80 FRD 22A Application and operation of Freedom of Information Act 1982 134–135 FRD 22A Compliance with building and maintenance provisions of Building Act 1993 136 FRD 22A Statement on National Competition Policy 140 FRD 22A Application and operation of the Whistleblowers Protection Act 2001 140 FRD 25 Victorian Industry Participation Policy disclosures 136 FRD 22A Details of consultancies over $100,000 136 FRD 22A Details of consultancies under $100,000 136 FRD 12A Disclosure of major contracts 136 FRD 24A Reporting of office-based environmental impacts 137–139 FRD 22A Statement of availability of other information 146 FRD 10 Disclosure index 158–159 FRD 8A Budget portfolio outcomes 130–133 FINANCIAL STATEMENTS FINANCIAL STATEMENTS REQUIRED UNDER PART 7 OF THE FINANCIAL MANAGEMENT ACT 1994 LEGISLATION REQUIREMENT PAGE SD4.2(f) Model Financial Report 79 SD4.2(b) Operating Statement 75 SD4.2(b) Balance Sheet 76 SD4.2(a) Statement of Changes in Equity 119 SD4.2(b) Cash Flow Statement 77 SD4.2(c) Compliance with Australian accounting standards and other authoritative pronouncements 79 SD4.2(c) Compliance with Ministerial Directions 79 SD4.2(d) Rounding of amounts 89 SD4.2(c) Accountable Officer’s declaration 127

OTHER DISCLOSURES IN NOTES TO THE FINANCIAL STATEMENTS LEGISLATION REQUIREMENT PAGE FRD 13 Disclosure of parliamentary appropriations 122–123 FRD 9A Departmental disclosure of administered assets and liabilities 120–121 FRD 11 Disclosure of ex gratia payments 123 FRD 21A Responsible person and executive officer disclosures 125–126

LEGISLATION Freedom of Information Act 1982 134–135 Building Act 1983 136 Whistleblowers Protection Act 2001 140 Victorian Industry Participation Policy Act 2003 136 Financial Management Act 1994 79 Audit Act 1994 128 Local Government Act 1989 140 Aboriginal Heritage Act 2006 2, 136

DEPARTMENT FOR VICTORIAN COMMUNITIES ANNUAL REPORT / 159 Published by the Victorian Government Department of Planning and Community Development Department for Victorian Communities 2006–07 Annual Report

October 2007

Melbourne Victoria

Copyright © State of Victoria 2007

This publication is copyright. No part may be reproduced by any process except in accordance with provisions of the Copyright Act 1968.

ISSN 1448-899X

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Programme for the Endorsement of Forest Certification Schemes (PEFC) Forestry Stewardship Council (FSC)

Copies of this annual report are available electronically in Microsoft Word document and rich text formats. Copies are available at www.dpcd.vic.gov.au/about.htm or by calling (03) 9208 3760.