annual report Department of Premier and Cabinet Library: Departments of Premier & Cabinet Treasury & Finance > GPO Box 4379 > Melbourne Victoria 3001 ûf:t
State Government I CI1 1 "1D IM D* ^Tl'C^Çi/1*) of Victoria LLfW £¿«¿«»18 Iii I ha I hUiUiiil SSSCN OBJECTIVES The Government's Mission for Victoria in the Year 1998-99 was to:
deliver good honest government for all Victorians through leadership, fairness and consistent policy
increase jobs, business and educational opportunities for all Victorians
provide those quality services at local community level that underpin a secure, stable and safe society founded on the principles of respect and care, together with the recognition of the importance of the family in the future development of Victoria
manage the State's growing economy, along with change resulting from technological advance and the increasing globalisation of business, in a way that ensures all Victorians are able to cope with change and gain advantage from it
manage Victoria's natural resources in a sustainable way for the benefit and enjoyment of this and future generations
ensure that all government staff work in a rewarding environment which encourages skills and personal development and places paramount emphasis on responsive, high quality services.
This mission sets an overall framework for the operation of all agencies within the public sector.
The Department of Premier and Cabinet led the public sector in supporting the Government to achieve
its aims. Taking a whole-of-government approach in this role was a key feature of our operations.
THE DEPARTMENTS MISSION IS TO ASSIST THE GOVERNMENT TO CREATE SUSTAINABLE GROWTH AND A
VIBRANT, INNOVATIVE SOCIETY FOR ALL VICTORIANS BY LEADING IN POLICY ADVICE, IMPLEMENTING KEY
PROJECTS AND ACTIVITIES, AND PROVIDING HIGH QUALITY CULTURAL PROGRAMS, EVENTS AND VENUES.
WE AIM TO ACHIEVE OUR MISSION THROUGH A SET OF OBJECTIVES AND STRATEGIC DIRECTIONS WHICH CAN ACHIEVE AND IMPLEMENT THE GOALS OF GOVERNMENT:
contributing to the informed decision making of Government through the highest quality policy advice
working cooperatively with other agencies to assist them to achieve the goals set for them by Government
improving the lifestyle of Victorians through the management of initiatives such as the Arts 21 Strategy and the Community Support Fund, and through government involvement in major infrastructure projects
ensuring that Victorians are kept informed of key issues and that relevant government information Is easily available to all
acknowledging and promoting the benefits inherent in a multicultural, diverse society
promoting the interests of both metropolitan and rural communities in all Government activities
ensuring effective working relationships with Commonwealth, state and territory governments
ensuring effective relationships between Victoria and governments of other nations
maintaining an organisational culture within the Department that emphasises continuous improvement, the pursuit of excellence, and exemplary management of people k A
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INTRODUCTION Structure of the Report
Mission and Objectives This 1998-99 Annual Report, and the accompanying set
of financial statements, presents the year's work within Structure of the Report the Department of Premier and Cabinet (DPC). It covers The Department the work of our five divisions and units - Cabinet
1 Highlights of 1998-99 Office, Office of State Administration, Special Projects Unit, Arts Victoria and Multicultural Affairs Unit. SECTION 1: DEPARTMENTAL REVIEW The Report also contains the Annual Reports for 4 Report of the Secretary the offices of the Governor and the Chief Parliamentary 7 Summary of Goals and Achievements Counsel, and it profiles the work of the other portfolio agencies - the offices of the Ombudsman 12 The Year in Review and Commissioner for Public Employment. 16 Corporate Governance
19 Internal Management IBBIB^^H
SECTION 2: OUTPUT GROUP REPORTS gives a brief overview of the report and its contents, the Department and its aims, and the highlights of 1998-99. 30 1 - Strategic leadership 42 2 - Reengineering business systems HJHHHSiffifl^^
44 3 - Protocol and events management spells out from several perspectives our strategic objectives and key achievements. 46 4 - Community Support Fund Report of the Secretary outlines the Department's 48 5 - Government information and communications work at a broad level. It illustrates the whole-of-government perspective and cooperative nature of our work. 50 6 - Multicultural affairs Summary of Goals and Achievements reports against the 54 7 - Implementation of Arts 21 nine broad objectives through which we achieve our Mission. These are drawn from the longer term strategic directions in 64 8 - Advice and support to the Governor our Corporate Plan and the Government's Mission.
68 9 - Legislative services Year in Review reports on output groups specified in the 1998-99 Budget Estimates (in Budget Paper No. 3) and in 10 - Ombudsman complaints resolution 71 our Business Plan. This is in line with reporting requirements under the Financial Management Act 1994. 74 11- Public sector employment Strategies to help the Department conduct its internal affairs APPENDICES are reported within Corporate Governance and Internal Management. 78 Acts of Parliament
82 Regulations
83 Freedom of Information considers our performance in more detail. The focus is the 84 Community Support Fund approvals product itself, our customers and the results achieved, rather than - as in earlier years - the ways and means of production. 88 Consultancies The basis is the eleven output groups specified for the 89 Non-current physical assets Department of Premier and Cabinet and its associated portfolio agencies. Their responsibilities include global 91 Compliance index issues, specific areas and the work of portfolio agencies. Outputs may reflect the work of a single business unit or of 92 Other information one unit in association with other agencies.
93 FINANCIAL REPORT The report measures what has to be done ('Our work') against results through 1998-99 ('Our performance'). 124 INDEX We indicate our performance against targets and we 126 CONTACTS continue to work on better systems of measurement. F
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TKE DEFAOTHEENT
The Department of Premier and Cabinet is one of eight departments within the Victorian Public
Service. It reports to the Premier and its work reflects the Premier's widespread responsibilities
as Premier of Victoria, and also as Minister for Multicultural Affairs and Minister for the Arts.
Our Work
• coordination and implementation of Government policy, particularly in areas affecting the Government as a whole
• issues relating to Victoria as a vibrant, multicultural society
• an emphasis on the arts and cultural activities through implementation of Arts 21
Our Profile
^^HTITÌVTIVXHSB mmm DPC staff 304 263 15.6
DPC budget $mill $mill
DPC budget 356.6 382.6 (6.8)
provision of outputs 216.0 197.5 9.4
net addition to asset base 140.6 185.1 (24.0)
DPC operating results $mill $mill
net cost of services 382.8 351.1 9.0
net Government revenue 418.3 373.6 12.0
increase in net assets 35.5 22.5 57.8
Arts Victoria and the arts agencies account for 94.8 per cent of the DPC capital budget for the major program of works associated with institutions such as the Museum, National Gallery, State Library and Victorian Arts Centre UBÄARV: 1>PC & DTF p W m B m ^ | ^ f> * ^ p ^ ^ » » «* /T «v lilWiiaLk*!..! I vl W * mS" U Jt 1 5 JUL 2004 '
• Coordination of Government response to emergencies: Level 5, 1 Macar hur Street East Melbourne Vic 3002 - Longford gas explosion: Central Government Response Centre
initiative to be a permanent feature of emergency arrangements
- help in setting up the Longford Royal Commission
- the Gippsland floods: $72 million assistance measures
• Rural and regional policy - a new Strategy for Victoria, with five
Regional Forums and $19 million of initiatives
Community based Regional Forums emerged
• Combating drugs - coordination of $100 million Turning the Tide
strategy and initiation of national Leaders' Forum on illicit drugs
• Infrastructure development
- Federation Square and $700 million revitalisation of arts cultural
institutions progressed, for completion by 2001
- $17 million to upgrade regional performing arts centres
- Immigration and Hellenic Antiquities Museums opened
• Community Support Fund help - $141.3 million in
69 grants of local and State-wide benefit, up from
$54.5 million for 46 grants in 1997-98
• Better delivery of multicultural services
- improved data will help in the planning and
delivery of services to multicultural communities Victorian's new Immigration and Hellenic Antiquities Museums, funded through the • Multicultural communications - new policy Community Support Fund, may be visited at the Old Customs House in Flinders Street. improves communication so all Victorians can The Director showed two Fund staff around (see pp 47, 57) find out what is available from Government libî^Wfe:
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Smoke rises from three fires -caused by a series of explosions at Esso's Longford gas plant. Photo by Scott Whitton, The Herald Sun (report at p 39) annual report Department of Premier and Cabinet , -
SECTION ONE: DEPARTMENT REVIEW The past year has been a challenging one for the Other areas where the Department played a coordinating Department of Premier and Cabinet. whole-of-government role and worked in partnership with other agencies are the Greenhouse Action Plan, the Action Our work has ranged across a broad canvas. In addition to Plan for Women and the $100 million Turning the Tide the ongoing task of providing timely, accurate and drugs strategy. thoughtful advice to the Premier, it has included coordinating the Government's response to emergencies and coordinating strategic planning for Government across Cultural infrastructure and major project Victoria. Major projects in the cultural arena are well under development way. Important work has been done on the Government's The building program of new and redeveloped cultural behalf at national and international levels. We have facilities, Arts 21, continued through 1998-99. Arts 21 continued to explore better ways of working together. aims to ensure enduring, world-class cultural institutions in Victoria, and to give all Victorians access to the arts.
Coordination of emergencies Construction of the $275 million Melbourne Museum is almost completed, and will soon enter the fitout stage. Floods in East Gippsland affected nine per cent of With the refurbished Royal Exhibition Building and the new Victoria's land mass. These floods, coming on top of four IMAX Cinema, this area of the Carlton Gardens forms a years of drought, created significant social, environmental major new cultural precinct. Temporary closure of the and economic challenge for the people and institutions in National Gallery of Victoria at 30 June 1999 to undergo a East Gippsland. The Department helped coordinate the $136 million transformation, and the State Library's immediate response to this serious emergency, and continued redevelopment, were among the other activities assisted departments to develop medium and longer term for the year. This $700 million infrastructure program policy responses. requires careful coordination by the Department, through Arts Victoria. The explosion at Esso's gas processing plant at Longford killed two workers, injured eight others and had a Across the State, the first round of a $17 million grant significant impact on the supply of natural gas to Victorian over four years was allocated to the upgrading of regional consumers. As soon as the extent of the emergency performing arts centres. became known, the Department formed and coordinated the operation of the Central Government Response Centre. Federation Square began to take shape under a steering This was formed to enable a rapid response by committee chaired by the Department. Completion of work Government to the many issues resulting from the major on the 3.8 hectare site in central Melbourne is scheduled disruption to gas supplies. The lessons learnt have for January 2001, in time for the program of celebrations become a permanent feature of the State's emergency associated with the Centenary of Federation. The Museum management arrangements. of Australian Art at Federation Square will be Australia's first major gallery containing only Australian art.
The opening of the Immigration Museum and Hellenic Coordination across Government Antiquities Museum at the Old Customs House recognised the extraordinary contribution to the life of Victoria made Providing broad leadership of the public sector is one of by the enormous diversity of people who have chosen to our principal roles and was reflected during the year in our come here. It also required major contributions from nearly attempts to make major advances in policy issues. all of our divisions and units. Victoria's new Rural and Regional Strategy is an example. The Government's objectives included the importance of Involvement at national and international level promoting the interests of metropolitan and rural communities in all Government activities. During the year In setting its aims the Government recognised that the Department of Premier and Cabinet coordinated a new changes such as the increasingly global economy will have process that saw all Departments, business and the a substantial impact on Victoria, in particular, the need to community working together on rural and regional issues. be able to respond quickly to rapid changes in the external Five Regional Forums were established to develop vision environment. The Department's own objectives recognise and action plans for the next decade. From these emerged the need for a broader perspective by aiming to establish a Rural and Regional Strategy that extends to 2011 and and maintain effective relationships with governments at beyond. The $19 million Strategy is now in place and the all levels: other states and territories, the Commonwealth Department of State Development is responsible for its and overseas. This involves a lead role where appropriate, implementation. to advance Victoria's interests. D Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP
The Department participated at national level during the • Productivity Commission Health Working Group year in supporting the Premier in meetings such as the • Safe Food Reference Group Leaders Forums and Premiers Conferences. Victoria • Senior Officers Coordinating Committee initiated a Leaders Forum on illicit drugs, drawing on our experience with Turning the Tide. This led to agreement During the year I have taken every opportunity to meet as between all states and territories on a more consistent many people as possible within the VPS, to learn from approach in areas of drugs policy. them and to discuss how we can best work together. This has included making many presentations across the VPS As the Department's Secretary, I chaired the State and and visits to individual agencies. Communication within Territories Senior Officials Meetings in this national body's the Department has been aided by the introduction of first full year of operations and the Department provided monthly meetings with branch heads and quarterly its secretariat. The role of this group is to create a forum meetings with all DPC staff to discuss current issues. for discussion and action by the states on matters of mutual interest. This forum achieved significant progress on key issues affecting the states and territories. The The Department's staff Department also chaired the Energy Markets Group, with its focus on reform of the energy sector. I have been very proud of the Department's work in my first full year as its Secretary. The Executive has continued Relationships with our near neighbours continued to to work well as a collegiate group, bringing together the develop through some innovative and important views and interests of the Department's various elements. arrangements. A Memorandum of Understanding signed This was assisted by a relatively stable executive, changed between Arts Victoria and the National Arts Council of only by the arrival of Jamie Carstairs who replaced Singapore has already borne fruit with cultural projects. Meredith Sussex as Head of Cabinet Office and by the A nutritional supplement for infants, 'Vita Victoria' is part retirement of Mike Harrington. I would like to pay tribute of an assistance program formalised with Indonesia. here to the contribution of Meredith, who now leads the Office of Training and Further Education. Meredith was Head of Cabinet Office for three years and made an outstanding contribution to the work of the Department Better ways of working together during that period. I would also like to pay tribute to Mike Harrington, who is on long service leave, after 35 years Arrangements for advising the Premier, supporting the service, prior to retiring from the public service. During his Cabinet and leading the public sector on issues of interest most recent three years at DPC, as Head of the Special have evolved further during the year. Chairing the State Projects Unit, Mike bought experience, energy and intellect Coordination and Management Council (SC&MC) and to both the Department and the Executive. establishing the Executive Forum for senior executives were important steps in achieving better relationships. We continue to have the Department's core values of Recognising the vital importance of ensuring the continued excellence, belief in ideas, integrity, collaboration and supply of high calibre staff across the Victorian Public respect for the process of government accepted, and Service (VPS), the SC&MC continued to consider how to applied, by all staff. Through the ongoing development of promote professional development across the VPS. the human resources strategy we aim to ensure that staff The Department has an important role in coordinating with these qualities will be attracted, developed, rewarded cross-portfolio activity, particularly when an important and retained. government policy requires input from a number of My thanks go to all staff for their commitment, enthusiasm departments or agencies. and sheer hard work during 1998-99. Their contributions During the year, the Department chaired the following have underpinned the delivery of advice, administration and committees of this type: leadership during another demanding year.
• Central Government Response Committee • Community Safety Working Party • Environment Protection and Biodiversity Conservation Steering Committee and Working Group • Federation Square Shareholders Forum • Gene Technology Regulation Contact Group • Greenhouse Steering Committee and Contact Group • Health Projects Working Party • National Heritage Strategy Working Group Bill Scales, AO (Secretary) OFFICE OF GOVERNOR — Official Secretary OFFICE OF THE PREMIER - Chief Of Staff Charles Curwen CVO OBE > Ms A Cronin . CHIEF PARLIAMENTARY — COUNSEL Rowena Armstrong, QC
OMBUDSMAN Barry Perry
COMMISSIONER FOR — PUBLIC EMPLOYMENT Peter Salway SECRETARY TO THE DEPARTMENT
VICTORIAN MULTICULTURAL — COMMISSION - Chairperson Stefan Romaniw PARLIAMENTARY • SECRETARY ; OF THE CABINET, 1 FIRST ASSISTANT Hon R Varty MLC SECRETARY ; • SECRETARY * OFFICE OF STATE MULTICULTURAL ADMINISTRATION AFFAIRS UNIT * »r— ceo"**«!* $pSreg Hyams¿§ Ik. John Unger PARLIAMENTARY ©CORPORATE Ï SECRETARY ' IL. SERVICES  TO THE PREMIER Arts Infrastructure Government & Government Wt CENTRE '^Ê Hon W Forwood MLC & Resources Secretariat Information VDeborah Clark't & Communication E; blRECTOR Arts Agencies Economic Policy & Executive Services Protocol P?-PROJECTS:^ Strategic Policy & Special Events Development THE MINISTER * & Research & Touring Mike Harrington Corporate Strategy & ASSISTING PREMIER Research, Organisation Social Policy Governance ON.MULTICULTURAL & Millennium Resources Community - AFFAIRS Major Projects & Infrastructure Support Fund Hon P Honeywood MLA
Marketing Government & Communications Legal Policy, Planning PARLIAMENTARY-' & Leadership SECRETARY TO THE PREMIER, MINISTER FOR THE ARTS i Public Record Office Victoria •Mrs Li Elliott MLA, f Objectivé One
Output Group: OUR OBJECTIVE: 1 (ref: pp 30-41)
Unit involved: Cabinet Office
Identify major strategie Effective coordination of the Government Effective administration in caretaker issues facing Victoria and response to two major emergencies and period of State election; advise and develop responses assistance in the establishment of the support an incoming government Longford Royal Commission
In conjunction with Treasury and Finance, Lead development of National promotion of national tax reform and reform Competition Policy in context of of Commonwealth State financial arrangements reviews for 2000
Victorian Greenhouse Action Plan launched Identify measures to reduce and projects commissioned including study of greenhouse gas tradeable emission permits Assist in the deregulation of the dairy industry
A new approach to rural and regional policy Develop framework to regulate gene for Victoria providing a significant role for technology and its products communities within regions
Coordination of the $100 million Turning the Evaluate and advise on a strategy to Tide drugs strategy which is at leading edge address the problems of drugs In our of national drug reform community
1
Output Groups: OUR OBJECTIVE: .J,- i I „• ; ',-H Hit rj OF VIS 1, 3, 4, 7 (refs: pp 30-41, ; ¡'h ÜU' • •Ï 44-47, 54-63) : ts
Units involved:
Cabinet Office Progress the major cultural Immigration Museum and Hellenic Antiquities Completion of the Planetarium and Arts Victoria infrastructure projects in Museum opened as work on other major Victorian Archives Centre, with overall Melbourne and regional cultural infrastructure projects progressed program largely complete by 2001 Community Victoria Four-year $17 million major upgrade for Support Fund regional performing arts centres began, improving access to arts events across Protocol and Victoria Special Events Progress the major urban Development of Federation Square proceeded, Ensure successful completion of Infrastructure projects under steering committee chaired by Department CityLink and Docklands projects
Manage the Community More than $141 million approved for new Increase public awareness of the Fund Support Fund to benefit projects and programs and its requirements the community $21 million approved over next three years for initiatives to address problem gambling
Manage the Government's Development and launch of the program of Deliver millennium celebrations across involvement in special civic and cultural events to help all Victorians Victoria in partnership with the events celebrate the new millennium and Centenary Melbourne Festival and local of Federation communities and publicise these and Centenary of Federation events
More than 300 000 people visited Victoria's Ensure that events in Victoria related major Infrastructure projects during the four to the Olympic Games are successful years of the Access 2001 Open Weekend Output Groups: OUR OBJECTIVE: 5, 6
(refs: pp 48-53)
Units involved:
Government Provide policy and Comprehensive new multicultural Trial cooperative service delivery Information and guidelines in publishing and communications policy gained support across models in regional Victoria Communication communications at best the public sector practice standard Multicultural Design and conduct of communications Establish best practice models for course raised public sector skills and communications activities Affairs understanding
Develop and implement an A new electronic bookshop for products and accessible electronic services allowing access by all Victorians bookshop system
Improve the Government's Redesigned home pages gave the public Integrate the intranets of the home pages on the Internet greater access to government, at Government and departments and its Intranet service www.vic.gov.au
Manage the Victorian Further expansion of the on-line service Develop a Victorian Government Government Directory made for easier contact within the public Directory entry for the Internet on-line sector
Objective Fou 1 Output Group 6 - OUR OBJECTIVE: Multicultural Affairs
(ref : pp 50-53) "Y
Units involved:
Multicultural Affairs Unit Promote full participation Initiatives giving greater public access to Support implementation of the by ethnic groups in all government information, particularly in Government's ethnic communications Victorian aspects of community life regional Victoria, better informed Victorians policy
Multicultural Two state youth conferences brought together Commission potential future leaders and current issues
Improve the efficiency and Endorsement of nationally consistent cultural Implement specific initiatives on effectiveness of service and language indicators provides a better completion of the Government delivery basis for planning and service delivery Response to the Multicultural Victoria Inquiry
Make better use of Meetings and consultations with ethno-speclflc Establish a leadership forum for workforce and business chambers of commerce and youth groups women from diverse backgrounds community talents and identified issues of interest and concern knowledge Office of Business and Skills Migration established to attract more skilled migrants
Working with the local communities and service providers assisted the Kosovo refugees to cope in Victoria's safe havens
S Objective Five Ï OUR OBJECTIVE: Output Groups: 1, 4, 5, 6, 7 (refs: pp 30-41, 46-63)
Units involved:
Cabinet Office Develop approaches to A Rural and Regional Strategy extending to Ensure that the responsibility for the achieve sustainable 2011 was developed for Victoria, with five Strategy and Forums are effectively Community development for all community based Regional Forums having transferred to the Department of State Support Fund Victorians significant responsibilities Development
Touring Victoria and the Regional Arts Fund Government provided complementary approaches to arts Information and activities in the regions Communication Ensure that local interests Worked with communities and businesses to Develop partnerships in all sectors to are accommodated in further develop the operations of self- address community safety, crime Arts Victoria planning for the delivery of governing schools and with the Victoria Police prevention and community building local services towards local priority policing capacity Multicultural Affairs Projects with strong local support and Promote the Community Support Fund commitment became a focus of Community through direct access to the Support Fund grants community
Extension of the outreach program to new areas increased the public's awareness of Government and Its services
Objective Six 3 OUR OBJECTIVE: Output Groups: 1, 2, 3, 4, 5, 6, 7 (ref: pp 30-63)
Units involved:
Cabinet Office Redevelop core business Electronic management of Cabinet and Develop a Management Information systems to improve the legislation business systems fully System to improve internal State work of government Implemented and integrated management Administration
Achieve excellence in Revision of the Performance Management Complete and implement a new HR Arts Victoria managing DPC knowledge System recognised consistent good Strategy assets performance Multicultural Concept of continual learning fostered by Implement and assess the Affairs developing a strategy for professional professional development strategy and development its outcomes Special Projects Strengthen our critical Central Government Response Centre a Implement the new arrangements at response capability permanent feature of emergency very short notice, if needed management arrangements
Best practice Business Continuity Plans to Test Plans to minimise Impact of any manage Year 2000 problems emerging Year 2000 problem Seve ] Output Groups: OUR OBJECTIVE: ™ li In T 1, 2, 3, 4, 5, 6, 7 BY G¡'. (ref: pp 30-63)
Units involved:
Cabinet Office Forge partnerships with The Executive Forum for senior executives Implement the model for executive other government and workplace and succession planning to development State organisations to develop a foster supply of managers at senior level Administration collaborative approach Work with Department of Treasury and Maintain leadership and vision across Finance assisted reform of the taxation the VPS through Secretary's forum - Arts Victoria system and franchising of public transport SC&MC Multicultural Worked with relevant agencies on the major Encourage staff to work across Affairs urban infrastructure projects of CityLink and boundaries Docklands Special Projects
Objective Eight J OUR OBJECTIVE: i, Si E Output Groups: 1, 3 (refs: pp 30-41, 44-45)
Units involved:
Cabinet Office Ensure Victoria has a Initiated and chaired the State and Territories Continue active involvement in these constructive relationship Senior Officials Meetings, addressing issues meetings Protocol and with other governments such as health reform, environmental Special Events within Australia which regulation and the Republic Referendum promotes our interests and role as a national leader Initiated national Leaders Forum on Illicit drugs, Ensure Victoria is positioned for the reaching agreement on a more consistent future national debates approach to drugs policies across Australia
Maintained Victoria's leading role nationally Develop NCP in the context of reviews iri National Competition Policy, ensuring scheduled for 2000 receipt of full payment from Commonwealth
Objective Nine 1
OUR OBJECTIVE: ¡1 Sill Output Groups: 1, 3, 7 (refs: pp 30-41, 44-45, 54-63)
Units involved:
Cabinet Office Identify opportunities to Agreement during Premier's visit to Indonesia Ensure successful China visit in 20th advance Victoria's interests on help by Victoria, particularly food aid and anniversary of Sister State relationship Protocol and through agreements with assistance with process of government reform for Victoria and Jiangsu Province Special Events overseas governments Memorandum of Understanding with Increase the focus on international Singapore for cultural exchanges provides an affairs and the profile of Victorian Arts Victoria international focus to the delivery of Arts 21 artists
Improve Victoria's profile to Thirty four official visits to Victoria Take strategic advantage of visits overseas visitors through successfully organised and coordinated, with during the Olympic year to showcase more focused programs for a most half of the engagements directly Victoria visits related to Victoria À LEADERSHIP IN PARTNERSHIP
Structure and Functions
The Department of Premier and Cabinet and its Secretary Victoria, the State Library of Victoria, the National Gallery of are responsible to the Premier, who is also the Minister Victoria and the Geelong Performing Arts Centre), and for the Arts and the Minister for Multicultural Affairs. The involves planning and performance monitoring for these and Department advises the Premier on matters affecting the other major cultural organisations. It plays an important role Government as a whole and on issues specific to areas of in the arts industry in areas such as assistance and his portfolio. It manages initiatives across the portfolio, development programs, policy development and research. assists the Cabinet and Executive Council and fosters Arts Victoria also is responsible for the Millennium and relationships with other governments. It also manages and Centenary of Federation Victoria Secretariat. delivers a range of services to the people of Victoria. These include allocation of funding to assist arts industries, ethnic and community groups, the management and development The Corporate Services Centre (CSC) was formed in January of cultural institutions, and delivery of services in areas of this year through the consolidation of the former Corporate special concern to the Premier. Resources Agency which provided a range of corporate support services to DPC and the Department of Treasury and The Department in 1998-99 comprised five divisions and units Finance (DTF) and residual corporate services of DTF. Headed • the Cabinet Office by Deborah Clark, it provides a broad range of corporate • the Office of State Administration services to the two Departments and their portfolio agencies • the Special Projects Unit in a shared services model. • the Multicultural Affairs Unit • Arts Victoria Support across the portfolio It also supports a number of portfolio agencies.
The organisation chart at p 6 shows this structure. The Department provides some administrative advice, services and support to the Premier's Private Office. It also The Cabinet Office, headed by Jamie Carstairs, works to provides some assistance to a range of other holders of coordinate and analyse policy advice from all parts of office and to four agencies which form part of the portfolio: Government for the Premier and the Cabinet. It initiates and Office of the Chief Parliamentary Counsel (OCPC), Office of implements policy advice, and manages one-off projects as the Governor, Office of the Ombudsman, and Office of Public requested by the Premier. Within a client and issues-based Employment. These have specific responsibilities relating to structure, the focus is on matters of social and economic the nature of their operations, and although they are policy, resources and infrastructure, government, and independent statutory bodies, the Department provides strategic policy and research. The Office also provides legal assistance and resourcing. advice to the Premier, the Secretary and departments, and a secretariat for Cabinet.
The Office of State Administration, under Greg Hyams, is Leadership responsible for Government information and communications, protocol and special events, and corporate strategy and The Department is led by the Secretary, who is responsible governance across the portfolio. It manages the Community for the conduct and management of the Department. The Support Fund through a business unit that oversees the Secretary, Mr Bill Scales, AO, is responsible for the distribution of gaming machine revenue to projects and Department's operations to the Premier in his three offices programs of lasting benefit to the people of Victoria. of Premier, Minister for the Arts and Minister for Multicultural Affairs. The Secretary is also appointed by the Premier. The Special Projects Unit, through Mike Harrington, has managed projects to redevelop the Government's Cabinet, Staff working for DPC are employed by the Secretary. The legislation and Parliamentary business systems. With this Department's 24 Executive Officers include the senior work complete, the Unit was disbanded on 30 June 1999. officers of these five divisions and units. With the Secretary, these five staff members make up the DPC Executive. This The Multicultural Affairs Unit, led by John Unger, advises the body meets weekly to consider, and reach consensus on, Government and its agencies, as well as national and local issues spanning divisions or that hold joint interest. The bodies, on immigration, settlement, community relations and Commissioner for Public Employment and the CSC's Chief multicultural affairs. Executive Officer also attend these meetings.
Arts Victoria, directed by Lesley Alway, implements the Government's arts policy, Arts 21, which aims to position Victoria as the 'State for the Arts'. The Arts portfolio includes the arts agencies (the Victorian Arts Centre, the Museum of THE YEAR IN REVIEW REPORTS ON THE SEVEN OUTPUT GROUPS COVERING THE WORK OF THE DEPARTMENT OF PREFER AND CABINET DURING 1998-99. THE OUTPUT GROUPS ARE THOSE SPECIFIED IN THE BUDGET ESTIMATES. THESE FOSM THE BASIS OF REPORTING OUR PERi0^4f.'CES ACAi.'iST TARGETS UKD5R THE iV TS OF THE WW«. M^Ci'iiNT ACT. THIS LEVEL OF REPORTING IS mn DETAILED THAN UNDER THE Si ' OF GOALS ANS AtW\ mm, WHICH FOCUSES ON THE BROPDER OBJECTIVES FOR THE DETRIMENT SET IN THE CONTEXT OF THE OVERALL OBJECTIVES OF THE G0VF.^¥ENT
Hilll-IIIHlüln-Mj Strategic Leadership (pp 30-41)
Objective Outlook
Provide policy advice to the Premier on all matters Ensure effective administration during election campaign affecting Victoria and to ensure the development, and support to incoming government. Position Victoria coordination and implementation of Government policy. at national level through its meetings at state, territory and Commonwealth level on key issues such as taxation reform and greenhouse policy. Enter partnerships to Performance address problems such as community safety, and address new issues such as regulation of gene technology. Led the public sector through the State Coordination and Management Council. Established the Executive Forums and promoted executive development as a major strategic challenge facing the VPS.
Coordinated the Government's response to two major emergencies, the Longford gas explosion and the Gippsland floods.
Worked with other agencies in vital areas as diverse as reform of the taxation system, CityLink and greenhouse. Assisted with the collaboration between Departments, business and local communities to produce the Rural Advice meets relevant and Regional Strategy. quality standards 100% 85% Victoria continued to contribute to National Competition Provision of support services Policy and took a lead role nationally in drug reform and health reform. Victoria initiated the establishment of to Ministerial leadership 19 836 hrs 19 707 hrs State and Territories Senior Officials Meetings to enable FOI applications processed 13 19 States and Territories to discuss and act systematically on issues of common interest. Statutory time limits met 90% 90%
At international level, the Department helped with the development of an innovative assistance program for ii Ml 1 iia^H^H K^iHiTiTi» m:uiiiiii): Indonesia. Total Operating Expenses (30 796) (34 489)
Total Operating Revenue 38 1645
Net Cost of Service (30 758) (32 844)
Net Government Revenue 39 890 35 015
(Appropriations less amounts to Consolidated Fund)
Increase (Decrease) in Net Assets 9 132 2 171 Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP
Re-engineering Business Systems Protocol and Events Management (pp 42-43) Services (pp 44-45)
Objective Objective
Redevelop the Government's Cabinet, Parliamentary Provide superior protocol and events management and legislation business systems. support to the Premier and Government.
Performance Performance
Full implementation of an automated system, Cabnet, Public attendance exceeded targets at special events for managing the Cabinet agenda and briefings and involving Government, including Australia Day activities integration with the Legislation Document Management and the World Cup street parade for Australia's cricketers. System (LDMS) for drafting and publishing of legislation. Events such as the President's Cup and the International A new communications network linked all Members of Sailing Championships boosted international Parliament and their electorate offices with other areas recognition for Victoria. of government and with the community. A successful program of official visits to Victoria included Further enhancements to the LDMS, with public online a higher proportion of visitor engagements directly access to legislation and The Law Today - a world first in related to Victoria's interests. providing immediate active access to current legislation.
Outlook Outlook Ensure the success of arrangements associated with This work has been completed and management Olympic-related events to be held in Victoria. Direct responsibility for the new systems assigned elsewhere. attention to the Australia Day program under a new Chair, and to celebrations of the Centenary of Federation.
Connected users of Cabnet 250 250 Support from general public for special events 95% 95% Satisfaction of Cabnet users 90% 100% Media coverage of special events Offices of MPs connected to new in major outlets 65% 80% communications network 132 111 Official visitor engagements directly LDMS functions and services 350 350 related to Victoria 50% 55%
Total Operating Expenses (4193) (1535) Total Operating Expenses (2 216) (2 216)
Total Operating Revenue 2 607 10 Total Operating Revenue 0 37
Net Cost of Service (1586) (1 525) Net Cost of Service (2 216) (2 179)
Net Government Revenue 742 2 254 Net Government Revenue 2 463 997
(Appropriations less amounts to Consolidated Fund) (Appropriations less amounts to Consolidated Fund)
Increase (Decrease) in Net Assets (844) 729 Increase (Decrease) in Net Assets 247 (1182) f - 1 V-- i .iL.,. ¿ ¿; à k-
UlJIHííUUJlil Government Information and Community Support Fund (pp 46-47) Communications (pp 48-49)
Objective Objective
Better practice assessment and management of grant Improve communications techniques and information applications and maximum awareness of the Fund's across Government and with the public. grant activities.
Performance Performance Approval for $141.3 million for 57 new projects, Development of a comprehensive multicultural programs and the extension of 12 Turning the Tide communications policy to help Departments in their initiatives to provide benefits at both the local level communications with Victoria's multicultural and across the State. In 1997-98, $54.5 million was communities. approved for 46 grants. Better access throughout Victoria to Government Approval for $21 million to be spent over next three information through initiatives such as the new years to address problem gambling. Government website and the on-line electronic bookshop. Awareness increased through presentations to local Further expansion of the outreach program, including communities and councils and attendance at opening visits to regional shopping centres. ceremonies for funded projects.
Outlook Outlook
Further improve processes for targeting and evaluation Bring the Victorian Government Directory on-line for of applications, to help manage expectations in the public access. Improve communication within community and to attract applications for projects and Government through integration of intranets. programs which better fit the CSF's eligibility criteria.
iMMiiiim Grant applications processed Public contacts per officer per day 25 30
Effective project monitoring Telephone call drop out rate <5% <3.65% and evaluation 100% 100% Satisfaction with Public awareness events 15 43 communications programs 80%
Projects recognising Policy, standards and guides Fund's contribution 100% 100% - milestones achieved 90% 90%
ïïlHI)! îTîTîT lïïnïïïïi n TUS)! Total Operating Expenses (82 666) Total Operating Expenses (9 703) (4 319) (85 303) Total Operating Revenue 6 767 Total Operating Revenue 2 787 1 799 6 797 Net Cost of Service (75 899) (78 506) Net Cost of Service (6 916) (2 520)
Net Government Revenue 82 907 95 741 Net Government Revenue 6 877 2 782
(Appropriations less amounts to Consolidated Fund) (Appropriations less amounts to Consolidated Fund)
Increase (Decrease) in Net Assets 7 008 17 235 Increase (Decrease) in Net Assets (39) 262 Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP
RB Implementation of Arts 21 (pp 54-63) Multicultural Affairs (pp 50-53)
Objective Objective Implement the Government's arts policy, Arts 21, and Lead and coordinate actions that recognise Victoria's provide leadership, policy advice and service delivery to multicultural community and the benefits of cultural position Victoria's cultural sector. diversity.
Performance Performance Further development of a cultural infrastructure base in a Endorsement by the national council of ministers of an $700 million revitalisation program to support Victoria as initiative for nationally consistent cultural and language an international centre for the arts and offer all its indicators will lead to data suitable for planning and residents the opportunity to experience quality events. service delivery. Opening of the Immigration Museum and Hellenic Focus on improving communications with the public Antiquities Museum. benefited regional Victoria through specific measures to increase knowledge of available services. Development and announcement of major program of events celebrating the millennium and Centenary of Federation. Meetings with affected communities while preparing safe havens for Kosovo Albanian refugees were valuable in Signing of Memorandum of Understanding with Singapore fostering harmony and cooperation. enhanced our cultural links.
Outlook Outlook Continued work on the major cultural infrastructure Implementation of specific initiatives on completion of projects and $17 million upgrade of regional performing the Government Response to the Multicultural Victoria arts centres. Deliver the millennnium celebrations, and a Inquiry. Further improve access to Government new policy framework for the next decade. information with a guide on the operations of smaller agencies and through further work as part of the Two year action plan for women. Service and funding agreements for arts agencies 6 6 rarawsi Agency major projects 8 8 Briefs provided to MPs 300 404 Contracts with non-government Bulletins/service guides published 4 5 sector clients 99 134
Program advice meets milestones 95% 95% Client satisfaction 82%
Grant funds allocated $750 000 $750 000 Planning projects
ULIUuli Total Operating Expenses (2 776) (2 896) Total Operating Expenses (256 448) (225 467)
Total Operating Revenue 2 26 Total Operating Revenue 2 872 1 270
Net Cost of Service (2 774) (2 870) Net Cost of Service (253 576) (224 197)
Net Government Revenue 3 261 2 813 Net Government Revenue 273 250 226 968
(Appropriations less amounts to Consolidated Fund) (Appropriations less amounts to Consolidated Fund)
Increase (Decrease) in Net Assets 487 (57) Increase (Decrease) in Net Assets 19 674 2 771 The Executive
WILLIAM (BILL) SCALES, AO, became Secretary in March 1998
This appointment followed almost six years as Chairman of the Industry Commission, the independent statutory authority that was the Australian Government's major review and inquiry body on industry and micro-economic policy issues. While its Chairman, Mr Scales conducted public inquiries on topics ranging from workers' compensation to winegrapes and wine. He also chaired Commonwealth and State Steering Committees charged by the Council of Australian Governments (COAG) to produce performance data on Government business enterprises and Government service providers in areas such as health, education, justice and aged care.
Before this Mr Scales, who has a Bachelor of Economics degree from Monash University, was Chairman and Chief Executive of the Automotive Industry Authority. In this capacity he oversaw the Mr William (Bill) Scales, AO restructuring of Australia's passenger motor vehicle industry.
He has served on the boards of organisations including the Melbourne Institute of Applied Economic and Social Research, Melbourne's Western Hospital, Moorabbin College of TAFE, the Council on Business Regulation and the International Advisory Council for the Johns Hopkins Universities Research Program into the not-for-profit sector.
He chairs the State Coordination and Management Council and the Energy Markets Group. In 1998-99 he was the inaugural chair of the State and Territory Senior Officials' group. This brings together the heads of Premiers' and Chief Ministers' departments and cabinet offices to address issues of mutual interest to the states and territories.
In 1993 he was made an officer of the Order of Australia for services to industry.
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The Department's Senior Executive: Standing (I to r) Mike Harrington, Jamie Carstairs. Seated (I to r) John Unger. Lesley Alway, Bill Scales, Greg Hyams. Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP
Senior Executive
C" : Jamie Carstairs T rC i * I <*>' *m
has held his current position since January 1999. He joined the Department in March 1997 as First Assistant Secretary, Economic Policy. Jamie came to Melbourne from the United Kingdom where, as a director with London Economics, he specialised in utility pricing, restructuring and privatisation. Jamie holds a Bachelor of Arts degree in Politics, Philosophy and Economics from Corpus Christi College, Oxford and a Diploma in Manpower Planning and Management from Manchester University.
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Lesley Alway I a -é I 'V
has been Director of Arts Victoria since 1997, after two years as Arts Victoria's Deputy Director, Industry Development, Research and Information. Before this she spent four years as Director of Artbank, the Commonwealth Government's art rental agency, in Sydney. She has also worked for Sotheby's Australia, and in the fields of local government and education. Lesley holds an MBA (Monash), and degrees in Fine Arts and Education (Melbourne).
çm ' T f* Michael Harrington V>- A ,y I ù has worked for the Department of Premier and Cabinet since mid-1995, being seconded from the Department of Education where he served as Director, Resources and Budget. He is expert in public policy development and reform in areas that include education and training, employment programs, industrial relations, performance management and financial and economic management. Mike has qualifications in Commerce and Public Administration.
»»ff r up- .T •f "i m •• m t 1= fe te: M W À T % ( L i I * ài i « J Greg Hyams has spent 16 years in senior management or management consultancy roles in State and Federal public services, and has held his current position since December 1992. Before taking up this position he worked as Director, Corporate Services for the Department, and as a management consultant for the Public Service Board Victoria and the then Federal Department of Social Security. He holds a Bachelor of Business degree. • r -yr "F* ^ " ^ -tsi
à _ .a . , . .ìtz
Internal Audit Year 2000 program
The Department's Audit Committee was set up to review The Year 2000 problem, Y2K or 'Millennium Bug', is a the system of internal controls which management has world-wide consequence of computer systems using two established, the audit process and the financial digits to process date information. It has the potential to information which will be provided to Parliament and create errors or failures of systems. The widespread others. nature of its possible effects means that it is not simply an issue of information technology. Rather, it represents It has an independent chair, Gordon Bryant, who has a major business risk for the Department. extensive audit experience including with BP Australia and the Department of Justice. Other members are DPC and DTF set up a joint Year 2000 program office late Lesley Alway, Jamie Carstairs and Greg Hyams. Quarterly in 1997. Since then a steering committee of meetings are supported by the Corporate Strategy and representatives from DPC, DTF and CSC has overseen the Governance Branch. program, providing direction and assistance to the project team. The Committee reports directly to the Secretary of the Department. The Department's regular internal audit All core business applications within the Department have program is contracted out and in 1998-99 was again been tested for Y2K compliance as part of that program. undertaken by PricewaterhouseCoopers, reporting to the Sign-off of the program is in progress and an external Committee. audit of the process is complete. However, monitoring and reporting will continue.
Through a collaborative effort with DTF, we have Risk management developed an approach which it is hoped will manage any In 1998-99 the Department developed and implemented a disruptions to business from Year 2000 problem-related new framework for integrating risk management, business or any other incidents. This has involved developing a continuity planning and corporate governance. This comprehensive business continuity management approach was subsequently deployed across the Victorian methodology and toolkit, and preparing comprehensive Government Central Agencies in partnership with DTF. business continuity plans that cover interruption risks at It involved the development of an integrated business the corporate and critical business function levels. framework, planning templates, a three-level training course and a comprehensive Toolkit available in hardcopy and on CD-Rom. Code of Conduct
Elements of the Department's approach have been Proper standards of behaviour and ethical conduct during adopted by other State and Commonwealth Government our work are of the utmost importance to the Department. Agencies. Our Toolkit has become a foundation document We have ensured that the Code of Conduct for the of Standards Australia for the new Business Continuity Victorian Public Sector is available to staff through our Management Guidelines. electronic information data base and it is emphasised in our induction program. A copy is provided to all new staff members.
Pecuniary interests
Senior officers and other relevant staff have met the requirements of declaring any pecuniary interests. UtilHï1>\ \l f»!. Hf®
People Management
A key goal of people management is to attract • an occupational health and safety (OH&S) and retain high quality staff to enable program business objectives to be met. To achieve this • a range of improvement projects we must ensure that employees are well managed, managers have appropriate skills • an annual HR benchmarking report and people management is supported by which allows the Department to compare appropriate policies performance against the public and private sector. HR Services
Operational human resources (HR) services Staffing are provided by Andersen Consulting through The Department has 304 employees across 'HR Services', which also services the several locations in diverse roles ranging from Department of Treasury and Finance. HR policy advice and project management to strategy and policy are developed in our customer service and archiving. It also has Isolde Forstmanis at Arts Victoria works with the Corporate Strategy and Governance Branch. budgetary responsibility to pay the salaries of arts agencies providing advice on corporate a range of office holders and their staff. governance and administrative issues The outsourcing arrangement was entered into in 1996 and provides personnel services such Staffing numbers within DPC are relatively as payroll administration and expert advice to stable. A small increase in the number of managers and staff on all HR issues. Other employees is largely due to recruitment by features of the service are: Public Record Office Victoria (PROV) in preparation for the opening of its new facility at North Melbourne and to the establishment of Centenary of Federation Victoria. This outweighed the effect of the exclusion of OCPC from our staffing statistics.
1998 1999 F/Time P/Time Casual Total F/Time P/Time Casual Total
Executive 1 0 0 1 1 0 0 1
Cabinet Office 72 4 0 76 65 7 0 72
Office of State Administration 63 6 2 71 70 5 4 79
Special Projects 2 0 0 2 2 0 0 2
Multicultural Affairs Unit 7 1 3 11 7 1 2 10
Victorian Multicultural Commission 2 0 3 5 2 0 1 3
Arts Victoria 79 8 10 97 115 8 14 137
DPC Central 226 19 18 263 262 21 21 304
Ministerial Staff** 52 2 14 68 52 2 9 63
Office of the Opposition* 7 4 0 11 11 5 0 16
Past Premiers Staff* 0 3 0 3 0 3 0 3
Ministers for the Crown* 18 0 0 18 18 0 0 18
Parliamentary Secretary to Cabinet* 1 0 0 1 1 0 0 1
Office of Chief Parliamentary 28 3 2 33 27 2 2 31 Counsel**
TOTAL 332 31 34 397 371 33 32 436
* These groups are not included in the Departmental profile charts. ** OCPC has been excluded from this year's Departmental profile charts. * Includes Ministerial Transport Officers and Parliamentary Secretary to Cabinet staff. ki ~ i i â. : -• - ¿U à. ^ Í
People Management continued
y II Hill Non-Executive Officers Ongoing Fixed Term Casual Total
Female 39 21 0 60 VPS 1-2 Male 14 12 0 26
Female 41 33 0 74 VPS 3-4 Male 41 12 0 53
Female 14 7 0 21 VPS 5 Male 21 4 0 25
Female 0 0 12 12 Other Male 0 0 9 9
170 89 21 280 Total
Executive Officers Female Male Total
EO-1 Oil
EO-2 2 5 7
EO-3 4 12 16
Total 6 18 24
TOTAL 304
Across the Department:
• Executive Officers made up 8.9 per cent of the Department's staff in 1999 (9.8 per cent in 1998) and Non-Executive Officers 92.1 per cent (90.2 per cent in 1998)
• 24 Executive Officers in 1999, against 29 reported in 1998, reflects the exclusion of four staff at OCPC
• classification profiles for Non-Executive Officers have been stable over the last four years Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP
mmtmmm Executive Ongoing Fixed Term Casual Total
Full Time Female 6 82 55 0 143 Male 18 74 27 0 119 Part Time Female 0 12 6 0 18 i Male 0 2 1 0 3 fes* yt Casual Female 0 0 0 12 12 Male 0 0 0 9 9 .', : 1 feil TOTAL 24 170 89 21 304 John Crompton (rear) Paul Thayil ancl Teena Across the Department: Hussey's work with the public helped Information Victoria to substantially exceed • 56.9 per cent of staff were female and 43.1 per cent male (55.5 per cent and 44.5 per cent targets in answering inquiries about respectively in 1998) Government and its services. • 55.9 per cent were employed on an on-going basis, 37.2 per cent on executive or fixed term Call on 1300 366 356, 8.30am - 5.30pm contracts and 6.9 per cent on a casual basis. This represented a small decline in the share of on-going employment (from 60.5 per cent in 1998).
1998-99 1997-98 1996-97
Staff Turnover 21.2% 25.6% 38.4%
Turnover Performance management for executives The decrease in turnover since 1996-97 was reviewed subsequently. Documentation reflects the Department's commitment to now is more closely related to setting goals attracting, developing, rewarding and retaining and performance indicators and defining quality staff. It represents substantial savings appropriate professional development and enhances our ability to provide services. activities.
Workplace relations Induction All new staff entered into Australian Workplace Planned and structured induction helps Agreements. A new agreement will be offered new employees adapt to their new role and to staff prior to the expiry of the current optimise their contribution. The quarterly agreements on 30 June 2000. induction program was reviewed and focus groups of new employees provided feedback. Performance management From this information we also developed a A review of the performance management condensed and improved welcome kit, a guide system for non executive staff aimed to for managers and a revamped program to achieve one system for the Department. The ensure adequate support and guidance for new system, endorsed in September 1998, new employees. provides for a more transparent process, an option for wider feedback on performance, more detailed descriptors of performance, broader criteria for bonus payments and improved documentation. Implementation was supported through information sessions, performance feedback training and a manual distributed to all staff. Feedback to date has been positive. People Management continued
Recruitment HR Policies Implementation of the 1997-98 Recruitment A number of policies were revised, mainly in Improvement Project included use of response to the introduction of the Public behavioural interviewing to assist in selecting Sector Management and Employment Act the best candidates. Training was arranged in 1998. Policies were published on the 1998-99 for groups of managers and will Corporate Information Centre, a database continue to be offered on a just in time basis accessible to all staff. for interview panels. Occupational health and safety Recruitment practices are based on the The Central Agencies Occupational Health And principle of selecting on merit. During 1998- Safety (OH&S) Committee oversaw nominations 99, DPC advertised over 85 roles. 26 for new health and safety representatives from vacancies were exempted from advertisement. designated workplaces across the portfolio. 25 of these were due to roles being Membership now provides for representation reclassified, with 20 exemptions arising from across the breadth of the central agencies. a branch restructure and one because the Each new representative will be trained in the incumbent possessed specialised skills, coming year. experience and knowledge. Decisions to exempt are delegated to Division Heads, with Major initiatives included the conduct of a advice from HR Services based on the hazard review of all sites through the Victorian guidelines issued by the former Office of the Managed Insurance Authority, conduct of a Public Service Commissioner. first aid audit and training of new first aid officers. The Secretaries of DPC and DTF The Department again supported the Graduate signed a joint Statement of Commitment to Recruitment Program and the Financial Occupational Health and Safety setting out Graduate Program with graduates recruited roles and responsibilities. and placed during the year. Providers for an Employee Assistance Program Training and professional development were selected and the program launched. It aims Training on use of the internet as a research to provide confidential advice for staff to help tool was customised for the Department and resolve issues affecting performance at work. provided to approximately 90 staff from all The OH&S Committee also provided oversight divisions. of the Year 2000 Program and input to the The importance of developing leadership skills Business Continuity Plan to ensure that OH&S is a priority, particularly given the Department's issues were addressed within the plan. leadership role. A number of executive and non DPC Quality Awards executive staff participated in leadership The Quality Awards are an important development courses during the year. component of the Department's approach to Managing and valuing diversity rewarding and recognising excellent The Department met its commitment of four performance. Nominations are sought in placements every year for young long term relation to individuals or teams for outstanding unemployed people via the Premier's Youth contribution to the work of the Department. Initiative program. Two people were employed The winners of the 1998 awards were: through the W.I.S.E employment service which provides transitional, vocational and • Clare Fazakerley (Resources and employment services to disadvantaged Infrastructure Branch) for 'Victoria's groups. Arrangements were also made for a Greenhouse Action', a project which visually impaired employee to commence in developed Victoria's greenhouse strategy July 1999. • Maria Katsonis, James Harley, Lauren We began to revise the HR Strategy. The Bain, Debra Jeffries, Amanda Browne (Arts principle of merit, relating not only to selection Victoria) for 'The Sharp End' a CD ROM but also to retention, recognition and describing the performing arts in Victoria. development, is included in the draft strategy. Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP
Performing Arts Museum staff were among the winners in the Arts portfolio leadership awards. Cataloguing and digitising the Museum's collection is a major step towards on-line access. Back row (I to r) Robert Colvin, Paul Chierego and Neville Stott. Middle row (I to i) Wendy Doolan, Janine Barrand (Director), Elyse White, Margaret Marshall, Kirsten Freeman and Carolyn Laffan. Front row (I to r) Claudia Funder, Kirsten Bishop, Heather Patterson and Libby Wheelahan (report at p 62)
Mail Centre officers made suggestions to improve- safety, including suggesting improvements to floor coverings (I to r) Cathy Nickson, Tony Tawil, Jenny Barr and Ranui Brown p - » y • W"
L * I L.
Financial Management
A new approach to financial reporting Statement of operations The 1998-99 budget was Victoria's first The Department generated a surplus of $35.5 accrual output-based budget. As a million in 1998-99, compared to $22.5 million TBE 1838-99 BUDGET WAS consequence our internal management in 1997-98. VICTORIA'S FIRST reporting converted from a cash to accrual The surplus primarily resulted from: basis. This included the monthly production flCC: AL O'J^JT-2 " D of a balance sheet and operating statement • revenue of $195.2 million received for and quarterly progress reports indicating provision of outputs to Government Br-ET-flS performance against key indicators. against a $193.5 million cost of providing A c: : :EO.R Information on performance drawing on these these outputs reports is detailed in the Year in Review INTI." ALItf : -T (pp 12-15) and in the individual output group • a Community Support Fund surplus of reports. $7.2 million REPORTING Ci'-' ""IC r • revenue received for Additions to the Net Following the introduction of output-based CASH TO ACCRUAL BJÎS Asset Base reported in the Operating annual reporting, the Department's Annual Statement injects $138.4 million to fund Report received a Bronze Award in the DPC capital works whilst expenses demanding Annual Report Awards. THE 0Ir r *." IT associated with the capital program total Accrual output-based budgeting $113.1 million. The remaining $25.3 G- -IVOASL. *1'JS OF $35.5 The accrual approach has many advantages: million is disclosed in the Statement of Financial Position under Non-Current rVíiLLION !N 1C £-39, OP • full disclosure within the Budget of all Assets. financial obligations incurred on behalf of FRCiVS $22.5 Tf IL! " iN 1S37-98 taxpayers during the budget year, whether The Net Cost of Services increased to $382.8 actually paid for that year or in the future million in 1998-99, up from $351.2 million in 1997-98. This was primarily due to an • enhanced accountability of Government increase in Transfer Payments to $292.6 • more transparent cost of Government million, from $275.7 million and an increase services and activities in the Capital Asset Charge from $26.7 million to $42.2 million. Transfer Payments represent • complementarity with output-based 73.5 per cent of Total Operating Expenses and budgeting consist of current and capital grants to the major arts institutions (State Library of • better quality information available to Victoria, National Gallery of Victoria, Museum public sector management. of Victoria and the Victorian Arts Centre) and This new framework adopts a grants from the Community Support Fund. purchaser/provider model, in which Capital grants to the arts institutions remain Government purchases goods and services high due to infrastructure projects in progress from departments. As a consequence, in relation to the construction of the new revenue received by departments is based on Museum at Carlton Gardens, redevelopment of goods and services delivered, not on actual the State Library, the National Gallery and the expenditure incurred. Victorian Arts Centre.
The Capital Asset Charge Is calculated at 8% of the value on non-current physical assets. The Charge is increasing commensurately with the capital infrastructure program outlined above.
Details relating to the Capital Asset Charge and Transfer Payments are disclosed in Notes 4 and 5 respectively of the Financial Statements. Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP
Statement of financial position Construction in Progress increased to $24.4 Net Assets (total assets minus total liabilities) million in 1998-99, from $2.3 million. The increased by 12.2 per cent to $326 million. increase reflects construction of the new PROV in North Melbourne, to be completed by The major assets of the Department are September 1999. heritage assets (permanent public records held by the Public Record Office Victoria and Total liabilities increased to $15 million in furniture and fittings at Government House), 1998-99, from $7.4 million, primarily because Government House (land and buildings) and Creditors and Accruals (what the Department the invested balance of the Community owes external parties at 30 June) increased to Support Fund. $8.9 million from $1.8 million. The increase is due to an outstanding invoice of $3.5 million $10.6 million included under Receivables for payable to the Department of Treasury and the first time relates to funds held at OTF in Finance for Capital Asset Charge and better the State Administration Unit. This balance understanding of accrual accounting principles represents the difference between accrued within the Department. expenses/revenues and cash receipts/payments.
Outlook The Department received additional funding in 1999-2000 for the following initiatives:
láU
Amount Description $000 THE MAJOR ASSETS OF
10 000 Rural and Regional Strategy - implementation of a leadership program, THE DEPARTMENT ARE HERITAGE establishment of successor bodies to Regional Forums and the development of ASSETS, GOVERNMENT HOUSE five Regional Action Plans. Responsibility for this strategy and funding has now been transferred to the Department of State Development. AND THE INVESTED 1 000 Assistance program to assist with Indonesia's economic recovery through training, BALANCE OF THE COMMUNITY development assistance and advice. SUPPORT FUND 2 800 Costs associated with marketing and opening of the new Museum.
4 600 Additional ongoing funding to support expanded activities and facilities for the State Library's cultural and heritage facilities.
300 Australian Ballet - grant to assist in repertoire development and international touring
600 Disability Discrimination Act Rectification Works - program to address issues identified from Physical Access Audits conducted by independent consultants of Government owned arts facilities.
500 Development of an Asset Management Plan for Arts Victoria's portfolio agencies.
370 Enable the Victorian Arts Centre to rectify hardware and software to ensure Year 2000 compliance. Cost 1999-00 2000-01 Balance Description
700 700 Government House - replacement of the Water Ring Main and resurfacing of roads and paths.
State Library Redevelopment - for additions 91 400 1000 3 400 87 000 and improvements to the heritage and cultural facility.
VACT Public and Technical Facilities Upgrade - 6 600 2 700 2 000 1 900 will result in reduced infrastructure investment and keep the Centre in peak condition. Includes new sound system for the Melbourne Concert Hall and a public address system for Front of House.
1 600 1 600 Royal Exhibition Building redevelopment - additional funding to existing project to refurbish to maintain the building's heritage value and to enable it to be used for major public events.
9 600 - 9 600 Museum of Australia Art and Cinemedia Fitout at Federation Square.
With development concluded for a number of business and parliamentary systems, the number of output groups reduces from eleven to ten in 1999-2000. The Department also will review its output group structure and performance measures.
ÏMÏ 1998-99 1997-98 1996-97 1995-96 $000 $000 $000 $000
Total Operating Revenue 15,089 12,113 11,067 9,449 Total Operating Expenses 397,924 363,271 267,713 189,809
Net Cost of Services 382,835 351,158 256,646 180,360
Increase in Net Assets 35,527 22,470 12,868 106,688
Net Government Appropriations Received 418,362 373,628 269,514 221,865
Total Assets 340,942 297,797 266,281 163,893 Total Liabilities 14,972 7,354 7,790 7,878
Net Assets 325,970 290,443" 258,491" 156,015
Footnotes: 1. Includes assets revalued during 1997-98 totalling $9.5 million. 2. Includes permanent public records ($89.56m), held by the PROV which were acquired prior to 1996-97. LEADERSHIP IN PARTNERSHIP
Information Resource Management
Management As an initiative of the Central Agencies The first phase of the Lotus Notes Redesign Accredited Purchasing Unit (APU), information THE FIRST PHASE OF THE project was completed in 1998-99. This has sessions on Victorian Government Purchasing LOTUS NOTES .t"/ N HAS resulted in significant improvements to the Board policies and procedures were conducted Department's management of information and for all departmental financial delegates. The RESULTED IN SIC .hT knowledge. Lotus Notes forms the basis of training enabled a move to Level 2 much of the Department's electronic accreditation, reviewing submissions up to IMPROVEMENTS TO THE knowledge repository and communications $500 000 and increasing the quotation DEPARTMENT'S MANAGE system. The redesign project completed the thresholds applicable to purchases of goods development phase of a new navigation and services. OF INFORMATION AND architecture for Lotus Notes and made The CSC also implemented the E-Commerce available to all staff an automated system for KNOWLEDGE Streamlink Procurement application as a publishing information through the new means of increasing the efficiency and Corporate Information Centre. effectiveness of purchasing within the Responsibility for the technical component of Department. It assisted staff in understanding information technology (IT) strategy was the implications for the Department of the handed to the newly formed CSC during the introduction of the Goods and Services Tax. year. It renegotiated the contract with the outsourced service supplier to ensure the delivery of timely and high quality IT desktop Environmental services. Management
Further integration of data and information will As responsible managers, we aim to conserve be achieved in 1999-2000 through the resources wherever possible. Bins for development of a Management Information recycling paper are distributed throughout our System for the Department. offices, with suitable classifications for security. Smart lighting helps conserve fuel resources by turning off automatically when offices are not occupied and after hours. Sensible use of blinds saves energy and helps cooling in summer.
The Department continued with its strategic work on the environment at the broader level, including the launch of the Victorian Greenhouse Action Plan. Further information is at p 33. OFFICE OF STATE ADMINISTRATION On
SPECIAL PROJECTS UNIT
MULTICULTURAL AFFAIRS
OFFICE OF THE GOVERNOR
OFFICE OF THE CHIEF PARLIAMENTARY COUNSEL
OFFICE OF THE OMBUDSMAN
OFFICE OF PUBLIC EMPLOYMENT —
The eleven output groups in 1998-99 for the Department of Premier and Cabinet and the associated portfolio agencies. Detailed reporting follows at pp 30-75. Summaries for the seven DPC output groups are at pp 12-15. annual report Department of Premier and Cabinet , ^
SECTION TWO: OUTPUT GROUP REPORTS Strategie leadership
OUR OBJECTIVE: :TÍ
luMlkl OUR PEOPLE identify major strategic issues facing Victoria and possible ways of addressing them
The Cabinet Office assist government to make our industries, utilities and economic structures more competitive, and remove unnecessary impediments
develop effective implementation strategies for key Government initiatives in social policy to underpin a healthy, educated, secure and safe society
OUR WORK facilitate the completion of key major infrastructure projects in Melbourne and around Victoria
ensure a whole-of-government approach to key Government environmental policy at state and • providing policy advice national level • supporting Ministerial provide leadership to the Victorian public sector leadership make a significant contribution to public policy development, at state and national level • handling Freedom of Information services
The Cabinet Office provides advice and policy directions and structural issues so as to support to the Premier as leader of the achieve the Government's vision for Victoria. OUR CUSTOMERS Government, and helps him ensure that the It supports the Premier as Chair of Cabinet, Government, as a whole, functions well. by advising him on all matters going to The Premier, Cabinet, Cabinet. Cabinet Office briefs the Premier on Government Departments, The Premier of Victoria is leader of the party budget proposals and at other stages through people using our services which can maintain the confidence of the the Annual Integrated Management Cycle. The lower House. The Premier determines the Office also provides support in terms of structure of Government, by allocating preparations for meetings, distributing papers, portfolio responsibilities, including and recording Cabinet decisions and ensuring responsibilities for particular Acts and they are acted on. appointing Ministers.
The business of government is coordinated through weekly Cabinet meetings. Cabinet Providing policy advice decides on major policy, all legislation, and key appointments. It allows the private In general, the Cabinet Office gives written canvassing of a range of options, prior to advice to the Premier. This is supplemented by establishing collective support for an agreed verbal advice on Cabinet matters, and on a policy or action. range of other issues. The advice provided by Cabinet Office relies on detailed knowledge of This has a number of important implications government processes and structures. It for the Cabinet Office. The Office supports the tends to require a quick turn-round, and is Premier as leader of the Government, by often prepared under tight deadlines. Typically providing him with confidential advice on broad it gives the Premier a clear recommendation to aid in decision-making. Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP
Where a major piece of analytical work is There are policy areas where the Premier is KEY ACHIEVEMENTS required, Cabinet Office may use private firms the lead Minister, and where Cabinet Office is to undertake some of the work and to add to responsible for implementing policy. The • coordinating the the knowledge within the Cabinet Office. For Premier was lead Minister for National Government response to example, the Office addressed a range of Competition Policy (NCP). A Cabinet Office objectives in its analysis of greenhouse team monitored policy implementation and two major emergencies, issues. When it was necessary to also assess handled relations with external bodies, such the Longford gas the scope for tradeable emission permits, it as the National Competition Council (NCC). explosion and subsequent oversaw a competitive tender in order to gain advice from firms with appropriate expertise. Some policy areas cut across different interruption of supply, portfolios, and require that policy is centrally and the Gippsland floods Most areas on which Cabinet Office advises developed. In 1998-99 Cabinet Office which affected nine are portfolio responsibilities of a Minister undertook the initial development of the other than the Premier. The role of Cabinet cross-portfolio issue of rural and regional per cent of Victoria's Office is to engage with the responsible policy, in cooperation with all other land surface Department to ensure the work is being done departments, and subsequently transferred well, and to provide advice to the Premier to responsibility for implementation to the help him in discussions with his Minister. For Department of State Development (DSD). • working with Treasury example, in terms of transport reform, the to assist the reform of the Department of Treasury and Finance taxation system, and undertook the franchising of public transport. Policy advice provided While ultimate accountability for this important advising the Premier on the and sensitive exercise lay with DTF, Cabinet Drugs reform of Commonwealth Office kept in close touch with the staff Cabinet Office has an overall coordination role State financial responsible, and periodically gave the Premier for the Government's $100 million Turning the separate advice. Tide drugs strategy, involving inputs from a arrangements at the range of different Departments. In 1998-99 Special Premiers' Victoria initiated a Leaders' Forum on illicit Conference of November drugs. All states and territories subsequently 1998 and the 1999 agreed on a more consistent approach to drugs policy in the areas of research, Premiers' Conference prevention and innovation.
Premier's Award for Medical Research • assisting the Government Victoria has a significant role in medical to establish the Longford research in Australia, receiving 41 per cent of Royal Commission, the National Health and Medical Research Council's 1998-99 funding. The Department including legal advice on works with the Australian Society for Medical the necessary Research (ASMR) to support the Premier's constitutional processes Award for Medical Research. This was won in 1999 by Dr Sally Clarke of the Walter and Eliza Hall Institute. • assisting the Government with the development of a new approach to rural and regional policy in Victoria, through a Rural and Regional Strategy to guide John Sullivan of Cabinet Office (at right) and visitor David development to the Reardon of UK Cabinet Office's Social Exclusion Unit, which coordinates responses to problems with hard-to- year 201 land beyond find solutions crossing the work of several departments
a output group one
Winners of the 1999 Premier's Award for Medical Research with the Premier, the Governor and Lady Gobbo: (I to r) Lena Sanci, Sally Clarke, Lee Hwa Wong and Catherine Hearn
The research done by past award-winners has The result was the implementation by the offered major commercial and economic Government of a Rural and Regional Strategy benefits to Victoria in areas such as treatment for Victoria, extending to the year 2011 and of blood diseases, wider testing of genetic beyond. $19 million was provided in the disorders and improved safety for shift Budget to fund initiatives included in the workers. Dr Clarke's work on the immune strategy. This included $3 million for four system's chain of command may prove most years to support leadership in rural areas, important to reduce organ transplant rejection including a continuing role for the Regional and improve the effectiveness of vaccines. Forums, and $7 million to fund actions
B "'Sfcpv "mmmmtrnmmmmm identified in the strategy and in its regional Rural and regional policy action plans. The Department of State Almost all areas of Government policy have an Development assumed responsibility for ' I impact on rural and regional Victoria. It is implementing the strategy and managing the The Award won by Sally Clarke - three important that policy is well integrated, and Regional Forum process. Regionally based commendations also rewarded work in that rural people are able to articulate local government service groups, chaired by heads cancer, the bowel and doctor education objectives and concerns, and to influence of departments, were established to identify policy. and implement improvements to the planning and delivery of government strategies and During the year Cabinet Office coordinated a services in each region. new process that involved all Departments, business and the community in working together on a Government initiative to develop responses to rural and regional issues. Five community-based Regional Forums, chaired by senior members of the Victorian Public Service, were given responsibility by Government for developing a vision and action plan to take 'their' region forward through the next decade. Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP
KEY ACHIEVEMENTS Greenhouse Action Plan Docklands and CityLink Victoria's Greenhouse Action Plan was The Docklands and CityLink are two key continued launched by the Government in August 1998. projects that will have an impact on The statement provides concrete actions to Melbourne's urban and transport • assisting the Government respond to the potential for climate change infrastructure. Cabinet Office advised the with the development of and fulfil Victoria's national and international Premier on both projects during the year. obligations. Although the impact of any climate the Victorian Greenhouse The Docklands area, on the water's edge change is still uncertain, the costs of Action Plan and upstream of the new Bolte bridge, is increased global warming and its abatement commissioning projects equivalent in size to Melbourne's Central are potentially high, so it is appropriate for Activities District. Over the next 10 to 15 that include overseeing an Government, industry and the community to years it will become a mix of residential, adopt a precautionary approach. The action important study to assess commercial and entertainment uses. Cabinet plan covers ways of reducing greenhouse gas tradeable emission permits Office worked closely with the Docklands emissions, enhancing greenhouse 'sinks' and Authority and other Departments and agencies planning for the future. Cabinet Office led the on key issues of planning and project delivery. preparation of the statement and the project • leadership role in initiating The Docklands Stadium is close to completion, planning and evaluation behind it. and chairing the residential development has begun and new States and Territories National tax reform roads and infrastructure are being built. Advice on tax is led by the Department of Competitive processes for the rights to Senior Officials Meetings Treasury and Finance, however during the year develop the other key Docklands precincts Cabinet Office was closely involved in the are either completed or under way. • establishing the debate to establish A New Tax System (ANTS). Because of its future impact on Melbourne, Particular areas of focus included ensuring Executive Forum for senior the Premier and key Ministers have a close positive financial outcomes for Victoria, executives in the interest in the Docklands development, and protecting services directly affected by tax Cabinet Office facilitated a whole-of- Victorian Public Service changes, and ensuring that arrangements for government approach to issues and implementation within Government were well opportunities. considered. • maintaining Victoria's In consultation with the Melbourne CityLink role nationally in National National Competition Policy Authority, DPC played a key role in the Cabinet Office is responsible for ensuring Competition Policy planning and implementation of CityLink. that various reviews, required by National Cabinet Office was involved in raising and Competition Policy, are conducted in close resolving complex policy and operational • assisting the Government coordination with all Departments. The Office issues and in helping with the drafting and reports progress to the NCC, and ensures that with a national Leaders' passage of legislation. Issues addressed policy discussions take place with other Forum on illicit drugs, which included toll enforcement, privacy, traffic jurisdictions. management and trunk infrastructure. reached agreement on
Victoria has made substantial progress with a more consistent its review of legislative restrictions on approach to drugs policies competition. A number of developments were across Australia advanced, such as initial deregulation of the domestic barley market (from July 1999) and regulation of physiotherapists. In the health • advising the Government area, reform is pending for psychologists and on an innovative assistance for dentists. Changes included the removal of unnecessary restrictions on competition, and program to Indonesia that new administrative arrangements for the centred on short-term food operation of professional boards. In June aid and help with 1999 the NCC recommended payment in full of the $91.8 million competition payments government reform due to Victoria under the agreement. output nroup one
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Federation Square concept at night - 15 000 sq m of outdoor plaza and landscaped area and 40 000 sq m of floor space, including the Museum of Australian Art, Australian Centre for the Moving Image and the Melbourne studios of the Special Broadcasting Service (SBS) Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP
Federation Square Utility reform The State Government is developing Utility reform is led by the Department of Federation Square, Melbourne's new cultural Treasury and Finance. Throughout 1998-99 and civic centre, in conjunction with the City of we advised the Premier of progress on gas Melbourne. Cabinet Office chairs the privatisation, which was completed during the Federation Square Steering Committee, which year, and on detailed contracts for the is responsible for ensuring timely delivery of provision of transport services, and the sale the project to Government, as well as of transport franchises for rail and trams. The executive officer support. Assisting with the Department became involved when matters resolution of industrial relations issues was a arose that crossed portfolios, in areas such key focus early in 1999. as the environment and planning. Federation Square - the concept for the Atrium Health reform Assistance program to Indonesia Factors such as the ageing of the Victorian During the Premier's visit to Jakarta in population, changes in technology and September 1998, Premier Kennett and declining private health insurance mean that President Habibie discussed ways in which demand for publicly funded health care is Victoria could assist Indonesia's economic escalating, and cost pressures are increasing. recovery. Short term food aid and assistance Current policy settings need to be continually with government reform were identified as under review if the quality of health care and priorities. access is to be maintained. Cabinet Office The assistance program was formalised the initiated a National Competition Policy review following month when Indonesian Food and of health policy, and helped the Government Agriculture Minister Saefuddin visited Victoria. achieve its policy goal of encouraging private Managed by Cabinet Office, the program of sector participation in the delivery of hospital around $1 million per year included: services.
• a blended nutritional supplement, 'Vita Hospital services Victoria', developed for 40 000 infants aged The Department worked with the Departments between six and twelve months in of Human Services and Treasury and Finance Tangerang, West Java through the year, to help coordinate, monitor and support the Government goal of delivery • visits by Victorian experts to advise on of public hospital services by means of a productivity improvements in the Indonesian number of contestable projects. These were dairy and vegetable industries, and to look the building, owning and operating of a new at training opportunities for retail industry Mildura Base Hospital, a new hospital at managers and student placements in the Berwick, and consideration and analysis of the food industry redevelopment of the Austin and Repatriation Medical Centre at Heidelberg. • The Department hosted visits by two senior officials from Indonesia's Ministry of State- Owned Enterprises to look at Victoria's reforms in the power, transport and government administration sectors. As a follow up to this visit, the Victorian Government in April 1999 sponsored a seminar in Melbourne for 30 Indonesian officials on government reform and privatisation. output nrouD one
Self-governing state schools Environment and resources Through the Schools of the Third Millennium The Department continued to assist the working groups, DPC worked with the Government in developing a whole-of- Department of Education on developing the government response to key environmental Self-Governing State Schools policy. This issues at national and state level. formed part of the Government commitment to Fundamental to this was the maintenance of greater choice and diversity of service delivery good relationships with Government agencies, in school education. Self-governing schools and with other governments. Significant continued to be state schools. School environmental issues negotiated with the communities were given increased autonomy Commonwealth included regional forest The Premier's Youth Council met regularly to set priorities according to local needs, and agreements for Victoria, responses on the during the year. Members included (rear, I to r) greater flexibility to target resources so as to National Greenhouse Strategy, the National Sian Hammond, Martin Barr (front, I to r) Wes ensure each student is given the best Oceans Policy and the National Heritage Ballantine, Jyoti Singh and Dave Clift educational advantage. Strategy, and the review of Commonwealth environmental legislation leading to the Local priority policing Environment Protection and Biodiversity Act. The Department is working with Victoria Police, the Department of Justice, the Country The Department influenced the national Fire Authority, State Emergency Services and approach to gene technology regulation, with the Metropolitan Fire Brigade to develop the key elements of the Victorian Government's Government's crime prevention community approach being incorporated into the national safety framework for local communities. policy framework that should form the basis of Victoria Police's implementation of Local future operational design. During the year the Priority Policing will be the first stage of the Department was prominent also in assisting framework, which aims to work with the the Government with the development of a community in developing locally based national response to the Blair review on food strategies. regulation for the proposed Model Food Act and Food Standards Code. Energy markets The Energy Markets Group is made up of Premier's Youth Council high-level representatives from all Cabinet Office supported the work of the jurisdictions, including the Commonwealth. Premier with this body through advice given to The Group oversees the continued the Premier on youth issues. A key implementation of energy sector reforms, and achievement was the establishment of a ensures that the direction of reform is Premier's Youth Council website, with an maintained. In 1998-99 this covered issues associated advertising campaign, to provide a such as the approach to new investments in forum for young people to tell the Premier electricity transmission, and the relation about issues of concern. We also helped between greenhouse commitments and energy develop position papers on key issues, such markets. The Group is chaired by Bill Scales, as the Council paper on youth wages. the Secretary of the Department. The Department provided secretariat support, and produced many of the papers for discussion at the meetings. Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP
The VicWomen Directory aims to ensure a broad range of women with rural, regional, cultural and linguistic representation for Boards. At the Steering Committee's first meeting were: Standing (I to r) Sylwia Pichel- Smaczny (DPC), Anne Houlihan (Womens Affairs), Emily Simatos (DSD-Small Business), Adriana Palamara (Education). Seated (I to r) Ken King (DNRE Regional Services), Debbie King (Womens Affairs), Noel Waite AO (Chairman Waite Group), Kate Harman (Waite Group)
Women's affairs Supporting Ministerial leadership The Department contributed to whole-of- Under the leadership of the Secretary during government planning for the Government's 1998-99, Cabinet Office provided increasing Two-Year Action Plan for Women, which managerial support to the Premier. outlines Government policies and programs for women from 1998-2000. Cabinet Office Managerial support worked with the Office of Women's Affairs to The Premier leads the Government. The establish the VicWomen Directory, an initiative Department's Secretary provides leadership and that aims to bring more women onto direction to the Victorian Public Service. Cabinet Government boards and committees. This Office provides management support for these was carried out in partnership with the leadership roles, across a wide range of areas. Waite Group. Cabinet and its committees Assessing advice Cabinet sets up a number of committees to It is difficult to assess how well advice, one of help in its deliberations. Many of these Cabinet Office's major outputs, is provided. Cabinet Committees are supported by the We judge the quality of our work on the Cabinet Office. The Budget Expenditure and accuracy of the contents, the clarity of Review Committee (BERC) plays a particularly communication, its timeliness and the insight important role in the management of it provides to the issue and policy options. Government. The Department of Treasury and Finance has the major responsibility for this The Secretary during 1998-99 undertook a committee's operation. Cabinet Office is systematic review of the quality of policy closely involved and helps to ensure that advice to assess our performance against a high-quality information is provided so the stretching target of 100 per cent. The results committee can make strategic decisions. In will be fed into a review of measures and 1998-99 both Departments collaborated to targets. improve committee processes, in particular, the BERC process. output Hroup one
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SC&MC meeting in progress. Around table, (clockwise from left), Bill Scales AO (DPC), Ian Little (DTF), Mike Taylor (DNRE), Peter Harmsworth (Justice), John Paterson AO (Infrastructure), Peter Salway (CPE), Peter Allen (Education), Rik Hart (DSD), Neil Comrie (Victoria Police) and Warren McCann (Human Services)
State Coordination and Management Council • models for working across portfolios whilst The Council comprises the Secretaries of the maintaining clear accountabilities eight Government Departments, the • promotion of executive development across Commissioner for Public Employment and the the Victorian Public Service, including Chief Commissioner of Police. It provides a establishment of the Executive Forum which forum that allows a collegiate approach to includes all VPS senior executives. solving policy and implementation challenges
across portfolios or in areas of joint interest. Executive development The Cabinet Office gives executive support to There is increased emphasis on executive this body, which meets monthly and is chaired development and succession planning in the by the Secretary of the Department of Premier public sector in Victoria. This is in response and Cabinet. The Council facilitates to changing skill needs and the need to coordination of policy across the public sector, continually reinvigorate as senior staff retire. and promotes information exchange and In 1998-99 the Cabinet Office, on behalf of a June meeting of the State Coordination and leadership and vision for the Victorian Public the State Coordination and Management Management Council Service. It initiated action on, or discussion of, Council, developed a model to allow important issues that included: executives to expand their learning and to obtain practical experience across functions • coordination of rural and regional policy and cultures. • coordination of Government response to disasters - the Gippsland floods and the Longford gas emergency
• the need for education and research to ensure the Victorian Government remains a leader in contemporary developments in government Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP
State and Territories Senior Officials group As a result the Central Government Response Victoria initiated the establishment of the Centre (CGRC) was formed and became the State and Territories Senior Officials Meetings key point of contact during the emergency. It (SOM). This meeting brings together the heads coordinated work by each Department on the of all Premier's Departments (at State level) impacts within their jurisdiction, and saw that and Chief Ministers' Departments (at Territory steps were taken to reduce or offset these level). Issues requiring interstate coordination impacts in manufacturing industry and are discussed. There is Commonwealth/State services, agricultural production and interaction as well. The Council of Australian agri-industry, health, schools, transport and Governments' Senior Officials Meeting is building. The CGRC included representatives attended by the state representatives and is of all affected portfolio areas, VEMC and Responding to the explosion at Esso's chaired by the Secretary of the Department of Victoria Police. It also engaged with the Longford gas plant has led to new Prime Minister and Cabinet. In this forum the Commonwealth and with other affected bodies arrangements for managing emergencies States may raise shared issues with the and agencies, such as Esso, VENCorp, the (photo by Scott Whitton, Herald Sun) Commonwealth, or respond individually where Office of Gas Safety and the emergency they have concerns about Commonwealth services, on matters relating to the initiatives. emergency.
Four State and Territories SOM meetings were The CGRC's key role was to provide clear and held during the year, with the Department's accurate information to the Government so Secretary in the chair and Cabinet Office that the Government, mainly through the providing the secretariat. As well, a wide range Premier, could communicate to the public. The of our staff advanced difficult and often CGRC provided a forum for inter-departmental contentious issues through effective communication and prepared a daily bulletin collaboration with their colleagues in other for circulation within Government and a daily jurisdictions. The meetings generated a high brief for the Premier so that he could keep the level of commitment, with significant progress public fully informed. It also coordinated work made on key issues such as NCP, health on energy supplies other than natural gas. policy, environmental regulation, and This responsibility included the monitoring of implications for the states of the Republic LPG prices and supplies. referendum. Because this structure proved successful in The gas emergency handling the response to the gas emergency, A major explosion occurred at Esso's gas it has been adopted as a permanent feature processing plant at Longford in September of Victoria's emergency management 1998. Two people were killed, eight injured, arrangements. and supplies of natural gas to 1.4 million customers were interrupted for up to three weeks. An emergency was declared under the Gas Industry Act 1994.
The interruption created considerable challenges for Government. The Victorian Emergency Management Committee (VEMC) handled the immediate response. Relations with the gas supply industry were handled by DTF and in GASCOR. Cabinet Office was responsible for managing the business of Government during the interruption, and ensuring consistent, coordinated communications within the Government and to the community. output group one
Longford Royal Commission Support to services With the Victorian Government Solicitor, Improvements to Cabinet, legislation and the Department provided legal assistance Parliamentary business systems continued in on the establishment of the Longford Royal 1998-99. These are discussed under Output Commission. This included legal advice on Group 2 at pp 42-43. the terms of reference, constitutional Support services continued to be made requirements for Royal Commissions and the available by the Cabinet Office for need for legislation to support the Royal administration of Cabinet and Executive Commission, and the preparation of necessary Council. These included preparation for documentation for the Governor-in-Council. meetings and the receipt, processing and Damage across East Gippsland was Cabinet Office staff coordinated a steering distribution of submissions and/or widespread after the 1998 floods committee responsible for the State's legal recommendations;1523 recommendations to (photo by Vince Calati, Herald Sun) representation before the Royal Commission. the Executive Council were processed during This comprised officials from three the year, as set out below. departments - DPC, DTF and DNRE - and the relevant legal personnel. We liaised with the Royal Commission, the Government Printer and the Parliament on publication of the Recommendations to the Commission's report, and advised and Executive Council assisted the Premier on the enactment of the Longford Royal Commission (Report) Act 1999.
East Gippsland flood recovery package After a period of prolonged drought, floods struck East Gippsland in June 1998, affecting some nine per cent of the Victorian land mass, 968 farming properties, 252 residences and 50 businesses. Some 35 000 animals were lost, as well as 377.4 kilometres of fencing and 15 000 hectares of pasture.
Cabinet Office was heavily involved in the recovery process, which was coordinated by the State Flood Recovery Committee. The key assistance measures approved by Government totalled $72 million, including $10.5 million for road and associated works, $5 million in personal hardship payments, and $3.6 million for river stabilisation and pastoral rehabilitation.
The Cabinet Office was closely involved during the year in preparing the Land Aggregation Program whereby non-viable farms in the Upper Tambo Valley could be combined into viable farming operations or otherwise reafforested. Exit grants were available to farmers with unprofitable businesses, and
interest rate subsidies to potential 1996-97 purchasers. The program, budgeted at $17 1998-99 million, was managed for the Government by the Rural Finance Corporation. Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP
Handling Freedom of Information We received 36 requests and conducted three services internal reviews. The Department was a party to four matters which went on appeal to the The Department coordinates and monitors the ., . .. . . ^ ^ -p .. Victorian Civil and Administrative Tribunal, implementation of Government FOI policy* ' . ,Unde, . r th.. e powers foun. d. .i n sectio.. n 27(l)(e). o*f Requests for documents under the FOI Act - ...... _ ...... the Act, the Ombudsman was asked to inquire 1982, commonly relate to policy matters, . . .. „ ...... ' into three matters which were handled by the current political issues, programs or proposals Department and Cabinet documents. Most requests are made by Members of Parliament and print Further information on the Act's operation journalists. Requests for personal documents within the Department is available in Appendix are infrequent. Ill, at p 83.
• effective administration through a caretaker period during a State election, and coordination of advice and support to an incoming government
• developing policy options to assist the Government in the ongoing development of the dairy industry
• development for the Government of a coherent and practical framework for the regulation of gene technology and its products
• assisting with the completion of Victoria's review of legislative restrictions under the National Competition Policy, before the December 2000 deadline
• implementation of a model for executive professional development within the VPS, to be monitored by the State Coordination and Management Council
• continued active involvement with the State and Territories Senior Officials Meetings
• identification of cost-effective measures to encourage greenhouse gas abatement
• bedding down reforms to the National Tax System, evaluation and advice to the Government on a new drugs strategy to replace Turning the Tide
• developing partnerships between the Government, not-for-profit and business sectors to address key problems of community safety, crime prevention and community building capacity
• positioning Victoria for future developments in the national health policy debate
Advice
• capacity to provide advice (staff hours) 113 860 113 860
• advice meets relevant quality standards (per cent) 100 85
Supporting Ministerial leadership
• capacity to provide support services (staff hours) 19 836 19 707
• timelines, milestones met (per cent) 90 90
Freedom of Information services
• volume of applications processed (number) 13 19
• statutory time limits met (per cent) 90 90 Re-engineering Cabinet, Parliamentary and legislation systems
OUR OBJECTIVE: 7C 'S 0;,: Z'J, P.. A : L
OUR PEOPLE improve access to information for Government, Members of Parliament and the public through better quality, more effective systems that take advantage of the latest technology Special Projects Unit
Re-engineered core business allows public online access to a variety of OUR WORK systems material at http://www.dms.dpc.vic.gov.au/pdocs. • re-engineering core 1998-99 saw full implementation of a Detailed output reporting has been in the business systems redesigned electronic briefing system for the hands of the business owners of the Cabinet Office (Cabnet). Work towards Cabnet • designing and installing a relevant applications - the Cabinet Office, was outlined in previous annual reports. new communications Parliament House, and the Office of the Chief Integration of Cabnet with the Legislation network for Ministers and Parliamentary Counsel. Document Management System (LDMS) fully Members of Parliament automates the processes for management of • implementing a the Cabinet agenda, briefings, drafting and Mike Harrington whole-of-government publishing of legislation. Director, Special Projects system to manage As well, the management of Cabinet legislative documents Mike Harrington is now on long service leave Committee databases was improved with a pending retirement after 35 years in the VPS. new design specification. Mike worked with DPC on two earlier occasions prior to his appointment as Head of the Special Projects Unit in June 1996. In a New communications network OUR CUSTOMERS mobile career he worked across the VPS, in A standard computer hardware environment organisations with responsibilities as varied The Premier, Cabinet, was achieved in all electorate offices around as community services, corrections, Ministers, Members of Victoria. Through the Parlynet system, education, employment and finance. Parliament and other applications were developed and a new After three years leading work using new Government departments communications platform (VicOne) established technology to upgrade Cabinet, legislation and to link all Members of Parliament with other Parliamentary business systems, Mike now areas of government and with the community. looks forward to spending a lot more time Ongoing management of the system was outdoors. handed to Parliament House. A legacy of his work with the Department is that these systems have set new benchmarks New legislation management system in Australia and provide benefits to both the public sector and the public. Two major Further enhancements to the LDMS in 1998- awards for the LDMS in 1996-97, from the 99 included automation and establishment of Governor General and from the Prime Minister, the Parliamentary Module, Statute Book and provided national recognition. Law Today. This electronic system handles the drafting and publication of legislation and Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP
KEY ACHIEVEMENTS
• completion of the
program of work
establishes new Australian
benchmarks in these areas
• the new systems are a
major contribution to -"'jÊmg the Government's
On-line 2001 strategy
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Mike Harrington: Director, Special Projects Unit, outside the Department's offices at 1 Treasury Place
With its charter completed in the three years since it was established and with management of the new systems assigned to the Corporate Services Centre, Cabinet Office and the Office of the Chief Parliamentary Counsel, the Special Projects Unit ceased to operate in June 1999
Re-engineered core business systems (Cabnet)
• connected users (number) 250 250
• user satisfaction survey (per cent) 90 100
New communications network for Ministers and MPs
• successful connection of offices of MPs (number) 132 227
• implementation of standard operating environment (per cent) 100 100
New whole-of-government Legislation Document Management System (LDMS)
• functions/services provided (number) 350 350
• successful connection of users (per cent) 100 100 Protocol and events management services
OUR OBJECTIVE: TC r" ^ " ; [ : 3L U £. "8 IS ITC THE F r: : ~ r r ::Î T -I " rr TI?, ' i JF V:/ C A
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OUR PEOPLE • develop appropriate dignitary protection arrangements for the Olympic events to be Protocol and held in Melbourne In 2000 Special Events Branch, • manage the Government's interest in special events within the Office of State Administration • manage Access 2001 - Victoria's Open Weekend 1998
• coordinate the Australia Day celebrations with the plans of the Centenary of Federation Victora Committee
• reach agreement with the Sydney Organising Committee Olympic Games (S0C0G) OUR WORK on details of the Olympic Torch Relay
• special events and visits management a • celebration and Special events and visits The Access 2001 Open Weekend again drew recognition management management services large crowds, although its extension to a rural area (Geelong) did not attract quite the numbers State visits and Government involvement in anticipated. With most of Victoria's major special events contribute to some of the infrastructure projects complete, this event significant outcomes sought by the will not be held in 1999-2000. Open Weekend Government for Victoria. In particular, an OUR CUSTOMERS attracted over 300 000 people to its various effective events program helps achieve a sites during the four years that it operated. more stable financial position, conservation The Premier, Ministers, of heritage assets, and increased An expanded Australia Day activities program other Departments and marketability of Victoria as an attractive drew more participants, with numbers at the officers of the Victorian place in which to live, work and invest. lunch growing from 350 to 800. A new approach Public Service, people to the celebration is being developed. using our services, local In 1998-99 management of the Government's councils, representatives Involvement In special events activities was of governments within well conducted, and public attendance Australia and overseas exceeded targets. Media coverage for special events significantly exceeded projections.
Promotion of the Government's interests in new events such as the President's Cup (golf) and the International Sailing Championships achieved International recognition for Victoria. Handling of the Government's interests in annual events such as the Grand Prix and the Spring Racing
Carnival was again successful, as were The Premier and David Ford, Chief of Protocol and special events such as the street parade for Special Events, watch the parade for Australia's Australia's victorious World Cup cricketers. cricketers Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP
KEY ACHIEVEMENTS Thirty four official visits to Victoria were the protection arrangements which will be successfully organised and coordinated, implemented for dignitaries during the Olympic including visits by the Presidents of Ireland, Games events to be held in Melbourne. • more than 300 000 Italy and Hungary, and the Prime Ministers of people - Victorians Celebration and recognition Singapore and Vietnam. As well, two high level management and visitors - inspect the private visits - by a former President of the United States, and the Prime Minister of Fiji - Management of State aspects of the progress of major required considerable support. Notably, more Australian system of honours and awards infrastructure projects than half the engagements in most (90 per contributes to final decisions of the national during the four years that cent) official visitor programs were directly Australian Honours Councils. All expectations related to Victoria's interests. were met for work done in this area, as was the Access 2001 Open the case in the tasks of coordinating Hospitality activities were comparable to Weekend was in operation congratulatory messages to recognise previous years and included five major significant personal milestones for Victoria's business dinners hosted by the Premier. citizens, and in distributing information and • Australia Day 1999 Extensive work was undertaken with SOCOG, promotional material for students on features three new events, especially in relation to the Olympic Torch educational scholarships. Relay in 2000. Attention also was directed to and attendances increase
¡man • enhanced system of program planning complete the dignitary protection arrangements for Olympic events to be held in Melbourne and delivery for official
working with the new Australia Day Committee, develop and implement a new program for diplomatic visits Australia Day celebrations which includes a closer working arrangement with the Australia Day Council
coordinate all special events with the Centenary of Federation Victoria Committee
work to ensure the success of the Olympic Torch Relay as it passes through Victoria
take every opportunity to promote the Melbourne 2006 Commonwealth Games
streamline the system for notifying and confirming congratulatory messages
Events and Visits Management
• official visitor engagements directly related to Victoria (per cent) 50 55 The newly arrived Ambassador for Belgium • media coverage of special events in all major media outlets (per cent) 65 80 was received at the Town Hall - (I to r)
• support from general public for all special events Cr Kevin Chamberlln, Cr Wellington Lee OBE which are a DPC responsibility (per cent) 95 95 0AM, the Department's Paul Morrison, His Excellency Mr Bernard Lauwaert, • guest lists meet target audience (per cent) 90 95 Ambassador of Belgium, the Lord Mayor Cr Peter Costigan and Mr Mario Perrone, Celebration/Recognition Management Hon Consul for Belgium • satisfaction of Premier and Office of the Governor General with honours and awards support (per cent) 100 100
• congratulatory messages delivered on time (per cent) 100 100 Community Support Fund
OUR OBJECTIVE: TC f NT : r. ¡3F A T
C . 5
OUR PEOPLE achieve greater public awareness of the CSF within the Victorian community, through ongoing promotion The staff of the CSF, within the Office of State use research from other programs in Australia and elsewhere to continually refine our grants Administration process, in terms of assessment and evaluation
manage the Fund for the benefit of the Victorian community
OUR WORK
• managing the grants Managing the grants process The CSF received 197 new applications directly from the community and other Government process, from the The CSF was set up in 1992-93 to allow part Departments and agencies. We also assessment of applications of the Government's revenue from hotel processed 294 applications received under to project delivery gaming machines to be directed to programs the Local Initiatives Grants Program (LIGP), and projects that demonstrate broad • regularly promoting 20 of which received funding. The LIGP is an community benefit. The CSF assesses all grant community and Government element of the Turning the Tide drug strategy. applications, makes appropriate awareness of what recommendations to the CSF Cabinet the CSF does Whilst the total of applications received - 491 Committee, monitors or ensures that projects - was slightly down on our target of 530, the are monitored, and evaluates projects that ratio of approved projects and programs (77, have received grant funding, disseminates which includes the 20 approved LIGP grants) information about the projects and the Fund's increased to 15 per cent, higher than the activities, and promotes to the wider community previous two years, at 12 per cent in 1997-98 OUR CUSTOMERS the opportunities offered by the CSF. and 13 per cent in 1996-97. As a result of public awareness campaigns, applicants are The CSF Cabinet During the year the CSF received revenue of better advised, and are bringing forward for Committee, people using our $82.8 million from hotel gaming machine assessment projects and programs that better services, other Government sources, and a further $6.7 million in fit the CSF's publicly available General Departments and agencies investment interest. The previous year's total Eligibility Criteria. revenue was $96.9 million. In 1998-99 $141.3 million went to 57 new projects and To celebrate the International Year of the Older programs and 12 extensions of previously Person, the CSF provided $1 million for a approved Turning the Tide initiatives, all of program to help the senior members of our which will provide positive community benefits community acquire necessary equipment. at the local level and across the State. The 3004 applications were received, 1270 of previous year, 46 grants had been approved which received funding. The level of interest for $54.5 million in funding. in other CSF-funded programs, such as the Minor Sporting Facilities, Life Saving into the Total grants provided from the CSF since its 21st Century and the Rural Communities inception stand at more than $508.5 million. Development Scheme, was also very strong. Forward commitments from 1998-99 through to 2002-03 are more than $226 million. Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP
KEY ACHIEVEMENTS Details of the 57 new grants, 20 LIPG projects Promoting awareness and 12 extensions to the Turning the Tide Implementation of an improved information initiatives are at Appendix IV. They range from • more than $141 million strategy meant increased community $465 to the Country Women's Association, approved for 57 new awareness of the CSF and its eligibility criteria Beechworth, to $20 million for the 'Better in 1998-99. The target of 15 public awareness projects and programs and Pools Aquatic Centre' program. 1998-99 saw events was easily surpassed as we made more emphasis on promoting projects that showed 12 extensions to existing than 40 presentations to local communities strong local support and commitment, such as and councils. We also attended more than 25 Turning the Tide drug the Cranbourne Community Multi-Arts Centre formal opening ceremonies for projects that ($500 000) the St Albans community support strategy initiatives had previously received CSF grants. project ($6500), and the Horsham Youth Resource Centre ($230 000). Wherever possible, as part of the assessment • $21 million over three process, we held meetings with applicants at This year, grant recipients were required to the locations of the proposed projects. This years approved for further establish performance benchmarks for process helped us manage expectations, measuring the success of their projects. programs and initiatives that obtain a higher level of knowledge about the We continued the consultation process with project and/or the community, and ensured the address problem gambling other grants programs across Australia and best opportunity for success for each project. overseas, to test our external benchmarks. An external study examined our approach to post- • $508.5 million of approved grant evaluation, and a number of its findings projects and programs were adopted. since 1992-93
IMÏÏÏÏÏÏinMIMn.LiiMU
continue the efficient, effective assessment and analysis of grant applications
continue proactive management of approved grants, so that they comply with accepted terms and conditions and meet the agreed performance benchmarks
continue to increase the level of public awareness of the CSF, through creating an information brochure, periodical publications, an "Internet" page and direct representation to the community
IÏTÎJŒÎOTÏHÏH3 The new Immigration Museum at the Old Customs House site was funded through a Grants process $19 million grant from the CSF - Debbie Peters (left) and John Smith from the CSF • applications processed (number) 530 491 meet the Museum's Director, Anna Malgorzewicz • project monitoring and evaluation is effective (per cent) 100 100
Community and Government agency awareness
• public awareness events (number) 15 43
• suitable outlets carrying application kits (number) 219 219
• projects where Fund's contribution is recognised (per cent) 100 100 Government information and communications
OUR OBJECTIVE: "C EC TE!.. " ri j fi ' HH T f c
OUR PEOPLE provide policy and guidelines in publishing and communications
Government Information develop and implement an electronic bookshop system, accessible to the public, for and Communication Branch, Government information and publications (at http://www.bookshop.vic.gov.au) within the Office of State redesign and further develop the Victorian Government Home Pages (http://www.vic.gov.au) Administration and the Victorian Government Intranet Service (Livewire at http://intranet.vic.gov.au)
manage the Victorian Government Directory on-line
improve capacity to manage whole-of-government contracts for services related to publishing and communications
OUR WORK integrate the two output groups, Communications Programs and Information Victoria
• policy, standards and guidelines wmsm Policy, standards and guidelines Information material and publications • information material and publications This aims to provide policies, standards and Information Victoria answers telephone, mail guidelines, tools and resources that will and personal inquiries about the Government communications programs develop best practice in the field. and its services. In 1998-99 each officer handled an average of 30 contacts per day, In 1998-99 internal communication and against a target of 25, with less than four per cooperation was made easier by continued cent of telephone inquirers dropping out. expansion of the Victorian Government Development work began during the year on Directory on-line service, which now lists more an electronic information bank, to help OUR CUSTOMERS than 10 000 public sector employees and officers answer queries even more quickly. covers almost 2000 administrative units. The Premier, the Department Outreach activities rose by five per cent, and Development of the 'Your Guide to....' series of Premier and Cabinet, continued, with publication of best practice this year were conducted at regional shopping people using our services, guidelines for direct marketing, closed centres as well as country shows and field other Departments captioning for the hearing impaired, and days, libraries and electorate offices. community information billboards. Our Coordination of the Government Pavilion at the publication checklist, produced to encourage Royal Melbourne Show (which is visited by clarity, consistency and enhanced quality in more than 400 000 people each year), and of Government publications, was well received, the Victorian Community and Local History and feedback indicated a high level of support prize, again proved successful. and interest. Information Victoria offers legislation, mapping Contract management capacity was improved products and other Government publications during the year with a review of the reporting for sale at 356 Collins Street, Melbourne arrangements under the Master Agency Media (tel. 1300 366 356) and through Service. Our aim was to ensure that all http://www.bookshop.vic.gov.au. The Departments and agencies received electronic bookshop service, set up in 1998- information that would allow them to maximise 99, supports orders by credit card, cheque the effectiveness of their media and and through accounts. This development communications campaigns. The results of the reflects Information Victoria's commitment review are being implemented. to equity, allowing access to Government Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP
KEY ACHIEVEMENTS products and services for all Victorians, better with Victoria's multicultural wherever they live. communities. It aims to ensure that all Victorians are able to find out about • new Internet home pages The Government's Internet home pages were Government activities, services, policies and redesigned after extensive research. The allow Victorians to access programs and about their own rights and flexible design makes it easy for Victorians to Government information responsibilities. locate information, and has attracted attention more easily from Government agencies and Departments Development of the policy followed interested in further developing their own consultation, a review of existing practice, and • development of a range websites. close cooperation with the Multicultural Affairs Unit (MAU) and the Victorian Multicultural of policies, for use across Communications programs Commission (VMC), thus assuring a wide- Departments, to improve Communication and information programs and ranging policy with support from all Government activities are implemented on behalf of the Departments and agencies. Early feedback Department and across Government. Services from the MAU, VMC and ethnic media forum communications include networked information services, a shows very high support for the policy. performance, including the bureau service for agency campaigns, editorial A new communications course was designed and design services, and contract Victorian Public Sector to improve the planning and implementation of management. We also coordinate whole-of- communications across Victoria's public Communications Course government communications campaigns. sector. This successful partnership with • establishment of an In 1998-99 we developed a comprehensive industry, which provided most of the training multicultural communications policy, with a materials and course venues, helped agencies Internet electronic range of support mechanisms for develop staff communications and marketing bookshop service Departments. The policy is designed to help skills, and increased their understanding of Departments and agencies to communicate media and communications issues. • outreach program rises by five per cent liIHIMHWflW UP!® • development of an develop a public Internet version of the Victorian Government Directory electronic information bank review the Victorian Government Intranet service and integrate it with Departmental intranets at Information Victoria conduct trials of cooperative service delivery models in regional Victoria review Government communications for consistency work with Departments to establish best practice models for communications activities
fi* Is ¡¡iMm'JMHimiml
Information material and publications
• public contacts per officer (number per day) 25 30
• increase in outreach activities (per cent) 5 5
• telephone call drop out rate (per cent) <5 <3.65
Communications programs
• increase in networked information services (per cent) 5 5 The Victorian Community and Local History awards helped raise awareness of • feedback from customers on satisfaction 80 80 government services. Parliamentary
Policy, standards and guidelines Secretary Mrs Lorraine Elliott, MLA (right), Timothy Lee from the ABC and Joanne Duffy, • feedback from customers on satisfaction (per cent) 80 80 Director, Government Information and Communication were at the presentations • milestones achieved (per cent) 90 90 Multicultural affairs
OUR OBJECTIVE: Tí 1" " , l 1. ..E.u C' • . í • '- • i J : . _«* ¿ t w OF C w si. 4
IliNllkl OUR PEOPLE analyse key service delivery processes, to improve efficiency and effectiveness
The Multicultural Affairs promote strategies to better use the skills, experience, language and cultural knowledge of Unit and our diverse labour force the Victorian Multicultural Commission keep the community informed of relevant trends and issues in migration and cultural diversity
continually improve the administration of relevant grants
The Multicultural Affairs Unit and and multicultural affairs at state, national and OUR WORK Victorian Multicultural Commission - local levels. The Unit also works with agencies an overview to develop culturally appropriate services and • advice and assistance to programs, provides a number of statistical Victoria is one of the most culturally diverse the Minister and resource information publications, and states in Australia, with people coming from administers the Language Allowance Program more than 208 countries, speaking 151 • advice to Government to encourage multilingual skills in the Victorian languages and following more than 100 faiths. agencies to Public Service. improve service delivery The Multicultural Affairs Unit and the Victorian Multicultural Commission manage this The VMC, a statutory body, was established administration of the Small diversity to the benefit of all Victorians. under the Multicultural Commission Act 1993. Grants Program and Led by a full-time chairperson and supported Working closely together, yet performing the Language Allowance by eight part-time commissioners, the VMC different operations, the two bodies provide Program provides an independent link between the avenues through which people from culturally community and the Victorian Government, and linguistically diverse backgrounds may facilitating grass-roots discussion and participate fully in Victorian life. information flow and keeping the Government The MAU is part of the Department of Premier abreast of community concerns. It administers a Small Grants Program to enable community OUR CUSTOMERS and Cabinet. It provides policy advice on immigration, settlement, community relations organisations to meet priority needs. The Premier, Government Departments, people using our services
The Multicultural Affairs Unit Comment by parliamentarians was generally favourable, with a number of suggestions for Advice and assistance improvement. These were incorporated into In 1998-99 the MAU produced more than 400 the MAU's work plan. briefing notes on community affairs and related topics, thus bringing vital information to Government. It surveyed parliamentarians on the content and presentation of the briefing papers prepared for Government representatives to community events. Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP
KEY ACHIEVEMENTS Advice to improve service delivery These included:
Recommendations on cultural and language • a web site to allow wider and faster • endorsement of the statistical indicators were the outcome of a access to MAU materials and other Victoria/Commonwealth national working party, chaired by the MAU, relevant information which reported to Commonwealth, State and initiative for nationally • radio broadcasts in regional Victoria Territory Governments. Endorsement of the consistent cultural and recommendations in April 1999 has paved the • strategies to strengthen the way for nationally comparable data for Government's ethnic media policy language indicators planning and service delivery. • communication strategies for specific The MAU and the Office of Employment Government activities and campaigns • significant input into represented Victoria on a Commonwealth/ • the development of multilingual telephone strengthening the State working party on skilled migration. The information lines for regional Victoria, Government's ethnic Office of Business and Skills Migration was using the VITS LanguageLink software to communications policy established subsequently within the provide information on local government, Department of State Development, to assist housing and aged care services in English businesses unable to recruit employees from and eight community languages • re-issue and expansion of the local labour market and to promote Victoria to potential skilled migrants overseas. • initiating special courses to train extra the popular Multicultural Albanian interpreters in response to the Resources Directory and The contribution of local government to Kosovo crisis. Responding to Diversity multicultural policy development was The MAU updated its Victorian Multicultural highlighted at a MAU forum - the second of its Resources Directory, which provides an easy kind - in Echuca in July 1998. reference listing of Victoria's ethnic community • increased focus on The MAU worked with agencies such as organisations, ethnic media, and government improving service delivery VicRoads, SBS Radio and Television and and community service providers. The 1999 in regional Victoria, with Multimedia Victoria to promote the contribution edition included new entries and a new of migrants in our society, to improve service section on ethno-specific chambers of radio broadcasts,telephone commerce. The Directory is sought after delivery and to provide the community with information lines, information on topics that included within and outside Government as a useful tool in accessing the many community consultations and forums • the economic contribution of migrants to organisations within metropolitan Melbourne. Victoria in the past 100 years With the Pharmacy Guild of Australia (Victorian • community relations work • pilot news broadcasts and associated Branch) and VITS, work was undertaken on by the VMC in responding materials for people learning English the possible development of multilingual to the Kosovo situation labelling for prescribed medication. While • understanding patterns of volunteer work by progress was made on identifying appropriate members of ethnic communities software and on methods of implementation, • involvement in the several important issues require resolution • a demographic report on 24 'emerging establishment of the communities' in Victoria before a project could be implemented. Office of Business and MAU again chaired the Interdepartmental • a pilot multilingual adaptation of the online Skills Migration, to attract 2001 software. Multicultural Services Advisory Committee (IMSAC). During the year IMSAC convened a more skilled migrants to Improved communication with the public was a working party to look at the situation of Iraqi Victoria major theme of much of our work. Initiatives refugees who had resettled in and around were carried out in partnership with Shepparton. It further contributed to a series organisations such as Victoria Police, the of community consultations in Melbourne and • two conferences for Office of Women's Affairs, Victorian regional centres, and to the development of ethnic youth on leadership Interpreting and Translating Services (VITS) projects for the Government's Positive Ageing and other branches of DPC. Plan. It liaised with representatives of the and cultural identity Ethnic Youth Issues Network on education and employment concerns.
a output £XOUD six
IMSAC also published two booklets. 'Models • continuation of the review of the in Service Delivery' documents cross-sector Government Response to the Multicultural initiatives which serve as useful models to Victoria Inquiry. This ensures awareness by Government and community agencies. Government service providers of the diverse 'Responding to Diversity' is a comprehensive needs of our ethnic communities, and the listing of Government services to ethnic need to cater for them. clients. Demand for these publications from Government and the wider community was • evaluation of Government media practices strong. This reflected more awareness of the and procedures, and the holding of two need to consider our cultural and linguistical ethnic media forums. The Government's communication policy was revised to give a John Unger and Elizabeth Jaeger of the MAU populations when planning Government more strategic focus in the targetting of and Anthony Moate (at right) at the May services. information to ethnic communities. 1999 ethnic media forum • two forums on drug-related issues and the Language allowance Turning the Tide program. These allowed exchange between community groups, A language allowance is paid to state service providers and Government government employees, police officers and Departments, and will be continued through emergency service workers who are proficient Departmental programs. in a language other than English and use these skills to assist clients. Applications for • two state youth conferences, Many faces of the allowance in 1998-99 increased by 38 per leadership (August 1998), and We are many cent compared to 1997-98, with 104 staff but we are one (June 1999). These receiving the allowance at June 1999. In conferences aimed to promote leadership preparation for the 1999-2000 language among young people from culturally diverse allowance application round, the MAU backgrounds as well as a sense of self- conducted a range of publicity activities to confidence about their ability to make promote the allowance across the Victorian valuable contributions to the community Public Service. • cooperative alliances formed with a range of Government and non-government agencies and community structures. The Victorian Multicultural Commission Ensuring that ethnic communities are provided with information is a major focus of the VMC. In Advice to improve service delivery 1998-99 the Commission achieved this through: In 1998-99 the VMC worked in the general areas of communication, information • a range of seminars. Representatives of dissemination, consultation and community Government agencies were advised on relations to improve service delivery across providing accessible, appropriately Government. formatted information through community infrastructure. Ethnic community groups met It helped determine the agenda for the work of with the Sydney Organising Committee for IMSAC. The VMC also set out its own work the Olympic Games about ticketing and agenda in its Strategy Plan '99, which listed access, and with the Community Support targets for 1999 and the strategies and actions Fund to discuss possible funding for their planned to meet these targets. It produced fact activities. sheets based on the Plan, translated into 15 (I to r) VMC Commissioner Stefan Romaniw, languages and made widely available. • two forums, held with Small Business Minister Honeywood and DPC's Roberto Victoria, for ethno-specific chambers of Venturini, a presenter at the Many Faces of The VMC worked to promote improved commerce. Leadership state youth conference communication between Government departments and different communities, through • work with the Department of Human Services on the International Year of the Older Person. A program for older people is being developed. Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP
• regular meetings with Victoria Police, leading the establishment of Diversity Victoria through its multicultural advisory committee, support for the Footscray District Football to ensure dissemination and exchange of League, which caters for almost 5000 information. young people from diverse backgrounds The consultations program with ethnic the first VMC dinner, in October 1998. communities, peak bodies and individuals continued to play a vital role in successful implementation of the Government's multicultural policies and programs. VMC held Small Grants Program 18 ethno-specific and regional consultations in The VMC continued to administer its annual Young Kosovar participants in a concert at metropolitan and regional Victoria, five more $750 000 small grants program to assist the Puckapunyal safe haven than the previous year. It introduced quarterly ethnic communities in activities and projects consultations involving migrant resource centres to meet the major needs of their members. and the Ethnic Communities Council of Victoria. Applications are judged against selection criteria, and the Commission aims to ensure Work in community relations was valuable in that as many groups as possible who meet terms of harmony and cooperation within and the selection criteria receive a grant. This year between communities. It included more than 1000 applications were received, • meetings with the Albanian and Serbian with 800 successful. Grants are detailed on communities during the Kosovo crisis, the Commission's website at particularly on the creation of safe havens www.multicultural.vic.gov.au. for refugees in Victoria I
implement specific initiatives on completion of the Government Response to the Multicultural Victoria Inquiry
support the implementation of the Government's ethnic communications policy 9
continue work to identify patterns of language services expenditure
establish a leadership forum for women from diverse backgrounds, and research into issues affecting their access to Government information
One of the younger refugees met the Premier li^UIJIii'if at the Kosovo concert. Also attending were Minister Tehan and Federal Minister for Advice and assistance Immigration, Multicultural Affairs and
• briefs provided to MPs (number) 300 404 Reconciliation, the Hon. Phillip Ruddock
• survey of satisfaction levels of MPs (per cent) 75 85
Improving service delivery
• bulletins/service guides published (number) 4 5
• advice meets milestones (per cent) 95 95
Administering the grants program
• grant funds allocated ($) 750 000 750 000
• Language Allowance funds allocated (Number) 70 21 Implementation of the Government's Strategy for the Arts
OUR OBJECTIVE: T IT :7 S • : 7 V, 5 21. ; L* " , ::Y\ :;Y.V ,:E; : T:: J : :i c - ._: :::R
OUR PEOPLE progress the major cultural infrastructure projects in Melbourne and in regional Victoria
Arts Victoria deliver key Arts 21 programs, with emphasis on artistic development, international opportunities and relevance in the next decade
develop partnerships and initiatives that relate to celebrations for the new millennium and the Centenary of Federation
OUR WORK implement the findings of the organisational self-assessment
» arts agencies governance
• cultural facilities development Arts 21, the Victorian Government's strategy the completion of organisational self- • arts industry development for the arts into the 21st century, is delivered assessments (utilising the Australian Quality through four main areas of work. These are Council's Business Improvement Framework), portfolio services provision listed in 'Our Work', at left. and business improvement initiatives.
Two important appointments were made during the year, following international Arts agencies governance searches. Dr George MacDonald was Arts Victoria is responsible for providing appointed as Director of Museum Victoria, and OUR CUSTOMERS strategic leadership to the six State-owned arts Dr Gerard Vaughan as Director of the National portfolio agencies. This includes maintaining Gallery of Victoria. The Premier, people effective governance, planning and reporting using our services, interstate A project to identify issues and develop a arrangements, and coordinating organisational framework for corporate governance of the and international visitors, and legislative reforms. Arts Victoria also artists and industries in the major arts agencies was due for completion in provides recurrent funding to the portfolio July 1999. cultural sector agencies. The agencies are the National Gallery of Victoria, the State Library of Victoria, Museum Victoria, the Victorian Arts Centre Trust and the Geelong Performing Arts Centre. The Public Record Office Victoria is a branch of Arts Victoria but publishes its own annual report.
Substantial organisational reform continued in 1998-99, and significant milestones were reached. As part of this process, enterprise partnership agreements were introduced for Museum Victoria, the State Library of Victoria, the Geelong Performing Arts Centre and the National Gallery of Victoria. Arts Victoria
provided strategic guidance and support in Dr Gerard Vaughan, the new Director of the areas such as staff surveys, organisational National Gallery of Victoria change management and staff development, Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP
KEY ACHIEVEMENTS • the Gallery's temporary home, the NGV at Russell Street. This move involves refurbishing McCoy, Macarthur and • $17 million upgrade Swinburne Halls in the former Museum of announced for regional Victoria building. From October 1999 until the St Kilda Road building reopens, these performing arts centres, spaces will house a permanent exhibition of and $390 000 in key items from the Australian and Federal grants for arts international collections. and cultural activities in • the new Victorian Archives Centre. During redevelopment of the NGV St Kilda Road regional Victoria building, this Centre will provide storage for the rest of the Gallery collection, and the • opening of the Gallery administration will be located there. The new Herald and Weekly Times Newspaper Achieved through a successful partnership Immigration Museum and Reading Room is part of Phase Two of the $191 with the Public Record Office Victoria, this million redevelopment program at the State Library of Hellenic Antiquities project was due for completion in Victoria September 1999. Museum and Tribute Garden in November 1998 • the Museum of Australian Art at Federation Square. Construction will soon begin on this project, Australia's first major gallery wholly Cultural facilities development • redevelopment of cultural dedicated to Australian art. It is due to The provision of high-quality, well-resourced open in May 2001. infrastructure continues cultural facilities in defined precincts and at the Public Record State Library of Victoria regions is important for the long-term development of the arts in Victoria. In 1998- Phase Two of redevelopment began at the Office Victoria (completion Library, where a major refurbishment and 99 we continued to work with the Office of 1999), Melbourne Museum Major Projects on redeveloping existing construction program, extending over several at Carlton Gardens (2000), institutions and on building new cultural years, is providing greatly increased public areas, better access to information resources, infrastructure. The program of revitalisation Sidney Myer Music Bowl totals $700 million and is the largest of its new exhibition spaces and improved facilities (2000), National Gallery kind in Australia. Key events and milestones for storage and retrieval of collection materials. through the year were: Highlights of Phase Two include restoration of of Victoria and Federation the domed Reading Room and creation of Square (2001), National Gallery of Victoria galleries in the surrounding Annulus space. Work progressed on the management of four The East Link opened in May 1999. State Library of Victoria major capital projects, as follows: Sidney Myer Music Bowl (phase two, 2001) • the $136 million refurbishment of the The refurbishment of the Bowl, launched by National Gallery of Victoria (NGV) at St Kilda the Premier in May i999, will enable it to Road. This involves a complete internal retain its position as one of Victoria's • new chief executive remodelling of the existing building, important outdoor performance venues. appointments at Museum sympathetic to the original design. The Donors include the Victorian Government Victoria and the National Gallery closed on 30 June 1999 and will ($15.5 million), and the Sidney Myer Fund, the reopen in early 2002. Myer Foundation and Myer family members Gallery of Victoria ($3 million). output arouo severi
The $275 milion Melbourne Museum wil,l ^b e the largest ,museu, m in Australia, four times the size of its Swans Street predecessoDfr. It also is Phar Lap's new home. ProtectioProte n of the landmark Royal Exhibition Building and incorporation ef thne IMAX Theatre are parDart of the Drecincprecinct Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP
KEY ACHIEVEMENTS Museum Victoria Koorie Heritage Trust The Old Customs House was restored to house Designed to promote the living culture of the continued an Immigration Museum and a Hellenic indigenous people of south-east Australia, it Antiquities Museum. This opened in November was planned to open this project in March • cultural links between 1998. The Tribute Garden records names of 1999, but its premises were destroyed by fire people who have helped create Victoria's rich in February. The Trust is operating from Singapore and Victoria cultural family. Family trees can be explored at the Flinders Lane pending replacement of its enhanced with signing of a Sarah and Baillieu Myer Immigration Discovery building. Centre. Memorandum of Heide Museum of Modern Art Construction of the Melbourne Museum at Commitment of $3 million towards Understanding Carlton Gardens continued, with substantial redevelopment of the Museum at Heide works completed. Exhibition fitout was to follows provision of $150 000 for a • major program of civic begin in September 1999. competition to complete the masterplan. It will provide an extra 2000 square metres and cultural events Construction work was completed on the new of space. Planetarium at Scienceworks. The Planetarium announced for 1999-2000 was scheduled to open late in August 1999. Regional performing arts centres to celebrate the new March 1999 saw the first round of grants in a Victorian Archives Centre millennium, and for the program to upgrade regional performing arts Under construction on the former Government centres, in which $17 million will be invested 2001 Centenary of Printer's site in North Melbourne, the Victorian over four years. Archives Centre will house the Public Record Federation celebrations Office Victoria. It will provide a state-of-the-art $823 000 was allocated to upgrade equipment storage facility for paper and electronic at six arts centres - Echuca, Ballarat, records management at a cost of $36 million Warrnambool, Hamilton, Kyneton and Warragul. • $3 million committed to (and, as noted, a temporary home for part of redevelop the Museum of the National Gallery of Victoria's collection Modern Art at Heide during the relocation process).
Geelong Performing Arts Centre Work continued on refurbishing the public areas and facilities, theatres and equipment at the Geelong Performing Arts Centre. This $2 million project will enhance the presentation of performing arts in the greater Geelong region. Building work was scheduled to accommodate the Centre's programming and is due for completion by December 1999.
Malthouse Plaza Construction of this project will begin in late 1999. It will serve three arts companies, accommodating the Australian Centre for Contemporary Art and the 'Chunky Move' dance company, and providing modern set construction and storage facilities for the Dr George MacDonald will lead Museum Playbox Theatre. As part of the project, the Victoria through the most dynamic growth in adjacent CityLink venting stack was its history. Recruited from the Canadian redesigned to provide a new cultural icon for Museum of Civilization, he is committed to Melbourne. making the Museum accessible while still educational output íirouD seven
Arts industry development The Women Artists program, an initiative of the Office of Women's Affairs with Arts Victoria, Arts Victoria undertakes a range of strategic, supports professional artists in developmental funding and award initiatives to support one-off projects, and made three grants of continued development in the arts industry. $30 000 to individuals working in dance and These initiatives operate locally and computer-animated audio-visual work. internationally, and provide the cultural sector with development opportunities that The Arts Development program emphasises strengthen its overall performance, its new treatments and concepts by individuals sustainability and professionalism, and its and small-to-medium companies. Funding of local and international reputation. During $1 190 000 went to 99 projects. More than The Urban Dream Capsule fascinated 1998-99 development took place across arts half had not previously received direct support viewers when they lived in the Myer windows organisations, in new products and markets, from Arts Victoria. during the 1996 Melbourne Festival. They in regional Victoria, in targeted areas, with very successfully recreated the event in arts leaders, marketing initiatives, digital Market development Belgium's Ghent for some 250 000 viewers. media and new technology. Local and international markets play a key role Dubbed 'the fab four' by Belgian press, in representing Victoria. Touring, export and daily newspaper and television bulletins Arts organisations development cultural exchanges offer opportunities for brought them to millions more in Belgium, To ensure the widest possible range of quality boosting financial and artistic returns, and for Germany and the Netherlands. The show has programming, Arts Victoria provided funding to strengthening the profile of Victoria as the stimulated Inquiries for work from across the more than 100 non-government organisations. State for the Arts. world. Reckless Moments and Arts Victoria's These included: International and Export Touring program Through the International Export and Touring supported the trip to Ghent (photo by • grants totalling $6 881 400 program and the Cultural Exchange program, Franslsca) to major organisations the Victorian arts industry demonstrates its commitment to expanding interaction with • grants totalling $4 907 000 to producers overseas markets. These programs supported and presenters of innovative new work 76 international projects across the range of • grants totalling $928 500 to artforms into key markets worldwide. Funding 16 regional galleries. totalled $800 000, and assisted major performing arts tours, cultural exchange Product development initiatives, and an exhibition exchange between Programs designed to support new artistic the National Gallery of Victoria and the Sonje product development include the Victoria Museum of Contemporary Art, Korea. Commissions, the Women Artists and the Arts Development programs. A number of Victoria-Singapore projects took place as part of the Memorandum of Understanding Victoria Commissions supports major new (see p 62), signed in July 1998, between Arts contemporary works of art that are created for Victoria and the National Arts Council of public presentation and permanent siting in Singapore. Victoria. Four projects were funded in 1998-99, including a sculpture for Melbourne's Living Arts Victoria's strategy was presented at Museum of the West and new works for the CINARS'98, an international performing arts Australian Art Orchestra. The 1995-2000 market in Canada. The CINARS strategy program is funded through the Community involved an Arts Victoria booth display Support Fund. featuring 'The Sharp End' CD-Rom, and two full-length showcase performances, C.O.R.R.U.P.T.E.D 1 and 2 by 'Chunky Move' dance company. Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP
A report was completed on the Arts Targeted initiatives Victoria/Australia Council international market These include the Artists and Designers in research study into the performing arts, School program (AEDIS), the Performing Arts resulting in a joint communications and Network (PAN), industry awards and dissemination strategy. Aboriginal arts.
The Festivals and Events program gives grants An initiative with Education Victoria, AEDIS to festivals to produce high quality projects allows practising professional artists and that reflect and celebrate local identity. This environment designers to work with students funding totalled $473 500. Funding recipient, and teachers in schools for up to 20 days. the TAC Wangaratta Festival of Jazz, received a Some 62 schools took part during 1998-99. Sabine Kupferberg came with the Nederlands national award in October 1998. Dans Theater 3 to the 1998 Melbourne PAN identifies performing arts products and Regional development International Festival (photo by Joris Jan Bos) companies available to schools as well as The regional development strategy comprises helping students and teachers attend the Touring Victoria program and the Regional performances. During Education Week in May Arts Fund. 1999, nine events were presented by
Touring Victoria aims to allow audiences in companies including Opera Australia and The outer metropolitan and regional Victoria to see Australian Ballet. a variety of presentations, performances and The Victorian Aboriginal Arts Distribution exhibitions without having to travel to project, the first of its kind in Australia, is Melbourne. 23 tours were supported, and five funded by the Office of National Tourism and centres received funding on an annual basis. implemented by Arts Victoria. A two-year The program's ability to further develop the project, it aims to identity Aboriginal artists in state-wide touring industry will be boosted up Victoria, improve links between practitioners to 2001 by access to a $2 million allocation and tourism opportunities, and build marketing from the Community Support Fund. and presentation skills. A successful The Regional Arts Fund is a Federal Aboriginal Performing Arts Forum in April 1999 Government initiative for the development of was well attended. arts and cultural activities in rural and regional Australia. The 1998-99 Victorian component The industry awards program promotes was $393 752, with 43 projects funded. The industry excellence, leadership and individual fund complements Touring Victoria by raising achievement. The Parliamentary Secretary, the profile of arts and culture in regional Mrs Lorraine Elliott MLA, officiated at the areas, and by responding to the needs of annual Green Room Performing Arts awards individuals and organisations who live and in February 1999, where Arts Victoria again work in isolated communities. sponsored the Fringe Theatre category.
The Deacons Graham and James//4rts 21 award of $20 000 is designed to foster and develop Victoria's position in the visual arts and Australia's geographic and visual links with Asia. The 1998 winner was Stephen Haley.
The Victorian Design awards, an Arts Victoria initiative, are supported by the Design Institute of Australia (Victoria), Schiavello Commercial Interiors and the Community Support Fund. Four major awards and eight awards for young designers and students were given for interior design, graphic design, industrial design and textile design. output crouD seven
The Lowenstein Sharp//4rts 21 fellowship of Major projects in 1998-99 included the $50 000 is one of the major art awards in development and delivery of a pilot Incubator Australia for mid-career artists. Joint recipients project, Cyberpoet, at the State Library of in 1998 were Akio Makaigawa and Mike Parr. Victoria, and Culture Track '98, a forum that examines the audience in a digital world. Arts Leaders 2011 This program aims to promote and enhance The Arts Victoria 'The Sharp End' CD-Rom was leadership in the Victorian cultural sector at all a finalist in two important national awards, for levels - individual, enterprise and industry. 26 innovative commercial development and best grants were made totalling $742 747. government use of multimedia. Arts Victoria also commissioned a research project into the Launched by the Premier in Warragul and with Key achievements included the development use and application of digital media by the CSF funding, the Federation Grants Scheme and delivery of a corporate governance non-government sector. The findings will be seeks projects with lasting benefits for local program for the non-government arts sector, applied across the arts sector. communities. For application forms or details, the 1998 Arts Leaders seminar series, a phone 1300 366 356 mentor training program, and four placements New Millennium or visit www.federation.vic.gov.au in the Myer Foundation Cranlana program. Planning was undertaken for a statewide program to celebrate New Millennium's Eve on A corporate governance training program was 31 December 1999. The program is a developed in partnership with KPMG, to partnership between the Melbourne Festival, recognise the leadership role played by Regional Arts Victoria and local communities. volunteer board members of arts It will be the first event in 18 months of organisations in the non-government sector. festivities to celebrate the Millennium and Two series were successfully delivered. The Centenary of Federation. program provides flexible, affordable training tailored specifically to arts organisations, with Centenary of Federation an additional module for CEOs. More than 160 The program developed for the Centenary of board members and CEOs attended the Federation celebrations in 2001 was launched launch. by the Premier in March 1999. The Centenary of Federation Victoria committee chaired by Sir Arts marketing Gustav Nossal has developed a schedule of In cooperation with Tourism Victoria, Arts events to be delivered throughout 2001. Key Victoria produced a brochure to promote components are Victoria as the State for the Arts. • an education awareness program Work was undertaken with arts organisations to develop products appropriate to the • a series of major events focusing on May convention market, including the Arts Culture 2001, to commemorate the centenary of and Entertainment Passport (with the the first Commonwealth Parliament in Melbourne Convention and Marketing Bureau). Melbourne and associated civic celebrations The passport encourages delegates to • the 100 hours project, a community conferences and conventions to visit involvement program, which will enable participating arts and cultural organisations. Victorians to make a lasting contribution to Digital media and new technology the community This program aims to develop new titles and • a $4 million grants program to help local interactive public programs across the groups and organisations design their own Victorian cultural sector. Key priorities are to celebrations and commemorations of the make cultural collections more widely Centenary. accessible, transform the way collections are managed, and use technology to deliver public programs and services.
B Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP
Culture Track 98, a multimedia forum, was part of the Interact 98 Asia Pacific Multimedia Festival in October. 'The Men Who Knew Too Much' performed as part of the exploration of online and real audiences ¡in a digital technology world (photographer Kaye Rintel)
During 1998-99 Centenary of Federation Arts Victoria has established a Steering Victoria embarked on a major regional Committee to oversee Victoria's program of communications program to involve rural and celebrations, with representatives from regional communities in planning for the Centenary of Federation Victoria and the celebrations. Applications were called for the Melbourne Festival. first round of community grants to be Organisational self-assessment announced in late 1999, and planning began An organisational self-assessment in early for the major events of May 2001. 1998 identified six organisational improvement Consultation was undertaken with Victoria's projects to be undertaken during 1998-99. indigenous community and a youth-oriented These projects resulted in improved internal community program also has been developed. communication processes and a clearer As part of the Centenary of Federation understanding of customer relationships and celebrations, a diverse range of cultural organisational values. A leadership programming has been commissioned from development program is being developed and the Melbourne Festival. This will be delivered improvements made to data collections from May - October 2001. systems.
O | • -r* j^-x ! r — o L. <•».-. rouo seven
Portfolio services Regional festivals study The first stage of a strategy for evaluating the This involves the provision of high-quality economic impact of local and regional arts policy advice, research and planning services festivals and events was completed in across the arts portfolio. September 1998. The strategy focused on The services delivered by Arts Victoria are assessing economic benefit, and on improving underpinned by the corporate and business understanding of development issues such as planning framework. Assessment of tourism potential, sponsorship and festival performance against targets, and evaluation programming. Its results included a Festivals of the effectiveness of Arts Victoria's 'Do-lt-Yourself Kit, with the potential for Memorandum of Understanding being signed organisational structure and internal application throughout Australia. Stage Two of by Mr Liu Thai Ker, Chairman of the National processes, are important activities. In 1998- the study, in partnership with CRC (Cooperative Arts Council of Singapore and Parliamentary 99, these produced a number of improvement Research Centre) Tourism, focuses on testing Secretary, Mrs Lorraine Elliott, MLA will enhance initiatives, and contributed to broader state and evaluation of the DIY kit. our cultural links (photo by Regis Martin) and national cultural agendas and reviews. Arts 21 publications Arts portfolio leadership awards Four issues of the Arts 21 magazine and Arts These were initiated to acknowledge Count research bulletin were published and leadership achievements within the arts distributed to airport lounges, arts venues, agencies. Throughout 1998 these agencies theatre foyers, and information centres underwent significant infrastructure and throughout Victoria. organisational redevelopment, and as a result, Federal review of the performing arts demonstrated leadership and excellence in key Arts Victoria developed a submission to this milestones and achievements. Six awards were federal inquiry. Announced in December 1998 presented in December 1998, to projects such and chaired by Helen Nugent, Deputy Chair of as the Public Record Office Victoria's national the Australia Council and Chair of its Major touring exhibition program, and the Museum Organisations Fund, the inquiry will examine Victoria's relocation program. the financial viability, competitiveness, modus Electronic service delivery operandi, governance and accessibility of the A pilot program was developed to allow arts sector. applications under the Guarantee Against Loss International exchanges scheme to be submitted on the Internet. This Following the Memorandum of Understanding is Arts Victoria's first electronic service between Arts Victoria and the National Arts delivery program. Council Singapore, the Singapore Minister for Arts grants on-line system Information and Arts visited Melbourne in April An independent post-implementation review 1999, and a reciprocal delegation visited was conducted of the Arts Grants Online Singapore two months later. The delegation System (ARGO). Arts Victoria will prioritise the included members of the Victorian Council of findings of the review and begin the first the Arts who identified opportunities to phase of the ARGO redevelopment. develop exchange projects with their counterpart organisations.
A cultural delegation from Jiangsu Province, Victoria's sister state in China, visited Melbourne in April 1999. Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP
• continued work on the major cultural infrastructure projects with completion in 1999-2000 of the Planetarium, the temporary National Gallery of Victoria on Russell Street, and the Victorian Archives Centre
• a new media and information technology strategy, and a feasibility assessment of Culture Channel
• the development and delivery of cyclical asset maintenance plans, to protect and preserve major cultural assets
• delivery of a new policy framework which builds on the Arts 21 strategies and ensures that policies and programs for the cultural sector are relevant and appropriate for the next decade
• delivery of the new millennium celebrations in partnership with the Melbourne Festival and regional communities, and increased public awareness for the Centenary of Federation program
• added focus on international affairs and enhancement of the profile of Victorian artists, through market research, cultural exchanges, fostering export and touring product, and strengthening cultural ties with Singapore
• implementation of projects arising from the arts agencies corporate governance review
• completion of a benchmarking project to compare the state-funded cultural institutions and portfolios
• participation in the ongoing Federal review of the major performing arts
• monitoring and managing Y2K and on-line 2000 projects, and issues relating to taxation reform and its impact on the arts industry, such as the Goods and Services Tax
Arts agencies governance
• service and funding agreements (number) 6 6
• funding provided within cashflow forecasts (per cent) 100 100
Cultural facilities development
• agency major projects managed (number) 8 8
• infrastructure projects developed on time and on budget (per cent) 100 100
Arts industry development
• contracts with non-government sector clients (number) 99 134
• strategic intervention programs (number) 10 10
• client satisfaction (per cent) 80 82
Portfolio services provision
• planning projects (number) 6 6
• Government deadlines met for portfolio planning (per cent) 100 100 Advice and support to the Governor
OUR OBJECTIVE: A 1'
Jia:iluMiil OUR LOCATION provide advice and administrative support to the Governor
The Office of the Governor provide support for the maintenance and upkeep of Government House as a heritage asset of national importance
manage entertainment and hospitality at Government House
OUR WORK •SU advice and assistance Advice and administrative support The Governor and Lady Gobbo visited the to the Governor cities of Warrnambool and Horsham and the While the Queen is Head of State of Victoria, • maintenance at shires of Southern Grampians, Glenelg, Bass the Governor ordinarily exercises the powers Government House Coast and South Gippsland. They accepted and functions of Head of State. He is more than 200 invitations to attend events • hospitality at responsible for held outside Government House. Government House • fulfilling the constitutional responsibilities Economic and cultural promotion and of his position exchange was the focus of their official visits • representing the community as Head of to the United Kingdom, Italy and France. In State London the Governor was received in audience by Her Majesty the Queen at Buckingham OUR CUSTOMERS • meeting and interacting with a broad cross- Palace, where discussions took place with section of the community. The Governor, the Premier, palace officials about the year 2000 visit to Australia by Her Majesty and the Duke of Executive and Parliament, The Office of the Governor advises on legal, Edinburgh. the Victorian community and policy and constitutional issues, and handles people using the services at correspondence. Government House In 1998-99 the Executive Council met 49 times and held three special meetings. Royal Assent was granted to 99 Bills. The Governor, The Hon. Sir James Gobbo AC, appointed and swore in two Judges of the Supreme Court.
The Governor gave the official address on Australia Day and Anzac Day, addressed the Legacy Anzac Service for schoolchildren, and attended the Remembrance Day commemoration at the Shrine of Remembrance.
Charles Curwen CVO, QBE, Official Secretary Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP
KEY ACHIEVEMENTS
• travel by the Governor,
Lady Gobbo and the
Official Secretary to the
United Kingdom, Italy and
France, with a focus on
economic and cultural
promotion and exchange
• development of an
extensive asset
management system
• entertainment and
welcoming of local and
overseas visitors
In Rome, the Governor toured the workings of Maintenance and upkeep of Autostrade and met the former President of Government House the Italian Republic, Senator Francesco The columns in the State and Private Halls of Cossiga, who had previously visited Australia. the House were repaired and painted, In Bologna, Sir James met the President-elect enhancing their structural and decorative of the European Commission, Professor function. Electrical services were upgraded Romano Prodi. Discussion included the and the renovation, repair and paintings of possibility of an exchange of learning in regard outbuildings completed. Telecommunications to technical skills. were reviewed and a report provided on In Paris, the Governor met the Australian options for upgrading these facilities. In the Ambassador to France and French company grounds a computerised irrigation system was executives with interests in Australia. As installed, and extensive arboricultural works patron-in-chief of the Global Foundation, Sir undertaken. As well, additional garden lighting James opened, attended and addressed the was installed, for security and safety. All these Europe-Australia Dialogue in Paris. He also works met the specifications set down. travelled to Brussels with this group for During the year an asset management system discussions with representatives of the was developed and implemented for purposes European Parliament. of financial recording and reporting as well as Targets were achieved of 95 per cent for insurance, security and historical benefit. satisfaction with policy advice, administrative Included in the system are assets owned by processes, and event and visit arrangements. the Office of the Governor, and administered assets on loan from the National Gallery of Victoria, the W.R. Johnston Trust, the National Trust of Australia (Victoria), Scienceworks and the Museum of Victoria. output nrouo einht
The State Drawing Room is used for a variety of purposes, including award ceremonies, musical recitals and receptions for community groups
Entertainment and hospitality Major functions held at Government House included the Premier's VCE Awards, the The Governor held investitures through the Governor's Export Awards, the Premier's year for the presentation of Australian Award for Medical Research, the welcome honours. He hosted numerous award reception for the 1999 Grand Prix, and the ceremonies and functions, on his own opening of Melbourne Fashion Week. initiative and in response to Government and community requests. Particular emphasis was Monthly reviews were conducted, and placed on youth. analysis with comparable functions was carried out to assess the quality of service He received many callers from all sections of provided and the Governor's satisfaction the community, and hosted luncheons for level. All targets were met. foreign Ambassadors and High Commissioners paying their first official visits to Victoria. The Government House Open Day was held on Guests with relevant business or cultural Australia Day, 26 January, 1999. interests were invited to these luncheons. Throughout 1998-99 some 40 000 people In 1998-99, State Dinners were held and came to Government House. hospitality extended to Her Excellency Mary McAleese, President of the Republic of Ireland, the Honourable Dr Giancarlo Galan, President of the Veneto Region in Italy, and His Excellency Oscar Luigi Scalfaro, President of the Republic of Italy. Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP
ReiBimra continued visits by the Governor arid Lady Gobbo to municipalities around Victoria
further overseas travel by the Governor and Lady Gobbo for the economic, educational and cultural promotion of Victoria, if requested by the Premier
major capital works in the gardens and grounds of Government House, including installation of a triple water main, drainage, repair of paths and roads, and documentation of horticultural and arboricultural assets
Staffing 1999 (as at 30 June) Staffing 1 995-99 (as at 30 June)
30
^
'•5 • \
25
1995 1996 1997 1998 1999
Il I lui I
1995 • 1996 • 1997 • 1998 • 1999
IMMMTiiiiJi
Advice and assistance to the Governor
• events and visits by the Governor (number) 10 6
• timely arrangement of events and services (per cent) 100 100
Maintenance at Government House
• satisfaction of Governor (per cent) 95 95
• minor works performed to agreed specifications (per cent) 100 100
Hospitality at Government House
• events and hospitality arranged (number) 160 221
• high quality of service provided to guests (per cent) 95 95 Legislative drafting and publishing services
OUR OBJECTIVE: I " TL V\ I ; 7 L .1 3F
IIIMILI OUR PEOPLE continuing to provide high-quality legislative drafting services
Office of the Chief continued improvement, through the use of new technologies, in the effectiveness and Parliamentary Counsel efficiency of legislative processes
OUR WORK Drafting Bills and Statutory Rules Acts and Statutory Rules enacted or made during 1998-99 were released in electronic Drafting Bills for the Government's legislative • drafting Bills form on the Government's website program is the major responsibility of the (http://www.dms.dpc.vic.gov.au). At 1 July Office, which also implements a program for • settling Statutory Rules 1999, 536 Principal Public General Acts in forward planning for new Statutory Rules. In force and 469 Principal Statutory Rules in managing the printing and 1998-99, 96 Bills were prepared for force were maintained in up-to-date, publication of legislation introduction, in accordance with timelines set consolidated form on this database. in the legislative programs established by the • advising on legislative Cabinet. 173 Statutory Rules were made in matters accordance with timelines set by Departments. Advising on legislative matters
The Office provided advice on a wide range of questions about the legislative process and Printing and publishing legislation procedures. As far as possible we monitored OUR CUSTOMERS requests for advice, to ensure timely Bills, Acts and Statutory Rules, including responses. Government Departments, reprints, are prepared for publication, as well the Parliament as tables and indexes of legislative information. The Office manages arrangements for the printing, publication and distribution of this material in accordance with agreed timetables.
Work continued during the year on the Legislation Document Management System (LDMS) which tracks the progress of a legislative proposal from inception to enactment, and on subject indexing of the statute book.
Rowena Armstrong QC Chief Parliamentary Counsel Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP
Willi:,WW.I.„W.III>.W KEY ACHIEVEMENTS continue to maintain the consolidated Acts and Statutory Rules on The Law Today database
develop further electronic systems to support on-line access to legislation • continued maintenance
continue to develop and maintain the LDMS system of the electronic
complete the subject index of legislation, by 1 January 2000 database in a fully
consolidated
form (402.3 megabytes, Staffing 1 999 (as at 30 June) Staffing 1 996-99 (as at 30 June) or approximately 35 112 500 pages)
30 / ~ • / / 25
1996 1997 1998 1999
I I 1 I I 1 1 I I 1 1 • • • • A
Full Time Part Time Casual Full Time Part Time Casual
1996 • 1997 • 1998 • 1999
Legislative drafting • bills prepared in accordance witn Cabinet program (Bills) 110 96 • statutory rules made in accordance with Cabinet program (SRs) 170 173 • bills and SRs drafted efficiently (per cent) 95 95 Legislative publishing • annual printing targets achieved (number) 150 199 • products delivered within timelines (per cent) 95 100 B Ct L. K-»' Lt o- - -, i 'w: ¡«J I 1st ï Numbers of Bills, Acts, Statutory Rules Bills introduced 118 96 Acts passed (number) 110 100 Proposals for Statutory Rules 218 167 Statutory Rules made 196 173 Omnibus Acts Omnibus Acts passed 13 17 Acts amended by omnibus Acts 65 111 Reprints Acts Reprints 147 162 Statutory Rules Reprints 174 37 Parliamentary Sittings Sittings (number) 2 2 Weeks 17 13 Pages Acts passed 4 553 2 862 Statutory Rules made 2 316 3 255 Reprints Acts 14 200 15 100 Reprints Statutory Rules 4 929 2 100 Statutes Database Acts loaded 110 100 Statutory Rules loaded 196 173 Megabytes as at 30 June 51 41 Equivalent A4 pages 6 800 6 200 The Law To-day Versions loaded - Acts 695 1 227 Versions loaded - Statutory Rules 271 509 Megabytes 321.6 402.3 Equivalent A4 Pages (approx.) 90 000 112 500 Bills introduced 131 76 111 118 96 Acts passed 123 55 109 110 100 Proposals for Statutory Rules 229 199 207 218 167 Statutory Rules made 226 170 170 196 173 Pages of Acts passed 1 771 2 588 4 782 4 553 2 862 Ombudsman complaints resolution OUR OBJECTIVE: T 7 POLICE m \ Z Tí T i OUR PEOPLE improve systems for resolving complaints, through - completion of Stage Two of our information technology plan, to include a new complaints Office of the Ombudsman management database - continued efforts to help authorities within jurisdiction to develop or improve their own systems increase community awareness of the services we offer, through enhancement of outreach OUR WORK services and of the Ombudsman Home Page • complaints investigation table in Parliament the final report on Allegations raised concerning the activities of the within the general jurisdiction Operations Intelligence Unit and other related issues • complaints investigation within the police jurisdiction • public awareness and education Complaints investigation within the associated with implementing the Office's general jurisdiction information technology plan. Once this is • police telecommunication completed, further benchmarks will be interceptions monitoring The Ombudsman provides an independent and developed for turnaround times for complaints. impartial service for the investigation of complaints made against State and local There was an increase in the number and government agencies or officers, including complexity of Freedom of Information some Freedom of Information matters. In complaints. reporting to Parliament on such complaints, OUR CUSTOMERS he identifies deficiencies in legislation, policies and practices. His Office works flexibly The Parliament, and, where possible, informally. It encourages the Victorian community, conciliation and advises on alternative officers of the Victorian methods of resolution. Timelines for key Public Service, processes are benchmarked, and are based Government Departments, on turnaround times to respond to and the Victoria Police investigate complaints and closure of files. In 1998-99 the Office dealt with some 2500 cases in the general jurisdiction, with an emphasis on informal methods of resolution. Approximately 90 per cent were resolved within agreed deadlines, meeting our target. Efforts continued to help authorities, within jurisdiction, to develop their own systems for handling complaints. Completion of the new complaints management database was Dr Barry Perry, Ombudsman delayed by software development issues output ~roup ten Complaints investigation within the Promoting public awareness and police jurisdiction education Complaints about the conduct of the Victoria Improved awareness of the Ombudsman's role Police and its members are lodged with the and functions benefits individual members of Ombudsman and with police. The Ombudsman the public, disadvantaged groups in general, may carry out his own investigation, but in and the public sector. practice refers most of the complaints he receives to the police for further inquiry. He In 1998-99, 20 country access initiatives were then reviews the police investigation of all taken, meeting the target for the year. We complaints, including internally generated highlighted the service that is available by inquiries into serious misconduct, and initiates offering specific help to country residents who further action where necessary. The Office had concerns with the administration of dealt with more than 2000 cases during the Government services. year. We also completed a number of our own We participated again in the Government investigations. In 1998-99, approximately 90 pavilion at the Royal Melbourne Show, and per cent of complaints were resolved within continued to publicise our services through agreed deadlines, also in line with our target. Information Victoria and community organisations. As well, the Office completed the investigation into 'Allegations raised concerning the The Ombudsman Home Page was expanded. It activities of the Operations Intelligence Unit can be visited at www.ombudsman.vic.gov.au and other related issues'. The final report on this investigation was tabled in Parliament during the year. Monitoring police telecommunication Other activities included efforts to handle interceptions complaints more efficiently, through a range of The Office inspects the records of the Victoria proactive strategies conducted with the Ethical Police for lawful interceptions of telephone Standards department of the Victoria Police. conversations. Relevant police records were These included the 'Public Incident Resolution' audited satisfactorily in 1998-99. approach and the use of interim reviews. The Office contributed to the Police Board review of the Police Regulation Act. Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP KEY ACHIEVEMENTS complete construction, testing and installation of the complaints management database, and development of related operating procedures • handling of more than continue to develop proactive strategies to reduce numbers of complaints and the time taken to handle them 4500 cases, informally enhance monitoring and review of police complaint investigations wherever possible increase the Office's profile in Victorian prisons • development of a new complaints management database • assistance with internal complaints handling systems for authorities within jurisdiction • expansion of outreach services, especially through enhancement of our Web page • tabling in Parliament of lïîïïîim «a the final report on Complaints investigation within the general jurisdiction Allegations raised • finalise consideration of complaints (number) 2400 2531 concerning the activities • complaints finalised within agreed timelines (per cent) 90 90 of the Operations Complaints investigation within the police jurisdiction Intelligence Unit and • finalise consideration of complaints (number) 2400 2051 other related issues • complaints finalised within agreed timelines (per cent) 90 90 Public awareness and education • requests responded to (number) 16 000 15 144 • country access programs (number) 20 20 Police telecommunication interceptions monitoring • warrant inspections (number) 400 396 • satisfaction of the Parliament and Ombudsman (per cent) 100 100 Public sector employment and conduct, and strategic human resource services OUR OBJECTIVE: [lllJiClliiMlLl OUR PEOPLE to effectively support the Commissioner for Public Employment in his statutory responsibilities The Office of Public to provide sound advice and cost-effective, whole-of-government people management services Employment iliffiHHffi OUR WORK The introduction of the Public Sector the CPE should require on application to the Management and Employment Act 1998 principles. More than 250 organisations • promote understanding of meant that the former Office of the Public participated in a trial collection to test the public employment and Service Commissioner was replaced, on 1 July feasibility of the proposed approach to sector- conduct principles and the 1998, by the Office of Public Employment. wide demographic data, and to determine key Commissioner's Directions This brought added responsibility for the indicators. Electronic data transfer processes Office, in the form of more than 250 public were set up wherever possible, to minimise • provide strategic sector agencies. The restructure involved a additional work in agencies. human resource services reduction in staffing from 33 employees to and advice 19. 1998-99 saw a focus on collaborative The CPE sought information to assess a work with agencies, increased use of number of cases alleging breaches of the Act, technology to reduce costs and enhance principles, Commissioner Directions, or code service delivery, and outsourcing of of conduct. All were completed within the year. professional and operational work with a The Office initiated and managed an inter- consequent emphasis on contract OUR CUSTOMERS jurisdictional data sharing project to establish management skills. bases for comparing Office of Public The Parliament, Government Employment operations, and the performance of Departments and the sector across the jurisdictions represented. agencies (for statutory Promote understanding of public functions), the Premier (as employment and conduct principles Minister for Public and the Commissioner's Directions Employment), Government During the year a strategy was developed for Departments, promotion of the public sector employment and public sector agencies (for conduct principles, and of Directions issued by strategic human the Commissioner. This was implemented resource services) through meetings and printed material. The Commissioner for Public Employment (CPE) held 38 meetings with agencies, including 11 in country areas, and the Senior Adviser, recruited late in the year, consulted with staff of 38 line agencies. Two newsletters and two booklets were published for different target markets within the public sector. Consultations with agencies took place to Peter Salway, Commissioner for Public Employment determine the framework for the information Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP KEY ACHIEVEMENTS Provide strategic human resource Independent contractors were used to services and advice evaluate development programs and to help with their reshaping, and 494 development • tenfold expansion of Executive remuneration and benefits were days were provided for whole-of-government regular workforce data reviewed as a basis for advice to Government leadership programs. The Office organised a on adjusting remuneration bands. Expert successful seminar on scenario planning. collection, achieved with advice was obtained, and provided to half the previous staffing Government and agencies as required, on Consultations were held with all Departments external issues that impacted on executive to provide feedback on the findings of the remuneration, superannuation, taxation and Executive Turnover Project, and to encourage • extensive promotion of FBT changes. Twenty nine submissions were executive groups to develop strategies to analysed for the Joint Advisory Panel which address specific issues. the employment and approves remuneration for chief executives in conduct principles government business enterprises and The Office managed Victoria's input to the statutory authorities, and advises the development of the national Public Service Training package. This joint venture of all Government on executive employment policy in • development of the the public sector. This function transferred to jurisdictions creates a suite of nationally framework for reporting on the Department of Treasury and Finance on 1 recognised qualifications in areas unique to public administration. July 1999. application of the Progress was made on inter-jurisdictional data principles and Thirty seven graduates were recruited from sharing. A proposal was presented to State more than 1500 applicants in the Graduate Commissioner Directions and Territory Commissioners of Public Recruitment Scheme. Ten agencies took part Employment in February 1999. Despite some in the scheme. A new course for staff with delay, if all jurisdictions agree to the proposal high executive potential, run three times in • evaluation and refocusing then the target date of data sharing by 31 1998-99, was attended by 59 people. December 1999 will be met. of development programs • facilitation of an inter- jurisdictional data sharing review the information framework, implemented in 1998-99, with the aim of refining project processes in order to minimise additional work for agencies while maintaining the quality of information • establishment of the new identify and implement strategies to promote better practice examples for the application of the principles and Commissioner Directions Office under new legislative requirements improve cost-effectiveness of Office procedures by upgrading the use of technology enhance the range of executive development programs to support the State Coordination and Management Council in developing leaders for the future review a database of external (including international) programs, with evaluation comments, which was held over in 1998-99 I : I DPC and ASMR are partners in the Premier's Award for Medical Research. Recipients of earlier awards and commendations attended the 1999 presentation at Government House: (I to r) ingrld Scheffer (98), Desiree du Sart (98), Stella Clark (ASMR), Caroline Speed (97), Shaun Jackson (winner 95), Elizabeth Johnson (ASMR), Jefferey Boyle (winner 98), Margaret Morris (ASMR), Andrea Heyward (DPC) and Neil Pearce (DPC) (report at pp 31-32) The World Cup was popular during the street parade and not only with Australian cricket captain Steve Waugh and the Premier (report at p 44) annual report Department of Premier and Cabinet SECTION THREE: APPENDICES Acts of Parliament Administered by the Premier Administrative Arrangements Act 1983 - provides for changes in administrative arrangements for ministries, administrative units and officers of administrative units. Audit Act 1994 - excluding parts 2A, 2B, 3, 4 and 5 (these provisions are administered by the Minister for Finance). Australia Acts (Request) Act 1985 - requests and consents to Commonwealth and United Kingdom legislation which severs remaining constitutional links between Australia and the U.K. Parliament, government and judicial system. Australia Act (Request) Act 1999 - requests the amendment of the Australia Act 1986 (Commonwealth) and the Australia Act 1986 (United Kingdom) which will allow States to sever their links to the Crown if the republic referendum is passed. Commonwealth Arrangements Act 1958 - relates to certain arrangements between the Commonwealth and the State of Victoria, in particular those for the performance of duties by public servants and the use of State property for purposes of the Commonwealth. Competition Policy Reform (Victoria) Act 1995 - provides for the application of certain laws of the Commonwealth relating to competition policy as laws of Victoria. Constitution Act 1975 (excluding Part III, which is administered by the Attorney-General) - relates to the Constitution of the State of Victoria including the powers of the Governor, both Houses of Parliament, and the establishment of a system of Local Government. Constitution Amendment Act 1958 - Sections 149(1), (2), (6), (7), 153, 154A and 155 (the remaining provisions are administered by the Attorney-General). Constitutional Convention Act 1972 - makes provision for costs and payment of allowances to Victorian delegates to the Constitutional Convention. Essential Services Act 1958 - provides for the continuation of essential services during a declared state of emergency by permitting certain measures to be implemented and by making certain activities illegal. Gaming Machine Control Act 1991 - section 138 - establishes the Community Support Fund. The Act is otherwise administered by the Minister for Gaming. Land Titles Validation Act 1994 - validates in accordance with the Native Title Act (Commonwealth) past acts that are invalid because of the existence of native title and provides for compensation rights for native title holders affected by acts of the State. Longford Royal Commission (Report) Act 1999 - makes provision for the publication of the report of the Longford Royal Commission which inquired into the gas explosion at the Longford Refinery at East Gippsland on 25 September 1998. Long Service Leave Act 1992 - Section 7 (4) and (5) (the Act is otherwise administered by the Minister for Industry, Science and Technology). Members of Parliament (Register of Interests) Act 1978 - provides for a code of conduct dealing with the relationship between a Member of Parliament's public duty and private interests and establishes a Register of Members' Interests. Mutual Recognition (Victoria) Act 1998 - adopts the Commonwealth Mutual Recognition Act 1992. Ombudsman Act 1973 - provides for the appointment of an Ombudsman with power to investigate administrative actions taken in government departments, statutory bodies, or by officers and employees of municipal councils. Parliamentary Committees Act 1968 - provides for the establishment of joint investigatory committees and for certain other parliamentary committees and their powers and functions. Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP Parliamentary Officers Act 1975 - provides for the appointment and conditions of employment of officers of the Parliament. Parliamentary Salaries and Superannuation Act 1968 (excluding Part II, which is administered by the Minister for Finance) - provides for the salaries, allowances and superannuation to be paid to Members of Parliament. Port Services Act 1995 - Section 58 (the Act is otherwise administered by the Ministers for Roads and Ports and for Finance and by the Treasurer). Project Development and Construction Management Act 1994 (Parts 1, 2, 3 and 6 save for Section 46, which is administered by the Minister for Planning and Local Government) - provides for Premier to nominate projects under the Act in order to expedite development. Public Safety Preservation Act 1958 - provides for the protection of the community during a declared state of emergency in situations in which the public safety or order is threatened by the actions of persons. Public Sector Management and Employment Act 1998 - provides for the employment of agency heads and members of the public sector. Public Sector (Union Fees) Act 1992 Rail Corporations Act 1996 - section 16 (the Act is otherwise administered by the Minister for Finance, the Treasurer and the Minister for Transport). Subordinate Legislation Act 1994 - establishes a regime for the making of Statutory Rules; provides for Statutory Rules to cease to have effect 10 years after coming into operation. Superannuation (Public Sector) Act 1992, Part 2 - (the Act is otherwise administered by the Minister for Finance). Trans-Tasman Mutual Recognition (Victoria) Act 1998 - adopts the Trans-Tasman Mutual Recognition Act 1997 of the Commonwealth. Victorian Relief Committee Act 1958 - relates to the Constitution and powers of the Victorian Relief Committee, which is established to distribute commodities and other goods to assist persons in distress. Vital State Industries (Works and Services) Act 1992 Vital State Projects Act 1976 (excluding sections 5 to 16, these provisions are administered by the Attorney-General) - relates to boycotts of projects which have been declared to be vital state projects, except for certain industrial disputes within Commonwealth jurisdiction or which have been approved by a compulsory secret ballot. Wrongs (Public Contracts) Act 1981 - provides for a legal remedy in favour of the Crown and certain other public authorities where damage has been caused arising out of the breach of certain contracts for the execution of major public works. Acts of Parliament Administered by the Minister for Multicultural Affairs State Owned Enterprises Act 1992 (Part 3 and Division 2 of Part 2 in so far as they relate to the Victorian Interpreting and Translating Service). Victorian Multicultural Affairs Commission Act 1993 - establishes the Victorian Multicultural Affairs Commission and sets out its objectives, functions and powers. Acts of Parliament Administered by the Minister for the Arts (since 3 April 1996) Arts Victoria Act 1972 - provides for the appointment of the Director, Arts Victoria and the Victorian Council of the Arts to provide high-level advice and leadership in the implementation of the Government's arts policy. Geelong Performing Arts Centre Trust Act 1980 - establishes the Geelong Performing Arts Centre Trust. Libraries Act 1988 (excluding Part 4 which is administered by the Minister for Planning and Local Government) - establishes the Library Board of Victoria. Museums Act 1983 - establishes the Museums Board of Victoria. National Gallery of Victoria Act 1966 - establishes the Council of Trustees of the National Gallery of Victoria. Public Records Act 1973 - establishes the Public Record Office Victoria and a Public Records Advisory Council for better preservation, management and utilisation of the public records of the State. Victorian Arts Centre Act 1979 - establishes the Victorian Arts Centre Trust. Major Legislative Changes in 1998-99 The key changes in legislation administered by the Premier and as Minister for the Arts and Minister for Multicultural Affairs during the year are outlined below. Australia Act (Request) Act 1999 The Commonwealth Government has introduced a Bill to alter the Commonwealth Constitution to establish the Commonwealth of Australia as a republic with a President chosen by a two-thirds majority of the members of the Commonwealth Parliament. If passed by an absolute majority of each House of the Parliament, the proposed law will be put to the Australian people at a constitutional referendum in accordance with the Commonwealth Constitution. It is necessary to pass this Act for each State to request the Commonwealth Parliament to amend the Australia Act 1986 (Commonwealth) and the Australia Act 1986 (United Kingdom) so that the States can sever their links to the Crown. Longford Royal Commission (Report) Act 1999 The purpose of this Act is to make provision for the publication of the report of the Longford Royal Commission into the gas explosion at the Longford Refinery in South-Eastern Victoria on 25 September 1998. Public Sector Management and Employment Act 1998 This Act replaces the Public Sector Management Act 1992 and provides for the employment of agency heads and members of the public sector. It is a major reform by the Government of the public sector. One purpose of the Act is to enable Victorian public sector employees to be brought under the general industrial framework established by the Workplace Relations Act 1996 of the Commonwealth, on a similar footing to employees in the private sector. In addition the Act promotes, among public sector employees, the principles of merit, responsible management, management competence and efficiency within the Victorian public sector and aims to maintain appropriate standards of integrity and conduct for employees in the Victorian public sector. Whilst the principal effects of this Act will be directed to members of the Victorian public sector, all Victorians will benefit from these reforms. Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP Other Legislative Changes in 1998-99 Audit Act 1994 The establishment of Audit Victoria under Part 2A of the Audit Act 1994 having been completed, the transfer of Parts 2A & 2B from the Premier to the Minister for Finance was appropriate as the Minister for Finance previously had primary responsibility for the Audit Act 1994. This is because the Department of Treasury and Finance has the expertise for monitoring the performance of Government owned enterprises operating in a commercial environment. Long Service Leave Act 1992 The amendment to the name of the Employee Relations Act 1992 to the Long Service Leave Act 1992 was made to reflect more accurately the main purpose of the Act following amendments to the Act. Mutual Recognition (Victoria) Act 1998 The Mutual Recognition (Victoria) Act 1993 contained a provision that it was to expire on the fifth anniversary of the day on which it commenced; thus it ceased to have effect on 1 July 1998. The Mutual Recognition (Victoria) Act 1998 was enacted to ensure that the Mutual Recognition Act 1992 (Commonwealth) continued to apply in the State of Victoria. Project Development and Construction Management Act 1994 The reference to the minister sharing the responsibility for parts of this Act with the Premier is required to note the change of the title of the ministers and the reallocation of responsibilities between ministers. State Owned Enterprises Act 1992 The amendment enabled the conversion of the Victorian Interpreting and Translation Service into a state owned enterprise. n r — • F T» L m Ei. . S, i J Regulations Made and Amended New Regulations Trans-Tasman Mutual Recognition (Victoria) (Temporary Exemptions) Regulations 1999 The Trans-Tasman Mutual Recognition (Victoria) Act 1998 adopted the Trans-Tasman Mutual Recognition Act 1997 of the Commonwealth which came into effect on 1 May 1997. This meant that with some exceptions, goods that could be legally sold in New Zealand could also be sold in Victoria without having to comply with Victorian regulatory requirements. The Trans-Tasman Mutual Recognition (Victoria) (Temporary Exemptions) Regulations 1998 meant that certain Victorian laws still applied to electrical safety and energy efficiency labelling for a 12 month period. These regulations had a sunset clause in regulation 5 which resulted in the regulations ceasing to have effect on 30 April 1999. The Trans-Tasman Mutual Recognition (Victoria) (Temporary Exemptions) Regulations 1999 were made to apply to new laws that were bought into effect under the Electricity Safety Act 1998 and the new regulations exempt certain electrical safety and energy efficiency labelling from the Trans-Tasman Mutual Recognition Scheme for a period of 12 months. These regulations have a sunset clause so that they will cease to have effect on 2 May 2000. Subordinate Legislation (Prescribed Bookshop) Regulations 1999 The Subordinate Legislation (Prescribed Bookshop) Regulations 1999 were required to enable the address of the bookshop of Information Victoria as prescribed in the Subordinate Legislation Regulations 1994 to be changed to the new address at 318 Little Bourke Street, Melbourne. Amendments to Regulations Nil m ^m+^mm. 1 L * J * Kl I M.• 11 ¿M? HX I ä I LEADERSHIP IN PARTNERSHIP Freedom of Information Senior Freedom of Information Officer vacant 1 Treasury Place Melbourne 3002 Tel: 9651 5149 Fax: 9651 5147 This section of the report contains information required to be published annually under Part II of the Freedom of Information Act 1982 ('the Act'). Information required to be published under sections 7(l)(a)(i) and 7(l)(a)(iv) of the Act is located elsewhere in this report. Categories of documents Documents which are maintained in the possession of the Department include: • Cabinet documents • documents prepared for briefing the Premier • internal working papers of the Department • correspondence from Ministers and Members of Parliament, Government departments and agencies, members of the public and the private sector • records relating to accounts • personnel and salary records • organisation and accommodation records. Access arrangements Access to documents (as defined in section 5 of the Act) may only be obtained through written request under section 17 of the Act. Applications should be as specific as possible to enable the Senior FOI Officer to identify relevant documents as quickly and efficiently as possible. Each request should be accompanied by a $20 application fee. An applicant may request photocopies of documents, inspect specific documents at the Department by arrangement, or by other access arrangements as may be appropriate to the application. Section 21 of the Act requires that all reasonable steps be taken to enable an applicant to be notified of a decision concerning the release of document(s) as soon as practicable. It must be no later than 45 days after the day on which the request is received by the Department. Charges under the Act Section 22 of the Act outlines the principles for the levy or waiver of charges required to be paid by an applicant to the Department, before access to a document is given. Charges are: • application fee — $20 per request • photocopy fee - $0.20 per A4 page • search fee - $20 per hour or part thereof • supervision fee - $5 per 15 minutes or part thereof (where a document is inspected by an applicant) • deposits - a deposit of $25 may be required if the calculated charge does not exceed $100; or a deposit of 50 per cent of the calculated charge, where that charge exceeds $100. Some charges may be waived in certain circumstances. An example might be where the applicant is impecunious and the request concerns access to a document relating to his or her personal affairs. Nominated Officer of the Department The initial handling of requests for access to documents under the Act is the responsibility of the Department's Senior FOI Officer. Requests for documents must be made in writing and directed to the above address. S3 Community Support Fund Approvals 1998-99 Programs for financial counselling services or support for families in crisis St Albans Community Support and Assistance Program Inc 6 500 Relocation and fitout of St Albans Community Support Centre The Smith Family 420 000 Refurbishment of Counselling Rooms Programs that include initiatives to address problem gambling Department of Human Services 21 025 000 The Portland Maritime Discovery Centre Problem Gambling Strategy 1999 - 2002 marks the start of the Portland Foreshore's redevelopment. 80 per cent of the new museum's $1.5 million cost was met Youth through the CSF Horsham Rural City Council 230 000 Development of the Horsham Youth Resource Centre St Kilda Police and Citizens Youth Club 75 000 Funding towards refurbishment of the Youth Club facilities Arts Arts Victoria 1 700 000 Federation Bells project Arts Victoria 14 450 000 Millennium and Centenary of Federation Festivals Brauer College Warrnambool 150 000 Construction of Performing Arts/Multipurpose Facility Campaspe Shire Council 125 000 Airconditioning for the Plaza Theatre, Kyabram Cardinia Shire Council 2 000 000 Construction of the Toomuc Valley Art and Design Centre Cranbourne Community Theatre 500 000 Development of the Cranbourne Community Arts and Multipurpose Centre Delatite Shire Council 400 000 Mansfield Performing Arts Centre construction Heidelberg Theatre Company 105 000 Refurbishment of Heidelberg Theatre Melbourne Symphony Orchestra 1 000 000 Melbourne Symphony Orchestra's International Tour 2000 Moonee Valley City Council 1 500 000 Establishment of the Moonee Valley 'Clocktower' Performing Arts Centre Old Treasury Reserve Building 94 850 'The Caretaker's Family' exhibition Seymour Technical High School Council 480 000 Development of the Seymour Performing Arts, Culture and Civic Centre South Grampians Shire Council 250 000 Hamilton Arts Complex upgrade St Marks Anglican Church Fitzroy 20 000 Funding towards the restoration of the Pipe Organ Swan Hill Rural City Council 16 000 Funding toward the Swan Hill Sound Shell Public Address System Wyndham City Council 1 500 000 Redevelopment of Centenary Hall, Werribee to a Performing Arts Centre Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP UiilJ 'uliiia». Tourism Department of State Development - Tourism Victoria 75 000 Proposed Morwell Theme Park consultancy study Hepburn Shire Council 205 000 Daylesford Tourist Information and Local Enterprise Centre Indigo Shire Council 470 000 Beechworth Historic Towns Heritage and Cultural Centre development The Sovereign Hill Museums Association 1 295 000 Establishment of the New Mining Experience Zoological Parks and Gardens Board 7 000 000 Development of new exhibits at the Melbourne Zoo The Waurn Ponds Skate Park received $35 000 for stage 3 of the Skate Park development Sport or Recreation Department of State Development: Sport and Recreation Victoria 20 000 000 'Better Pools' Aquatic Facility Funding Program Infrastructure grants program to assist municipalities to upgrade or develop aquatic leisure centres Department of State Development: Sport and Recreation Victoria 4 000 000 Lifesaving into the 21st Century 1999-2001 Extension of program for the redevelopment of beach lifesaving facilities in Victoria Department of State Development: Sport and Recreation Victoria 2 500 000 Minor Facilities Grants Scheme 1999-2000 Upgrade and development program for the improvement of community sport and recreation facilities, as part of a five year program Greater Bendigo City Council 250 000 Redevelopment of recreation facilities at Lake Weeroona, Bendigo Other programs /purposes relating to support or advancement of the community Ballarat Adult & Further Education Centre 350 000 Refurbishment of the education centre Birchip Cropping Group 75 000 Development of a community meeting facility in Birchip Centenary of Federation Victoria 13 550 000 Funding towards Victoria's Centenary of Federation celebrations Central Goldfields Shire 975 000 Establishment of the Maryborough Community Resource and Exhibition Centre Department of Human Services 6 000 000 Bush Nursing Hospitals and Centres capital improvement program Department of Human Services 6 000 000 Capital Assistance Fund for disability service agencies Department of Human Services 1 000 000 International Year of the Older Person funding program Department of Justice: Victoria Police 24 637 Extension of Victoria Police Force Harm Minimisation communication program East Gippsland Shire Council 310 000 Development of the Paynesville multipurpose community complex Greater Shepparton City Council 1 500 000 Infrastructure upgrade for International Dairy Week at Tatura L jä Community Support Fund Approvals 1998-99 Maroondah City Council 1 215 000 Development of a community, cultural and educational facility in Ringwood Rosebud Community Support & Information Centre 36 000 Renovations and fitout to Rosebud Community Information Centre Sacred Heart Parish Yarrawonga 50 000 Development of Yarrawonga Community Centre St John Ambulance Australia (Victoria) 118 000 Upgrade of the St John Ambulance camp St John Ambulance Australia (Victoria) 112 700 Upgrade of the St John Ambulance communications network 550 000 The Regent Theatre at Yarram obtained Stonnington City Council $250 000 in funding from the CSF to assist Renovation of the RK Senior Community Hall in Chadstone 465 in the refurbishment of this 'classic' theatre The Country Women's Association of Victoria Restoration of Beechworth Community piano Trust for Nature (Victoria) 25 000 Development of community education resource University of the Third Age Sunraysla 480 Modification of equipment to improve moveability for participants Wimmera Machinery Field Days 132 500 Construction of a multipurpose pavilion at Longerenong Educational programs relating to drug addiction or drug abuse Department of Education 400 000 Life Education - preventive drug education in schools Department of Human Services 95 000 Peer Education Project targetting illicit drug users Department of Human Services 1 182 564 Prevention and community involvement activities Department of Premier and Cabinet 392 735 Evaluation of Turning the Tide Extension of existing Turning the Tide Initiatives Information and Parent Education on Individual 325 205 School Drug Education Strategies 'Connect' - schools program for young people vulnerable to harmful 295 640 substance abuse Individual School Drug Education Strategies 2 335 563 Victoria Police Force 'Train the Trainer' drug and alcohol awareness program 113 329 Evaluation of current Turning the Tide initiatives 26 950 Information on drugs in the multicultural communities 246 367 Treatment programs relating to drug addiction or drug abuse Department of Human Services 444 427 Establishment of accommodation for women in post-withdrawal Department of Human Services 1 084 017 Increased support within custodial centres for juvenile offenders Department of Human Services 3 430 930 Establishment of a network of accommodation for youth withdrawal Extension of existing Turning the Tide Initiatives Drug detection and treatment strategies in prisons 2 020 213 Community treatment services for court and post-release prisoners 5 730 339 Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP ilMil Testing of offenders with community correction orders 532 154 Drug database analysis and coordination 152 501 Youth substance abuse service 4 412 934 Community alcohol and drug counselling and linkages to 4 305 291 related support services Local Initiatives Grants Program St Kilda Theos Youth Outreach Inc 10 536 'Chroming Resource Folder' for health and welfare professionals West Goulburn Community Health Service 21 670 The Wonga Park Play Space development Education on alcohol and drug use for the Rushworth community obtained funding of $15 000 for the Central Wellington Health Service 55 422 installation of play equipment Health promotion/early intervention program in the Wellington Shire Maryborough District Health Service 4 520 'Break the cycle' for young people in families where adults abuse drugs & alcohol City of Whitehorse 55 000 For young people from non-English speaking backgrounds to access drug & alcohol services City of Ballarat 52 114 A touring theatre production on alcohol, marijuana and tobacco issues Mackillop Family Services 6 500 Adventure programs for 'at risk' youth in relation to drug use and abuse Fitzroy Legal Service 49 100 Directory of services, resources, treatment options and health information Australian Drug Foundation 60 000 Web site to deliver health and legal information to young people Youth Projects Incorporated 66 495 Harm reduction information to injecting drug users in the Melbourne Central Business District Grassmere Youth Services 69 488 Pilot program to prevent young people in Dandenong from re-offending Centre for Philippine Concerns Australia 8 950 Workshops on drug awareness for Filipino youth and their parents Kensington Neighbourhood House 12 050 A personal development and support program on alternatives to alcohol and drugs Springvale Community Health Service 32 500 Educate and support for families of 'at risk' adolescents from Cambodian background The Macfarlane Burnet Centre for Medical Research 48 000 Harm reduction information and research for injecting drug users from Vietnamese background Wangaratta Centre for Continuing Education Inc 100 000 Widening programs available to youth across Victoria's Central Hume region City of Greater Dandenong 21 000 Expansion of a sports program to provide alternatives to alcohol and drugs Albury-Wodonga Ethnic Communities Council 3 500 A series of education/information workshops on drug and harm minimisation for various cultural groups Moonee Valley City Council 75 000 Drug education and harm minimisation programs targeting Horn of Africa youth Monash City Council 8 850 Workshops for youth leaders to provide information on drug issues w Ttr - . -„. • - g fj , k a A™ * •._ ... .. % â Consultancies nuniirniiHLi , HIMI L I >.(H VSÏI] »1 [llllll Consultant Purpose Amount Future Paid Commitments Premier and Cabinet Allen Consulting Group Department of Human Services - 304 042 0 Corporate Infrastructure Review KPMG Department of Education - 130 000 0 Corporate Infrastructure Review National Economic Security of Supply & Emergency 101 975 0 Research Associates Response review of the regulatory (NERA) framework for Water and Sewerage Arts Victoria Beaton Associates The Arts Agencies Corporate 60 000 60 000 International Governance Review CSIRO Victorian Electronic Records Strategy 253 000 0 Project Total $849 017 $60 000 Office of the Governor Nil Premier and Cabinet There were 82 consultancies at a total cost of $1 242 261 Arts Victoria There were 30 consultancies at a total cost of $659 940 TherOfficee werof the efou Governor consultancier s at a total cost of $26 850 Information on the cost of consultancies within the Department of Premier and Cabinet during 1998-99 is drawn from the General Ledger. B LEADERSHIP IN PARTNERSHIP Non-Current Physical Assets The following information reports on the extent of the Department's compliance with the building and maintenance provisions of the Building Act 1993. Premier and Cabinet The Department of Premier and Cabinet leases all occupied premises and consequently is not affected by the guidelines relating to ttie Building Act 1993. Further details for Arts Victoria and its agencies and for the Office of the Governor follow. Arts Victoria Conformity In 1998-99 Arts Victoria continued its Risk Management program to complete all the works identified in either the Victorian Managed Insurance Authority surveys or the D G Jones compliance with the Building Code of Australia reports. An additional survey was undertaken in relation to compliance with the Disability Discrimination Act. This formed the basis of a successful submission to the Budget and Expenditure Review Committee of Cabinet for a three year $1.32m program to have ail Arts buildings readily accessible to the disabled. Completion of these programs in 2001-2002, along with the major refurbishments occurring, should see all the Arts buildings comply with the Government's Asset Management Strategy. Condition assessment of the properties The current condition assessment of the properties is shown in the following: [Hi] ill] IÍ [iKIiKSi ^Sli'Uilil] lililí Iti] 'à ¡ Asset Asset Relative Comment Category Condition level Commitments Meat Market Craft Centre 4 0(0) Restoration to complete St. Martins Theatre 4 -l(-l) Administration area non compliant Museum of Modern Art at Heide 4 0(0) Masterplan approved Circus Oz - 40 Bay Street Port Melbourne 4 -l(-l) Currently masterplanning Geelong Performing Arts Centre 4 0(-l) Redevelopment almost complete National Gallery of Victoria 2 -l(-l) Redevelopment approved Victorian Arts Centre - State Theatre 2 0(0) Minor compliance only Victorian Arts Centre - Concert Hall 2 0(0) Minor compliance only Sidney Myer Music Bowl 4 -l(-l) Under reconstruction Museum of Victoria - Scienceworks 4 0 Upgrades completed Museum of Victoria - Abbotsford Annexe 4(6) 0 Options being considered 1997-98 shown in brackets. Asset Category: reflects the strategic importance of the asset. Relative Condition: is a weighted reflection of the condition of all the elements - zero being the required condition with a positive or negative variance. The only major work completed during 1998-99 was the Planetarium at Scienceworks. Maintenance The funding basis for ongoing maintenance and plant replacement is the subject of a series of Asset Management Strategies. These are being implemented for each of the organisations across the portfolio. This is being coordinated through Arts Victoria. A total of $5.184m was allocated for the upgrade and maintenance of government owned Arts managed properties. All of the major items are scheduled for inclusion in the major facility upgrades. Building works Major works in excess of $50 000 completed or in progress. Non-Current Physical Assets ih (¡I [il ;i';ii] a ma >;(h <$i h » wiiiiiiiiïi]msanm a Total estimated cost Expenditure 1998-99 $000 $000 Museum of Victoria Carlton Gardens 263 000 84 416 Royal Exhibition Buildings 4 500 182 Accelerated move 6 500 4 706 State Library of Victoria Phase 1 39 000 303 Phase 2 52 741 9 239 Phase 3 7 500 9 363 Victorian Arts Centre Masterplan, flying system, lounges 5 960 427 Emergency lighting battery replacement St.l 603 206 Technical and public facilities upgrade 3 240 1 200 PAM - cataloguing and imaging 848 360 Fire system upgrade 1 300 883 Chilled water plant 3 800 498 Minor projects 1 500 500 Sidney Myer Music Bowl Redevelopment 14 500 1 264 National Gallery of Victoria Building redevelopment 106 383 6 556 Temporary exhibition at State Library of Victoria 2 000 880 Public Record Office Victoria PROV new archive 36 720 22 308 Shelving - Ballarat Repository 300 221 Australian Centre for Contemporary Art New ACCA Gallery, Malthouse Workshops 8 000 379 Geelong Performing Arts Centre Refurbishment and plant replacement 2 000 1 378 Design work commenced on the new contemporary Arts development at the Malthouse to house the Australian Centre for Contemporary Art, Playbox Workshops and dance studios for Chunky Move. Tenders will be let late in 1999. Office of the Governor Repairs to, and painting of, outbuildings were undertaken during 1998-99. The Building Services Agency provided advice on outstanding minor works for completion during the year. rT?r*-"*§Y r-i tmá I Liì^lÀ ili LEADERSHIP IN PARTNERSHIP Compliance Index The Annual Report is prepared in accordance with the Financial Management Act 1994 and Directions of the Minister for Finance. This Index facilitates identification of compliance with statutory disclosure and other requirements. Clause Disclosure Page Report of Operations Charter and purpose 9.1.3 (i) (a) Manner of establishment and Relevant Minister 1 9.1.3 (i) (b) Objectives, functions, powers and duties 1 9.1.3 (i) (c) Services provided and persons or sections of community served 30-75 Management and structure 9.1.3 (i) (d) (i) Names of governing board members, audit committee & chief executive officer 11, 16-18 9.1.3 (i) (d) (ii) Names of senior office holders and brief description of each office 11, 16-18 9.1.3 (i) (d) (iii) Chart setting out organisational structure 6 9.1.3 (i) (e) Workforce data and application of merit & equity principles 19-22 9.1.3 (i) (f) Application and operation of FOI Act 1982 41, 83 Financial and other information 9.1.3 (ii) (a) Summary of financial results with previous four year comparatives 26 9.1.3 (ii) (b) Summary of significant changes in financial position 24-26 9.1.3 (ii) (c) Operational & budgetary objectives for the year and performance against those objectives 7-15, 30-75 9.1.3 (ii) (d) Major changes or factors affecting achievement of objectives 4-5 9.1.3 (ii) (f) Consultancies > $100,000 - Full details of each consultancy 88 9.1.3 (ii) (g) Consultancies < $100,000 - Number and total cost of consulting engagements 88 9.1.3 (ii) (h) Extent of compliance with Building Act 1993 89-90 9.1.3 (Ii) (i) Statement that information listed in Part 9.1.3 (iv) is available on request 92 9.1.3 (ii) (k) Statement on implementation and compliance with National Competition Policy 33 Financial Statements Preparation 9.2.2 (ii) (a) Statement of preparation on an accrual basis 97 9.2.2 (ii) (b) Statement of compliance with Australian Accounting Standards and associated pronouncements 97 9.2.2 (ii) (c) Statement of compliance with accounting policies issued by the Minister for Finance 97 Statement of financial operations 9.2.2 (i) (a) A statement of financial operations for the year 94 9.2.3 (ii) (a) Operating revenue by class 94 9.2.3 (ii) (c) Other material revenue by class including sale of non-goods assets and contributions of assets 94 9.2.3 (ii) (d) Material revenues arising from exchanges of goods or services 94 9.2.3 (ii) (e) Depreciation, amortisation or diminution in value 111 9.2.3 (ii) (f) Bad and doubtful debts 110 9.2.3 (Ii) (h) Net increment or decrement on the revaluation of each category of assets 113 9.2.3 (ii) (i) Auditor-General's fees 110 Statement of financial position 9.2.2 (i) (b) A statement of financial position for the year 95 Assets 9.2.3 (ili) (a) (i) Cash at bank or in hand 112 9.2.3 (iii) (a) (iii) Receivables, including trade debtors, loans and other debtors 113 9.2.3 (ili) (a) (iv) Other assets, including prepayments 113 9.2.3 (iii) (a) (v) Investments by class 116 9.2.3 (iii) (a) (vi) Property, plant & equipment 113 Liabilities 9.2.3 (iii) (b) (iii) Trade and other creditors 114 9.2.3 (iii) (b) (iv) Finance lease liabilities 115 9.2.3 (iii) (b) (v) Provisions, including employee entitlements 110 Statement of cash flows 9.2.2 (i) (c) A statement of cash flows for the year 96 Notes to the financial statements 9.2.2 (i) (d) Amounts written off 110 9.2.3 (iv) (b) Contingent liabilities 116 9.2.3 (iv) (c) Commitments for expenditure 115 9.2.3 (iv) (d) Government grants received or receivable and source 118 9.2.3 (iv) (e) Employee superannuation funds 121 9.2.3 (iv) (f) Assets received without adequate consideration 111 9.4.2 Transactions with responsible persons and their related parties 119 9.6.2 Progress towards Year 2000 compliance 18 9.7.2 Operating lease commitments 115 » «i a - _ i a, J Other Information The following information, where it relates to the Department of Premier and Cabinet and relevant to the financial year 1998-99, is available to the Minister, Members of Parliament and the public on request: • statement that declarations of pecuniary interests have been duly completed by all relevant officers • details of shares held by a senior officer as nominee or held beneficially in a statutory authority or subsidiary • details of publications produced by the entity about the entity and the places where the publications can be obtained • details of changes in prices, fees, charges, rates and levies charged by the entity • details of any major external reviews carried out on the entity • details of any major research and development activities undertaken by the entity • details of overseas visits undertaken including a summary of the objectives and outcomes of each visit • details of major promotional, public relations and marketing activities undertaken by the entity to develop community awareness of the entity and the services it provides • details of assessments and measures undertaken to improve the occupational health and safety of employees • a general statement on industrial relations within the entity and details of time lost through industrial accidents and disputes • a list of major committees sponsored by the entity, the purposes of each committee and the extent to which the purposes have been achieved. Financial Report for the year ended 30 June 1999 INDEX 94 Operating Statement 95 Statement of Financial Position 96 Statement of Cashflows Notes to and Forming Part of The Financial Report 97 1 Summary of Significant Accounting Policies 101 2 Departmental and Administered Transactions no 3 Employee Costs 110 4 Supplies and Services 110 5 Transfer Payments 111 6 Depreciation 111 7 Resources Provided and Received Free of Charge 111 8 Prior Year Adjustment 112 9 Changes in Accumulated Surplus 112 10 Cash and Investments 112 11 Amounts Held in Trust Funds 113 12 Other Current Assets 113 13 Receivables 113 14 Non-Current Assets 114 15 Creditors and Accruals 114 16 Reconciliation of Net Cash Used In Operating Activities to Net Cost of Services 115 17 Commitments for Expenditure 116 18 Contingent Liabilities 116 19 Financial Instruments 118 20 Cash Appropriation and Payment 119 21 Transactions with other State Government Controlled Entities 119 22 Disclosures related to Ministers and the Accountable Officer 121 23 Superannuation 122 Certification 123 Auditor-General's Report The Financial Report for the Department of Premier and Cabinet relates to the 1998-99 financial year and contains comparative figures for the 1997-98 financial year. A summary of key features of the Financial Report is found at pp 24-26. SECTION FOUR: FINANCIAL REPORT Operating Statement for the year ended 30 June 1999 1999 1998 Notes $000 $000 Employee Costs 3(a) (27,845) (25,741) Supplies and Services 4 (70,461) (53,495) Transfer Payments 5 (292,586) (275,734) Depreciation 6 (3,054) (2,975) Resources Provided Free of Charge 7(a) (3,733) (1,176) Prior Year Adjustments 8 (131) (2,055) Written Down Value of Assets Disposed (114) (2,095) TOTAL EXPENSES (397,924) (363,271) Interest 6,866 6,908 Trust Revenue 1,736 592 Gross Proceeds on Assets Disposed - 2,535 Resources Received Free of Charge 7(b) 524 340 Sales 1,877 1,738 Prior Year Adjustment 8 3,029 _ Other Revenue 1,057 - TOTAL OPERATING REVENUE 15,089 12,113 Net Cost of Services 16 (382,835) (351,158) Special Appropriations 20(b) 86,630 95,774 Provision of Outputs 20(a) 195,179 148,962 Additions to Net Asset Base 20(a) 138,430 132,484 TOTAL GOVERNMENT REVENUE 420,239 377,220 Payments to Consolidated Fund (1,877) (3,592) Net Government Revenue 418,362 373,628 lncrease/( Decrease) in Net Assets from Operations 35,527 22,470 The Operating Statement should be read in conjunction with the accompanying notes. Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP Statement of Financial Position as at 30 June 1999 1999 1998 Notes $000 $000 Cash and Investments 10 151,006 144,459 Salaries and Wages in Trust 530 Amounts held in Trust Funds 11 1,197 103 Other Current Assets 12 2,298 1,781 Receivables 13 10,589 Total Current Assets 165,090 146,873 Land, Buildings and Fitouts 14 33,089 31,491 EDP Equipment 14 4,495 1,775 Furniture, Fittings and Equipment 14 3,157 3,319 Heritage Assets 14 109,995 111,987 Construction in Progress 14 24,367 2,352 Intellectual Property 14 749 - Total Non-Current Assets 175,852 150,924 TOTAL ASSETS 340,942 297,797 Creditors and Accruals 15 8,910 1,815 Provision for Employee Entitlements 3(b) 1,596 1,397 Trust Funds 1,197 1,393 Total Current Liabilities 11,703 4,605 • i[IJkBHIilLt Provision for Employee Entitlements 3(b) 3,269 2,749 Total Non-Current Liabilities 3,269 2,749 TOTAL LIABILITIES 14,972 7,354 Net Assets 325,970 290,443 Accumulated Surplus/(Deficit) 316,488 280,961 Asset Revaluation Reserve 9,482 9,482 TOTAL EQUITY 325,970 290,443 The Statement of Financial Position should be read in conjunction with the accompanying notes. Statement of Cash Flows for the year ended 30 June 1999 1999 1998 Notes $'000 $'000 fflHHflï Payments Employee Costs (28,751) (25,259) Supplies and Services (64,359) (53,450) Transfer Payments (291,086) (275,341) Resources Provided Free of Charge (3,642) (786) Receipts Trust Revenue 1,510 Sales 1,877 1,780 Interest on Investments 6,788 6,373 Other 1,147 3,925 Cash Flows from Government Repayment of Advance (141) Special Appropriations 86,630 95,774 Provision of Outputs 184,590 148,962 Additions to Net Asset Base 138,430 132,484 Contributions to Consolidated Fund (1,877) (3,592) User Charges (3,325) Net Cash provided by Operating Activities 16 31,257 27,404 mm Payments Plant and Equipment (24,710) (10,135) Trust Funds (561) Leases (20) Investments (greater than 90 days) 10,000 (10,000) Proceeds from Disposal of Fixed Assets 2,535 Net Cash used in Investing Activities (14,710) (18,181) Net lncrease/(Decrease) In Cash Held 16,547 9,233 Cash at the Beginning of the Financial Year 134,459 125,236 CASH AT THE END OF THE FINANCIAL YEAR 10 151,006 134,459 The Statement of Cash Flows should be read in conjunction with the accompanying notes. Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP Notes to and forming part of the Financial Report 30 June 1999 (a) Basis of Accounting The General Purpose Financial Statements have been prepared in accordance with the Financial Management Act 1994, applicable Australian Accounting Standards, Urgent Issues Group Consensus Views and mandatory reporting requirements, including the accrual basis of accounting. The report has been prepared on an historical cost basis except for certain assets, which are at current cost valuation and long service leave liabilities, which are measured at the present value of expected future payments. (b) Principles Underlying the Preparation of the Financial Report The Department of Premier and Cabinet allocates funding by Output Group as follows: IKSHBlHIIHMHiia 5005 Strategic leadership 5015 Reengineering of the Government's Cabinet, Parliamentary and legislation systems 5020 Protocol and events management services 5040 Community Support Fund 5045 Government information and communications 5060 Multicultural affairs 5070 Implementation of Arts 21 5080 Advice and support to the Governor 5090 Legislative drafting and publishing services 5100 Ombudsman complaints resolution 5120 Public sector employment Separate Financial Statements have been prepared by the Office of the Ombudsman and Office of the Public Employment, for presentation to Parliament. This report represents the financial transactions for the remainder of the Department of Premier and Cabinet. Notes to and forming part of the Financial Report 30 June 1999 IJk'ili'irillVIiJ^iH^lll^KlfiMillJ^liafl^ijimi^iiiitiin (c) The Department of Premier and Cabinet Reporting Entity All Funds through which the Department controls resources to carry on its functions have been included in this financial report. 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. The accrual basis of accounting has been used in accounting for administered resources. Transactions and balances relating to these administered resources are not recognised as revenues, expenses, assets or liabilities within the financial statements, but are disclosed in note 2. (d) Appropriations Amounts appropriated for controlled transactions are recognised as Government Revenue in the Operating Statement. Amounts appropriated for administered transactions are not recognised in the Operating Statement or Statement of Cashflows, but are reported as administered Government revenue in the Output Group Schedule (Note 2). Other Revenue and contributions are recognised as revenue when the Department obtains control over the proceeds or the assets comprising the contributions. Control over granted assets is normally obtained upon their receipt. Contributions are recognised at their fair value (e) Acquisitions of Assets The cost method of accounting is used for the initial records of all acquisitions of assets controlled by the Department, except for Heritage Assets which are recorded at valuation. (f) Revaluations of Non-current Assets All non-current assets, other than receivables and investments, are revalued to their written down replacement cost at least every 5 years. Revaluation increments are credited directly to the Asset Revaluation Reserve while decrements are expensed to the Operating Statement, unless previous revaluations resulted in a valuation increment, in which case the subsequent decrement is offset against the Asset Revaluation Reserve. (g) Depreciation of Non-current Assets Depreciation is calculated on a straight-line basis to write off the net cost or revalued amount of each non-current asset over its expected useful life to the Department. Estimates of remaining useful lives are made on an annual basis for all assets. Land is not a depreciable asset. The Department of Premier and Cabinet has adopted the following depreciation rates for the following categories of assets: Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP Notes to and forming part of the Financial Report 30 June 1999 Heritage Buildings at Valuation 1 Building Improvements and Fitouts 10 EDP Equipment 33.3 Office Equipment 25 Furniture 10 Heritage Other at Valuation 1 Intellectual Property 20 (h) Employee Entitlements i) Wages and Salaries and Annual Leave Liabilities for wages and salaries and annual leave are recognised and are measured as the amount unpaid at the reporting date at current pay rates in respect of employees' services up to that date. ii) Sick Leave As it is considered that non-vesting sick leave to be taken in future reporting periods will not exceed entitlements which are expected to accrue in those periods, no provision has been made. iii) Long Service Leave A liability for long service leave is recognised and is measured as the present value of expected future payments to be made in respect of service provided by employees up to the reporting date. Consideration is given, when assessing expected future payments, to expected future wage and salary levels, experience of employee departures and periods of service. Expected future payments are discounted using interest rates attaching, as at the reporting date, to future cash outflows. The estimated amount payable in the next year is disclosed as a current liability. iv) Superannuation No liability is shown for superannuation in the Statement of Financial Position as the unfunded liability was assumed by the Department of Treasury and Finance in previous periods. Superannuation expenses relate to the reporting period only and represent the Department's contribution determined under various Superannuation Acts relating to the accruing benefits in respect of current employees. (i) Leases A distinction is made between finance leases which effectively transfer from the lessor to the lessee, substantially all the risks and benefits incidental to ownership of leased non-current assets; and operating leases under which the lessor effectively retains substantially all such risks and benefits. When a non-current asset is acquired by means of a finance lease, the asset is established at its value at the inception of the lease. The liability is established at the same amount. Lease payments are allocated between the principal component and the interest expense. Operating lease payments are representative of the pattern of benefits derived from the leased assets and accordingly are charged to the operating statement in the periods in which they are incurred. Notes to and forming part of the Financial Report 30 June 1999 (j) Cash For the purposes of the statement of cash flows, cash includes cash deposits which are readily convertible to cash on hand, within 90 days, and which are used in the cash management function on a day-to-day basis. Cash is measured at nominal amounts which equates to net fair value, (k) Receivables Receivables are normally settled within 30 days. The collectability of debts is assessed at balance date and provision is made for any doubtful debts. The net fair value of recoverables is the nominal amount. (I) Payables A liability is recognised upon the receipt of goods and services. Measurement is based on contractual agreements or prices and is disclosed at nominal amounts. The net fair value of creditors is the nominal amounts. (m) Comparative Figures Where necessary, comparative figures have been adjusted to conform with changes in presentation in the current year, (n) Changes to Accounting Policies Accrual Output-Based Management (AOM) is the management accountability framework that has been put in place for the Victorian Government's Budget Sector and became effective for the 1998-99 State Budget and external financial reporting of departmental operations in accordance with Australian Accounting Standards AAS29. A fundamental element of the change is the focus on outputs the Department provides in achieving its Corporate Plan. The Department receives revenue (via appropriation funding) in exchange for providing outputs. Formal confirmation from the Treasurer that the intended outputs have been produced is required before the amounts invoiced can be recognised as revenue. In addition, funding is provided for increases in the 'additions to the net asset base' (formerly known as capital funding) for agreed capital projects for the portfolio. The assets which are created are reflected in either the Department's or the portfolio agencies' financial statements. Ministerial Direction 10.11 under the Financial Management Act clearly separates payments received by Departments for the provision of outputs (controlled) from funding for other purposes (administered). This is in accordance with Australian Accounting Standards AAS15 which states that where the Department has discretion over the use of funds, they must be treated as 'controlled'. Administered transactions are those which are undertaken on behalf of the State and over which the Department has no control or discretion (e.g collection of sales proceeds on behalf of the State). Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP Notes to and forming part of the Financial Report 30 June 1999 As a result of the implementation of the AOM framework and In accordance with the principles set down in the Accrual Accounting Manual issued under the Financial Management Act 1994 the major impacts on the financial statements are as follows: (i) Operating Statement Under AOM the Department receives funding to purchase outputs which include non-cash expenditure items such as depreciation, provisions for employee entitlements and creditors and accruals. In previous years the funding for recurrent appropriation was on a cash basis. The net impact was an increase in net assets from operations of $15.8 million. (ii) Statement of Financial Position Appropriations once applied are recorded in a new account called the "Receivables - State Administration Unit" account. The Department's cash requirements associated with the delivery of outputs is drawn from this account and at year end, the balance represents appropriations applied from which cash funds have not been drawn from the Consolidated Fund to meet obligations. Impact is an amount of $15.8 million shown as Receivable and an increase in the Accumulated Surplus of an equivalent amount. WH (a) In addition to the departmental operations which are included in the Statement of Financial Position, Operating Statement and Statement of Cash Flows, there are a number of activities performed by the Department on behalf of the Government. These administered transactions are not reported in the body of the financial statements. Administered transactions can give rise to revenues, expenses, assets and liabilities and are determined on an accrual basis. Departmental and administered transactions are disclosed by class and by output groups in the tables on the following pages. Notes to and forming part of the Financial Report 30 June 1999 Output Group Output Group 5005 5015 Strategic leadership Reengineering business systei 1999 1998 1999 1998 $000 $000 $000 $000 CONTROLLED Operating Expenses Employee Costs 3(a) (12,444) (12,624) (270) (343) Supplies and Services 4 (11,984) (14,126) (200) (330) Transfer Payments 5 (5,688) (5,592) - - Depreciation 6 (601) (686) (38) (43) Resources Provided Free of Charge 7(a) (34) (330) (3,682) (819) Prior Year Adjustments 8 (33) 366 (2) - Written Down Value of Assets Disposed (12) (1,497) (1) - Total Operating Expenses (30,796) (34,489) (4,193) (1,535) Operating Revenue Interest - - - - Trust Revenue 9 - - - Gross Proceeds on disposal of Assets - 1,502 - - Prior Year Adjustment 8 - - 2,602 - Other Revenue - - - - Sales - - - - Resources Received Free of Charge 7(b) 29 143 5 10 Total Operating Revenue 38 1,645 2,607 10 Net Cost of Services (30,758) (32,844) (1,586) (1,525) Government Revenue Special Appropriations 20 3,675 3,657 - - Provision of Outputs 20 32,261 30,418 742 415 Additions to Net Assets 20 3,954 940 1,839 Total Government Appropriations 39,890 35,015 742 2,254 Less Contributions to Consolidated Fund - - - - Net Government Revenue 39,890 35,015 742 2,254 lncrease/( Decrease) in Net Assets 9 9,132 2,171 (844) 729 ADMINISTERED Administered Revenue Other Revenue 553 3,813 - - Administered Expenses Receipts forwarded to Consolidated Fund 553 3,813 - - Administered Revenue less Administered Expenses Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP Notes to and forming part of the Financial Report 30 June 1999 Output Group Output Group Output Group Output Group 5020 5040 5045 5060 Protocol and events Community Support Fund Government information Multicultural affairs management and communications 1999 1998 1999 1998 1999 1998 1999 1998 $000 $000 $000 $000 $000 $000 $000 $000 (659) (811) (556) (527) (3,153) (1,740) (885) (851) (1,530) (1,351) (197) (6,061) (5,611) (2,144) (919) (1,121) - - (81,896) (78,668) (620) (216) (935) (887) (21) (32) (14) (16) (261) (219) (31) (27) (1) (1) (3) (1) (6) (1) - (1) (4) 2 - - (50) 23 (5) 2 (1) (23) - (30) (2) (22) (1) (11) (2,216) (2,216) (82,666) (85,303) (9,703) (4,319) (2,776) (2,896) 6,767 6,764 44 - - - - 42 - - - - 21 - 32 - 16 - 10 _ _ _ _ 835 - - - - - - - 1,877 1,738 - - - 16 - 1 33 1 2 16 - 37 6,767 6,797 2,787 1,799 2 26 (2,216) (2,179) (75,899) (78,506) (6,916) (2,520) (2,774) (2,870) 82,847 92,016 2,463 987 60 5,579 8,754 4,519 3,261 2,773 - 10 - - - 1 - 40 2,463 997 82,907 97,595 8,754 4,520 3,261 2,813 - - - (1,854) (1,877) (1,738) - - 2,463 997 82,907 95,741 6,877 2,782 3,261 2,813 247 (1,182) 7,008 17,235 (39) 262 487 (57) ------ ------Notes to and forming part of the Financial Report 30 June 1999 Output Group Output Group 5070 5080 Implementation of Arts 21 Advice and support to the Governor 1999 1998 1999 1998 $000 $000 $000 $000 CONTROLLED Operating Expenses Employee Costs 3(a) (5,830) (5,176) (1,638) (1,559) Supplies and Services 4 (45,581) (25,839) (2,721) (1,816) Transfer Payments 5 (203,447) (190,371) - - Depreciation 6 (1,563) (1,477) (433) (381) Resources Provided Free of Charge 7(a) (7) (21) - (1) Prior Year Adjustments 8 (20) (2,449) - 1 Written Down Value of Assets Disposed - (134) (93) (372) Total Operating Expenses (256,448) (225,467) (4,885) (4,128) Operating Revenue Interest 99 100 - - Trust Revenue 1,685 592 - - Gross Proceeds on disposal of Assets - 570 - 379 Prior Year Adjustment 421 - 6 - Other Revenue 222 - - - Sales - - - - Resources Received Free of Charge 7(b) 445 8 10 144 Total Operating Revenue 2,872 1,270 16 523 Net Cost of Services (253,576) (224,197) (4,869) (3,605) Government Revenue Special Appropriations 20 - - 108 101 Provision of Outputs 20 139,299 98,182 4,851 3,319 Additions to Net Assets 20 133,951 128,786 525 821 Total Government Appropriations 273,250 226,968 5,484 4,241 Less Contributions to Consolidated Fund - - - - Net Government Revenue 273,250 226,968 5,484 4,241 lncrease/(Decrease) in Net Assets 9 19,674 2,771 615 636 ADMINISTERED Administered Revenue Other Revenue Administered Expenses Receipts forwarded to Consolidated Fund Administered Revenue less Administered Expenses Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP Notes to and forming part of the Financial Report 30 June 1999 Output Group Output Group Output Group Total 5090 5100 5120 Legislative service Ombudsman complaints Public sector resolution employment 1999 1998 1999 1998 1999 1998 1999 1998 $000 $000 $000 $000 $000 $000 $000 $000 (2,066) (2,010) (172) (50) (172) (50) (27,845) (25,741) (838) (631) (219) (72) (661) (4) (70,461) (53,495) - - - - (292,586) (275,734) (85) (92) (4) (1) (3) (1) (3,054) (2,975) - (1) - - (3,733) (1,176) (9) - - (8) (131) (2,055) (4) (6) - - (114) (2,095) (3,002) (2,740) (395) (123) (844) (55) (397,924) (363,271) 6,866 6,908 - - - - 1,736 592 - 5 - - - 2,535 - - - - 3,029 - - - - - 1,057 - - - - - 1,877 1,738 - 1 - - 524 340 - 6 - - 15,089 12,113 (3,002) (2,734) (395) (123) (844) (55) (382,835) (351,158) 86,630 95,774 3,488 2,605 116 49 195,179 148,962 - 45 1 1 138,430 132,484 3,488 2,650 117 50 420,239 377,220 - - - - (1,877) (3,592) 3,488 2,650 117 50 418,362 373,628 486 (84) (395) (6) (844) (5) 35,527 22,470 553 3,813 _ _ 553 3,813 ------Notes to and forming part of the Financial Report 30 June 1999 Hl^'Jjlül^l^V^'liIilU.'lklsll^lMÜ/iKsl^ilii; Output Group Output Group 5005 5015 Strategic leadership Reengineering business systems 1999 1998 1999 1998 $000 $000 $000 $000 CONTROLLED ASSETS AND LIABILITIES Current Assets Cash and Investments 10 2,639 9,822 - - Salaries and Wages in Trust - 530 - - Amounts Held In Trust Funds 11 119 103 - - Receivables 10,540 - - - Other Current Assets 12 632 1,752 - 5 Total Current Assets 13,930 12,207 - 5 Non-Current Assets Land, Buildings and Fitouts 14 281 287 - - EDP Equipment 14 731 1,917 3,181 (7) Furniture, Fittings & Equipment 14 596 3,717 - (5) Heritage Assets 14 230 241 - - Construction in Progress 14 353 697 - - Intellectual Property 14 - - - - Total Non-Current Assets 2,191 6,859 3,181 (12) Total Assets 16,121 19,066 3,181 (7) Current Liabilities Creditors and Accruals 15 6,348 1,815 1 - Provision for Employee Entitlements 3(b) 667 1,397 8 - Trust Funds 1,100 1,427 - - Total Current Liabilities 8,115 4,639 9 - Non-Current Liabilities Provision for Employee Entitlements 3(b) 1,168 2,749 37 - Total Non-Current Liabilities 1,168 2,749 37 - Total Liabilities 9,283 7,388 46 - Net Assets 6,838 11,678 3,135 (7) Equity 9 6,838 11,678 3,135 (7) ADMINISTERED Administered Assets Administered Liabilities Net Administered Assets Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP Notes to and forming part of the Financial Report 30 June 1999 Output Group Output Group Output Group Output Group 5020 5040 5045 5060 Protocol and events Community Support Fund Government information Multicultural affairs management and communications 1999 1998 1999 1998 1999 1998 1999 1998 $000 $000 $000 $000 $000 $000 $000 $000 - 146,464 134,637 - - - - - - 983 - 76 - 49 - 849 - 284 4 4 (6) 49 147,313 134,637 1,267 4 80 (6) 20 708 783 15 4 194 (13) 23 9 8 30 (9) 28 18 11 43 30 (5) 930 770 41 20 92 147,343 134,632 2,197 774 121 14 2 112 - 98 74 54 87 177 - 52 1 1 (34) 56 200 - 276 - 126 (34) 164 127 - 377 - 111 - 164 127 - 377 - 111 - 220 327 - 653 - 237 (34) (128) 147,016 134,632 1,544 774 (116) (20) (128) 147,016 134,632 1,544 774 (116) (20) _ _ _ _ m Notes to and forming part of the Financial Report 30 June 1999 HHHHffiliH Output Group 5070 Implementation of Arts 21 1999 1998 $000 $000 CONTROLLED ASSETS AND LIABILITIES Current Assets Cash and Investments 10 1,903 - Salaries and Wages in Trust - - Amounts Held In Trust Funds 11 - - Receivables - - Other Current Accounts 12 409 50 Total Current Assets 2,312 50 Non-Current Assets Land, Buildings and Fitouts 14 5,076 5,121 EDP Equipment 14 154 16 Furniture, Fittings and Equipment 14 2,075 17 Heritage Assets 14 87,769 88,685 Construction in Progress 23,974 - Intellectual Property 749 - Total Non-Current Assets 119,797 93,839 Total Assets 122,109 93,889 Current Liabilities Creditors and Accruals 15 2,164 - Provision for Employee Entitlements 3(b) 410 - Trust Funds 76 - Total Current Liabilities 2,650 - Non-Current Liabilities Provision for Employee Entitlements 3(b) 743 - Total Non-Current Liabilities 743 - Total Liabilities 3,393 - Net Assets 118,716 93,889 Equity 9 118,716 93,889 ADMINISTERED Administered Assets - - Administered Liabilities - - Net Administered Assets - - Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP Notes to and forming part of the Financial Report 30 June 1999 Output Group Output Group Total 5080 5090 Advice and support to the Governor Legislative services 1999 1998 1999 1998 1999 1998 $000 $000 $000 $000 $000 $000 151,006 144,459 - - - - - 530 19 - - - 1,197 103 - - - - 10,589 - 108 (52) 12 28 2,298 1,781 127 (52) 12 28 165,090 146,873 27,004 25,300 33,089 31,491 127 (53) 70 (98) 4,495 1,775 382 (348) 20 (64) 3,157 3,319 21,988 23,106 8 (45) 109,995 111,987 40 1,505 - 150 24,367 2,352 - - - - 749 - 49,541 49,510 98 (57) 175,852 150,920 49,668 49,458 110 (29) 340,942 297,797 104 7 8,910 1,815 59 - 82 - 1,596 1,397 19 - - - 1,197 1,393 182 - 89 - 11,703 4,605 119 - 423 - 3,269 2,749 119 - 423 - 3,269 2,749 301 - 512 - 14,972 7,354 49,367 49,458 (402) (29) 325,970 290,443 49,367 49,458 (402) (29) 325,970 290,443 ------_ Notes to and forming part of the Financial Report 30 June 1999 ïiTlMïïïfôïPl (a) Wages and Salaries 1999 1998 $000 $000 Salaries 22,163 20,100 Superannuation Expense 1,335 1,134 Other Employee Related Costs 2,048 2,593 Annual and Long Service Leave 2,212 1,646 Retrenchment Packages 87 268 27,845 25,741 (b) Employee Entitlements Liability Current Provision for Annual Leave Current 1,233 1,092 Provision for Long Service Leave Current 363 305 1,596 1,397 Non-Current Provision for Long Service Leave Non-Current 3,269 2,749 4,865 4,146 1999 1998 $000 $000 General Supplies and Services 28,115 26,747 Capital Asset Charge 42,214 26,675 Audit Fees - Internal 100 24 Audit Fees - External 32 50 Bad and Doubtful Debts - (1) 70,461 53,495 1999 1998 $000 $000 Grants to Arts Institutions for Current Purposes 58,460 48,056 Grants to Arts Institutions for Capital Purposes 123,781 121,948 Arts Grants 21,160 20,367 Community Support Fund Grants 81,896 78,668 General Grants 7,289 6,695 292,586 275,734 Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP Notes to and forming part of the Financial Report 30 June 1999 1999 1998 $000 $000 Buildings and Fitouts 230 111 Motor Vehicles - 8 EDP Equipment 1,077 1,159 Furniture, Fittings and Equipment 576 604 Heritage Assets 1,088 1,093 Intellectual Property 83 - 3,054 2,975 (a) Provided Free of Charge 1999 1998 $000 $000 Computer Lease for Parliament House - 786 Assets Transferred to Other Government Agencies 81 370 Audit Fees on Behalf of Other Entities 10 20 IT Work Electoral Offices 1,166 - IT Cabling Parliament House 2,476 - 3,733 1,176 (b) Received Free of Charge Assets Transferred from Other Government Agencies 438 189 Fitouts by Department of Treasury and Finance 17 8 Royal Botanic Gardens Maintenance of Government House Grounds 143 Miscellaneous Resources Received from Other Departments 69 524 340 1999 1998 $000 $000 Expense Write back of Property at Cherry Lane, Laverton which is reported as an asset in the 2,500 financial statements of the Department of Treasury and Finance Adjustment with Department of Treasury and Finance 131 Revenue Assets located through stocktake and recorded in the financial records of the (445) Department of Premier and Cabinet Recognition of Non-Current Assets purchased and expensed in previous Financial Years (3,029) (2,898) 2,055 Notes to and forming part of the Financial Report 30 June 1999 Sfli 1999 1998 $000 $000 Balance at the beginning of the year 280,961 258,491 Increase in net assets from operations 35,527 22,470 Balance at the end of the year 316,488 280,961 1999 1998 $000 $000 Cash Cash at Bank 4,744 6,513 Petty Cash 3 3 Funds at Department of Treasury and Finance 8,459 - 13,206 6,516 Investments (equal or less than 90 days) Investment of Trust Monies 1,291 Investment of Other Monies* 137,800 126,652 137,800 127,943 Total Cash 151,006 134,459 Investments (greater than 90 days)** Investment of Other Monies - 10,000 Total Cash and Investments 151,006 144,459 * Investments equal or less than 90 days are represented by investments with TCV of fixed periods ranging from 30 to 90 days. ** Investments greater than 90 days are not classified as Cash at the end of the financial year in the Cash Flow Statement. 1999 1998 $000 $000 Treasury Trust 93 65 Performance Incentive Payments 891 (34) Fringe Benefits Tax 0 24 Centenary of Federation 190 0 Australia Day 23 48 Total 1,197 103 Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP Notes to and forming part of the Financial Report 30 June 1999 1999 1998 $000 $000 Debtors 87 177 Less Provision for Doubtful Debts (1) (1) Stocks on Hand 627 550 Prepayments 512 286 Accrued Interest 847 769 Accrued Revenue 226 Total Other Current Assets 2,298 1,781 Receivables are represented by funds held at Department of Treasury and Finance in the State Administration Unit for the Department of Premier and Cabinet excluding Trust Accounts. Notes 1999 1998 $000 $000 (a) Land at valuation 14(b) 25,300 25,300 Land, Buildings and Fitouts at cost 8,276 6,447 Less Accumulated depreciation (487) (256) 33,089 31,491 EDP Equipment at cost 7,752 4,468 Less Accumulated depreciation (3,257) (2,693) 4,495 1,775 Furniture, Fittings and Equipment at cost 5,830 5,483 Less Accumulated depreciation (2,673) (2,164) 3,157 3,319 Heritage Assets at valuation 14(b) & (c) 112,102 113,005 Less Accumulated depreciation (2,107) (1,018) 109,995 111,987 Construction in Progress at cost 14(d) 24,367 2,352 24,367 2,352 Intellectual Property at cost 832 Less Accumulated depreciation (83) 749 Total Non-Current Assets 175,852 150,924 HI Notes to and forming part of the Financial Report 30 June 1999 (b)Land and buildings of $43.8m for the Office of the Governor were valued at market value for existing use as at 30 June 1998. The $43.8m is classified as $25.3m land and $18.5 Heritage Asset for Government House. Included in heritage assets is $4.67m for the Office of the Governor which were valued at market value for existing use as at January 1996. Edward Rushton Australia Pty Limited determined both valuations. (c) Permanent Public Records held by the Public Record Office Victoria of $90m were valued at market value as at 30 June 1997. The valuation was determined by Mr John Arnold (registered valuer) and Revd Dr John Scott, M.A., D. Univ, A.O. (d) Included in Construction in Progress is an amount of $24m for the new Public Record Office Victoria. fWlHÛJlJlÎl]^ 1999 1998 $000 $000 Employee Costs - Salaries and Wages in Trust 530 Employee Costs - Other 423 400 Supplies and Services 6,987 879 Prepaid Income 6 Transfer Payments 1,500 8,910 1,815 MililÎKli^lll.llIlnllil^Irf.W.II^JllKlli^il.lll wmmmm 1999 1998 $000 $000 Net cash used in operating activities 31,257 27,404 Government Revenue Repayment of Advance - 141 Special Appropriations (86,631) (95,774) Provision of Outputs (195,179) (148,962) Additions to Net Asset Base (138,430) (132,484) Contributions to Consolidated Fund 1,877 3,592 (418,363) (373,487) Items not involving cash Depreciation (3,054) (2,975) Profit/(Loss) on disposal of assets (114) 440 Resources Received Free of Charge 524 340 Resources Provided Free of Charge (91) (390) Prior Year Adjustments 2,898 (2,055) 163 (4,640) Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP Notes to and forming part of the Financial Report 30 June 1999 fff 1II] 1 ; 11 IH: W ! I iKi ! Il I ;il] i 5 ;7:1 Ì L[ff:M \ l'i 11 [ Ìli; [if KlKlfl] Îfl ÏT 1999 1998 $000 $000 Change in Operating Assets and Liabilities lncrease/(Decrease) in salaries and wages in trust (530) 71 lncrease/(Decrease) in prepayments 226 16 lncrease/(Decrease) in debtors (90) (35) lncrease/(Decrease) in Accrued Interest 304 534 lncrease/(Decrease) in stocks on hand 77 1 (lncrease)/Decrease in creditors (7,095) (914) (lncrease)/Decrease in provision for employment entitlements (719) (108) Increase/Decrease in SAU Receivables 10,589 - lncrease/(Decrease) in Trust Funds 1,346 - 4,108 (435) Net Cost of Services (382,835) (351,158) juiiiiiiui^lKlTlMÌiìll] (a) Capital Commitments 1999 1998 $000 $000 Demolition Work - Riverside Park 1,200 Government House - Toilets 48 Centenary of Federation - Equipment 13 Community Support Fund - Grants 226,500 227,761 No Capital Commitments were notified in 1997-98 (b) Lease Commitments Finance Leases There are no Finance Lease Commitments for the Department of Premier and Cabinet as at 30 June 1999. Operating Leases Commitments under non-cancellable operating leases at the reporting date are payable as follows: 1999 1998 $000 $000 Not later than one year 2,943 2,805 Later than 1 year and not later than five years 10,820 9,320 Later than five years 13,816 14,117 27,579 26,242 These operating lease commitments are not recognised as liabilities in the Statement of Financial Position. H Notes to and forming part of the Financial Report 30 June 1999 There are no contingent liabilities for the Department of Premier and Cabinet at 30 June 1999. (a) Terms, conditions and accounting policies The Department's accounting policies, including the terms and conditions of each class of financial asset and financial liability, are as follows: RECOGNISED FINANCIAL NOTE ACCOUNTING POLICIES TERMS AND CONDITIONS INSTRUMENT i) Financial Assets Trade Receivables and Debtors 12 Trade receivables are carried at Credit sales are normally nominal amounts due less any on 30-day terms. provision for doubtful debts. A provision for doubtful debts is recognised when collection of the full nominal amount is no longer probable. Receivable (Inter Entity) 13 Receivables are carried at nominal Receivables are normally amounts. The net fair value is the settled within 30 days nominal amount. Investments 10 Investments are stated at cost. Investments are: overnight 11am at call 30, 60, 90, 120 days fixed term deposits. ii) Financial Liabilities Trade Creditors and Accruals 15 Liabilities are recognised for Trade liabilities are amounts to be paid in the future normally settled on for goods and services received, 30-day terms. whether or not billed to the Department (b) Interest Rate Risk Exposures The Department's exposure to interest rate risks and the effective interest rates of financial assets and financial liabilities, are as follows: Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP Notes to and forming part of the Financial Report 30 June 1999 vmrnm FINANCIAL INSTRUMENTS FIXED INTEREST NON-INTEREST TOTAL CARRYING WEIGHTED AVERAGE 1 YEAR OR LESS BEARING AMOUNT AS PER EFFECTIVE BALANCE SHEET INTEREST RATE 1999 1998 1999 1998 1999 1988 1999 1998 $000 $000 $000 $000 $000 $000 % % i) Financial Assets Cash 13,206 - - 6,516 13,206 6,516 4.975 0 Trade Receivables and - - 10,589 161 10,589 161 N/A N/A Debtors Investments 137,800 137,943 - - 137,800 137,943 5.68 5.1 Total Financial Assets 151,006 137,943 10,589 6,677 161,595 144,620 - - ii) Financial Liabilities Trade Creditors and Accruals - 8,910 1,809 8,910 1,809 N/A N/A Total Financial Liabilitites - - 8,910 1,809 8,910 1,809 - - (c) Net Fair Values The aggregate net fair values of financial assets and financial liabilities at the balance date, are as follows: FINANCIAL INSTRUMENTS TOTAL CARRYING AMOUNT AS PER AGGREGATE FAIR VALUE THE BALANCE SHEEET 1999 1998 1999 1998 $000 $000 $000 $000 i) Financial Assets Cash 13,206 6,516 13,206 6,516 Trade Receivables and Debtors 10,589 161 10,589 161 Investments 137,800 137,943 137,800 137,943 Total Financial Assets 161,595 144,620 161,595 144,620 ii) Financial Liabilities Trade Creditors and Accruals 8,910 1,809 8,910 1,809 Total Financial Liabilities 8,910 1,809 8,910 1,809 Notes to and forming part of the Financial Report 30 June 1999 The following methods and assumptions are used to determine the net fair values of financial assets and liabilities: Recognised financial instruments Cash, cash equivalents and short-term investments: The carrying amount approximates fair value because of their short term to maturity. Trade receivables and payables: The carrying amount approximates fair value. (d) Credit Risk Exposures Credit risk represents the loss that would be recognised if counterparties failed to perform as contracted. The Department's maximum exposures to credit risk at balance date in relation to each class of recognised financial asset is the carrying amount of those assets as indicated in the balance sheet. Appropriation Act Financial Management Act 1994 ANNUAL PAYMENTS SECTION 3(2) SECTION 29 SECTION 30 SECCTION 32 SECTION 35 TOTAL APPROPRIATIONS VARIANCE APPROPRIATION FROM PARLIAMENTARY APPLIED ADVANCE TO AUTHORITY TREASURER $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 Provision of outputs 207,942 4,468 - 414 3,942 5,375 492 222,633 202,846 19,787 Additions to net assets 112,161 - (3,942) 27,348 4,720 140,287 138,551 1,736 TOTAL 320,103 4,468 - 414 - 32,723 5,212 362,920 341,397 21,523 Kimh AUTHORITY APPROPRIATIONS APPROPRIATIONS APPLIED 1998-99 APPLIED 1997-98 $000 $000 Act No. 8750 Salary for Clerk of the 50 50 Executive Council Executive Council - Running Expenses Act No. 51992 Salary payments to the 108 101 Governor's Salary Governor of Victoria Act No. 7723 Payment of Ministers' 3,626 3,607 Parliamentary Salaries and Salaries and Allowances Allowances Section 138 of the Contribution to 82,846 92,016 Gaming Machine Control Act Community Support Fund TOTAL 86,630 95,774 Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP Notes to and forming part of the Financial Report 30 June 1999 n I ^¿KKfilH I L>ik!K4'i'i 11 ! KlJ I i 14 fS^ii 1 ^KH'i ^NkLjl^LkOiUkMl^UVV^ifl^klikll During the 1998-99 financial year, transactions were undertaken with other State Government controlled entities as follows: $000 $000 INTRA INTER TOTAL INTRA INTER TOTAL Assets 133 479 612 - 1,547 1,547 Liabilities - 226 226 - 30 30 Revenues 82 420,251 420,333 1 432,917 432,918 Expenses 62,342 242,423 304,765 161,980 88,623 250,603 "Intra" transactions are between entities within the Department of Premier and Cabinet portfolio. "Inter" transactions are within entities outside the portfolio controlled by the Victorian Government. umilimi,!' J.1 li AWLnJJL.J:! In accordance with the directions of the Minister for Finance under the Financial Management Act 1994, the following related disclosures are made for Ministers and for the Accountable Officer for the reporting period. Names The names of persons holding the above positions in the reporting entity are: The Hon Jeff Kennett, MLA Premier Minister for Multicultural Affairs Minister for the Arts Bill Scales Secretary, Department of Premier and Cabinet The Hon Patrick McNamara MLA and the Hon Phil Gude MLA acted variously in the offices of Premier, Minister for Multicultural Affairs and Minister for the Arts during absences of the Hon Jeff Kennett MLA in the period 1.7.98 to 30.6.99. Notes to and forming part of the Financial Report 30 June 1999 Remuneration Remuneration received or receivable in connection with the management of the reporting entity during the reporting period by the Premier and the Secretary of the Department was in the following bands: No. No. $300,000-$309,999 1 $210,000-$219,999 1 1 $190,000-$199,999 1 $ 80,000 $ 89,999 1 Other Transactions Other related transactions and loans during the reporting period requiring disclosure under the Directions of the Minister for Finance have been considered and there are no matters to report. Remuneration of Ministers Remuneration in the form of salaries and allowances received or receivable during the reporting period by Ministers under the Parliamentary Salaries and Superannuation Act 1968 and paid by the Department of Premier and Cabinet is as follows: No. No. Premier $210,000 - $219,999 1 1 Deputy Premier $210,000 - $219,999 1 1 Ministers of the Crown $200,000 - $209,999 5 5 $180,000 - $189,999 1 1 $170,000 - $179,999 10 10 Total remuneration paid in the reporting period was $3,423,143. This is identical to the amount paid in 1997-98, as there were no changes either in the Ministry or in salaries and allowances paid to Ministers. Disclosures Related to Executive Officers - Remuneration The numbers of executive officers of the Department of Premier and Cabinet and the Office of the Chief Parliamentary Counsel whose total remuneration exceeded $100,000 during the reporting period is shown in the first two columns in the table below in their relevant income bands. The base remuneration of these executive officers is shown in the third and fourth columns. Base remuneration is exclusive of bonus payments, long service leave payments, redundancy payments and retirement benefits. The table excludes ministers and accountable officers. The table shows an increase of $974,984 in total remuneration for executive officers receiving $100,000 or more during 1998-99. The number of executive officers in this category increased from 13 to 23. Several factors led to this apparently large increase at a time when the number of departmental executive officers remained relatively stable. Five executive officers appointed during 1997-98 were not employed long enough to reach this level of remuneration ($100,000). In two cases, contracts of long serving executive officers which provided for payment of bonuses at the end of their contracts became payable, bringing their remuneration over the $100,000 mark. Most contracts now provide for an annual bonus payment and the remaining increase in numbers reflects entry through either bonus or salary increase plus bonus for individual executive officers. Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP Notes to and forming part of the Financial Report 30 June 1999 TOTAL TOTAL BASE BASE REMUNERATION REMUNERATION REMUNERATION REMUNERATION 1999 1998 1999 1998 No. No. No. No. $230,000 - $239,999 - 1 - - $220,000 - $229,999 - 1 - - $210,000 - $219,999 - 1 - - $200,000 - $209,999 - 1 - - $190,000 - $199,999 1 - - - $170,000 - $179,999 3 - 1 - $160,000 - $169,999 - 1 1 1 $150,000 - $159,999 1 2 - 2 $140,000 - $149,999 2 1 2 1 $130,000 - $139,999 4 1 2 1 $120,000 - $129,999 4 - 3 2 $110,000 - $119,999 3 3 5 4 $100,000 - $109,999 5 1 3 1 $ 90,000 - $ 99,999 - - 6 1 Total Numbers 23 13 23 13 Total Amount $ 3,063,100 2,088,116 2,737,714 1,668,928 There were no payments associated with the termination of services for the above group of executive officers. One executive officer in the above salary bands also acted in the Office of Secretary, Department of Premier and Cabinet, at various times during the period 1.7.98 - 30.6.99. SCHEME BASIS FOR CONTRIBUTIONS CONTRIBUTIONS CONTRIBUTIONS MADE 1999 MADE 1998 $000 $000 Defined Benefits Schemes 13.4% 787 849 Victorian Superannuation Percentage advised by the VSB based Board (VSB) on the employee's contribution rate. - Revised Scheme - New Scheme State Employees Percentage advised by the VSB based on the 15 42 Retirement Benefits employee's contribution rate and pension as Scheme advised by the VSB. Accumulated Funds 7% 688 568 Victorian Superannuation Board - Vicsuper Various Private Schemes Superannuation Guarantee Contribution 139 4 minimum of 7%, or greater if employee elects. The Department of Premier and Cabinet does not have any contributions outstanding to the above funds, and there have been no loans made from the fund. Statement of Certification We certify that the attached Financial Report for the Department of Premier and Cabinet has been prepared in accordance with Part 9 of the Directions of the Minister for Finance and presents fairly in accordance with Australian Accounting Standards. We further state that, in our opinion, the information set out in the Statement of Operations, Statement of Financial Position, Statement of Cash Flows, and Notes To and Forming Part of the Financial Report, presents fairly the financial transactions during the year ended 30 June 1999 and financial position of the Department as at 30 June 1999. We are not aware of any circumstance which would render any particulars included in the Financial Report to be misleading or inaccurate. Peter Goddard Bill Scales, AO Chief Financial Officer Secretary Department of Premier and Cabinet Department of Premier and Cabinet Melbourne Melbourne 25/ 10 / 1999 25/ 10 / 1999 T LEADERSHIP IN PARTNERSHIP VICTORIAN AUDITOR- GENERAL'S Auditor-General's Report OFFICE Auditing in the Public Interest To the Members of the Parliament of Victoria, the responsible Ministers and the Secretary of the Department of Premier and Cabinet. Audit Scope The accompanying financial report of Department of Premier and Cabinet for the financial year ended 30 June 1999, comprising an operating statement, statement of financial position, statement of cash flows and notes to the financial statements, has been audited. The Secretary of the Department of Premier and Cabinet is responsible for the preparation and presentation of the financial report and the information it contains. An independent audit of the financial report has been carried out in order to express an opinion on it to the Members of the Parliament of Victoria, the responsible Ministers and the Secretary of the Department as required by the Audit Act 1994. The audit has been conducted in accordance with Australian Auditing Standards to provide reasonable assurance as to whether the financial report is free of material misstatement. The audit procedures included an examination, on a test basis, of evidence supporting the amounts and other disclosures in the financial report, and the evaluation of accounting policies and significant accounting estimates. These procedures have been undertaken to form an opinion as to whether, in all material respects, the financial report is presented fairly in accordance with Australian Accounting Standards and other mandatory professional reporting requirements and complies with the requirements of Financial Management Act 1994, so as to present a view which is consistent with my understanding of the Department's financial position, the results of its operations and its cash flows. The audit does not provide any assurances that the Department's systems, or any other systems that the Department relies on in the conduct of its activities such as those of suppliers and service providers are year 2000 compliant, or whether plans and associated actions are adequate to address the year 2000 issue. The year 2000 issue has been addressed only in the context of existing audit responsibilities under Australian Auditing Standards to express an opinion on the financial report. Note l(n) to the financial statements outlines the basis used by the Department for the categorisation of its transactions and balances between controlled and administered for the relevant year, as required by Australian Accounting Standards, notwithstanding that the Department legally administers all its activities on behalf of the Crown. The audit opinion expressed in this report has been formed on the above basis. Audit Opinion In my opinion, the financial report presents fairly the financial position of the Department of Premier and Cabinet as at 30 June 1999 and the results of its operations and its cash flows for the year ended on that date in accordance with Australian Accounting Standards and other mandatory professional reporting requirements and complies with the requirements of the Financial Management Act 1994. Melbourne J.W. Cameron 28 / 10 / 1999 Auditor-General PAGE PAGE A F Federation Square 4, 34-35, 55 Aboriginal Arts Distribution, Victorian 59 Festivals 59, 62 Access 2001 Open Weekend 44 Finance - management 24-26 Acronyms, list of 128 - report 94-123 Acts of Parliament administered 78-80 Floods 4, 40 Addresses, portfolios 126-127 Food regulation 36 Advice and administrative support to the Governor... 64-65 Forests 36 Artists and Designers in School (AEDIS) 59 Freedom of Information 41, 83 Arts Culture and Entertainment Passport 60 Arts Grants Online System (ARGO) 62 G Arts Leaders 2011 60 Gas emergency .. 2, 4, 23, 39 Audit, internal 18 Geelong Performing Arts Centre 54, 57 Australia Day 44-45 Gene technology 36 Awards - Arts industry 59-60, 66 Government home page 49 - other 22, 31-32, 42, 48-49 Government information 48-49 Government House 65-67, 90 B Governor 64-66 Bills 68-70 Greenhouse 4, 22, 31, 33 Budget Expenditure and Review Committee 37 Guarantee Against Loss Scheme 62 C H Cabnet 42 Health Reform 57 Centenary of Federation 19, 45, 60-61 Heide Museum 35 Central Government Response Centre (CGRC) 39 Honours 45 Hospitality 45, 66 CINARS'98 59 CityLink 33, 57 Hospitals 35 Code of Conduct 18 Human Resources 19, 22 Commissioner's Directions 74 Compliance, Index of 91 I Communications 49, 51 Immigration Museum 1, 4, 47, 57 Community Support Fund - Applications 46, 52 IMSAC 51-52 - Approvals 47, 84-87 Indonesian assistance program 5, 35 Congratulatory messages 45 Induction 21 Consultancies 88 Information management 27 Crime prevention community safety 36 Information Victoria 20, 48-49 Cultural Exchange Program 58 International exchange 58, 63 Culture Track '98 60-61 International Export and Touring Program 58 Cyberpoet 60 D K Digital media and new technology 60 Koori Heritage Trust 57 Docklands 33 Kosovo 53 Drugs 5, 31, 52 L E Land Aggregation Program 40 Energy markets 5, 16, 36 Language allowance 52 Environment 27, 36 Leaders' Forum 5, 31 Executive Council 40, 64 Legislation Document Management System (LDMS)..A2, 68 Executive development 22, 38, 75 Legislation - advice 68 Executive Forum 38 - changes 80-81 - printing and publishing 68-70 Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP PAGE PAGE Local Initiatives Grants Program (LIGP) 46-47, 87 Regional performing arts centres 4, 57 Longford Royal Commission 40 Regional Forum 32 Regulations, changes 82 M Resources 27 Risk 18, 89 Malthouse Plaza 57 Rural and Regional Strategy 1, 4, 31-32 Master Agency Media Service 48 Medical Research Award 31-32, 76 Medicine, labelling 51 S Melbourne Museum 4, 56-57 Self-governing state schools 36 Millennium 60' Senior Officials Meetings 5, 16, 39 Mission and objectives 1 Sharp End, the 22, 60 Memorandum of Understanding, Singapore 5, 58, 62 Sidney Myer Music Bowl 55 Multicultural Affairs - advice and assistance 50 Special events 44, 76 - grants program 52-53 Staff 5-6, 11, 19-21, 67, 69, 74 - service delivery 51-53 State Coordination and Management Council 5, 38 Museum of Australian Art 4, 55 State Flood Recovery Committee 40 Museum Victoria 54, 57, 62 State Library of Victoria 4, 54-55 Statutory Rules 68-70 N National Competition Policy (NCP) 31, 33 T National Gallery of Victoria 4, 54-55, 63 Tax reform 33 Non-current physical assets 89-90 Telecommunications interceptions 72 Touring Victoria 59 Training 22 O Transport 31, 35 Occupational health and safety 22 Turning the Tide 4-5, 31, 46-47, 52, 86 Oceans 36 Office of Business and Skills Migration 51 Olympic Games 45, 52 U Ombudsman, complaints investigation 71-72 Utility Reform 35 Online 48, 63 Organisation 6, 11 V Organisational self-assessment 61 Output Groups 12-15, 28 VicOnc 42 Victoria Commissions 58 Victorian Archives Centre 57, 63 P Victorian Arts Centre Trust 54 Parlynet 42 Victorian Emergency Management Committee (VEMC).... 39 People management 19-23 Victorian Government Directory 48 Performance management 21 Victorian Multicultural Resources Directory 51 Performing Arts Network (PAN) 59 Visits, official 45, 64, 66 Planetarium 57, 63 Police 36, 72 W Policy advice, process 30-31 Public awareness and education 47-48, 60, 72 Women Artists 58 Women - Action Plan4, 37 Public employment and conduct principles 18, 74 - VicWomen Directory 37 Public Record Office Victoria 19, 54, 62 Publications 48, 51-52, 62, 68, 70, 74 Workplace relations 21 Y R Year 2000, Y2K 18, 63 Recruitment 22, 75 Your Guide to...' development 48 Reengineered core business systems 42 Youth 36, 52 Regional Arts Fund 59 Department of Premier and Cabinet Secretary 1 Treasury Place Mr Bill Scales AO Melbourne 3002 Tel: (03) 9651 5072 Tel: (03) 9651 5111 Fax: (03) 9651 5529 Fax: (03) 9651 5298 Email: [email protected] www.dpc.vic.gov.au/dpc/index.htm Cabinet Office Office of State Administration 1 Treasury Place 1 Treasury Place Melbourne 3002 Melbourne 3002 Head of Cabinet Office First Assistant Secretary Mr Jamie Carstairs Mr Greg Hyams Tel: (03) 9651 5104 Tel: (03) 9651 5092 Fax: (03) 9651 5115 Fax: (03) 9651 5115 Email: [email protected] Email: [email protected] Arts Victoria Multicultural Affairs Unit Level 6, 2 Kavanagh Street Level 3, 1 Macarthur Street South Melbourne 3205 Melbourne 3002 Director Assistant Secretary Ms Lesley Alway Mr John Unger Tel: (03) 9684 8700 Tel: (03) 9651 6465 Fax: (03) 9645 8910 Fax: (03) 9651 5944 Email: [email protected] Email: [email protected] Office of the Governor Office of the Chief Parliamentary Counsel Government House Level 2, 1 Macarthur Street Melbourne 3004 Melbourne 3002 Official Secretary Chief Parliamentary Counsel Mr Charles Curwen CV0, 0BE Miss Rowena Armstrong QC Tel: (03) 9651 4211 Tel: (03) 9651 2103 Fax: (03) 9650 9050 Fax: (03) 9651 2107 Email: [email protected] Email: [email protected] www.governor.vic.gov.au www.dms.dpc.vic.gov.au Department of Premier and Cabinet - Annual Report 1998-99 LEADERSHIP IN PARTNERSHIP Office of the Ombudsman Office of Public Employment Level 22, 459 Collins Street Level 3, 1 Treasury Place Melbourne 3000 Melbourne 3002 Ombudsman Commissioner Dr Barry Perry Mr Peter Salway Tel: (03) 9613 6222 Tel: (03) 9651 5700 Fax: (03) 9614 0246 Fax: (03) 9650 6838 Email: [email protected] Email: [email protected] www.ombudsman.vic.gov.au www.vic.gov.au/ope Arts Agency Offices Arts Victoria National Gallery of Victoria Level 6, 2 Kavanagh Street 180 St Kilda Road South Melbourne 3205 Melbourne 3004 Tel: (03) 9684 8888 (now closed for redevelopment - contact Toll Free 008 134 894 Tel or www below for temporary arrangements) Fax: (03) 9686 6186 Tel: (03) 9208 0222 www. arts .vic.gov. au Fax: (03) 9208 0245 Geelong Performing Arts Centre www.ngv.vic.gov.au 50 Little Malop Street Geelong 3220 Public Record Office Victoria Level 2, Casselden Place Tel: (03) 5225 1200 2 Lonsdale Street Fax: (03) 5221 3106 Melbourne 3000 www.gpac.org.au Tel: (03) 9285 7930 Museum of Victoria Fax: (03) 9285 7953 (Management) www.vicnet.net/~provic 222 Exhibition Street Melbourne 3000 State Library of Victoria 328 Swanston Street Tel: (03) 9651 6777 Melbourne 3000 Fax: (03) 9651 6180 Tel: (03) 9669 9888 www.mov.vic.gov.au Fax: (03) 9669 9958 Scienceworks www.slv.vic.gov.au 2 Booker Street Spotswood 3015 Victorian Arts Centre 100 St Kilda Road Tel: (03) 9392 4800 Melbourne 3000 Fax: (03) 9392 4848 Tel: (03) 9281 8000 Immigration Museum Fax: (03) 9281 8282 400 Flinders Street Melbourne 3000 www.artscentre.net.au Tel: (03) 9927 2700 Fax: (03) 9927 2728 127 Acronyms used in this Report jbibRAäii:: urc ¿k DTF ACCA Australian Centre for Contemporary Art 15 JUL 200* AEDIS Artists and Environmental Designers in Schools AMT Arts Marketing Taskforce Level 5, 1 Macarthur Street AOM Accrual Output-Based Management Rasr Melbourne Vic 3002 APU Accredited Purchasing Unit ARGO Arts Grants Online System ASMR Australian Society for Medical Research BERC Budget Expenditure and Review Committee CGRC Central Government Response Centre COAG Council of Australian Governments CPE Commissioner for Public Employment CRC Cooperative Research Centre CSC Corporate Services Centre CSF Community Support Fund CSIRO Commonwealth Scientific and Industrial Research Organisation DNRE Department of Natural Resources and Environment DPC Department of Premier and Cabinet DSD Department of State Development DTF Department of Treasury and Finance FOI Freedom of Information HR Human Resources IMSAC Interdepartmental Multicultural Services Advisory Committee IT Information Technology LDMS Legislation Document Management System LIGP Local Initiatives Grants Program MAU Multicultural Affairs Unit NCC National Competition Council NCP National Competition Policy NGV National Gallery of Victoria OCPC Office of the Chief Parliamentary Counsel OH&S Occupational Health and Safety PAN Performing Arts Network PROV Public Record Office Victoria SBS Special Broadcasting Service SC&MC State Coordination and Management Council SOCOG Sydney Organising Committee Olympic Games SOM Senior Officials Meetings VACT Victorian Arts Centre Trust VEMC Victorian Emergency Management Committee VITS Victorian Interpreting and Translating Services VMC Victorian Multicultural Commission VPS Victorian Public Service VSB Victorian Superannuation Board Back cover photographs: Portland Maritime Discovery Centre - help for a new museum from the Community Support Fund The Melbourne Museum and Royal Exhibition Building - Australia's largest museum and a 19th Century landmark Government House - a heritage asset of national importance The Annual Report of the Department of Premier and Cabinet may be visited at www.dpc.vic.gov.au/dpc/index.htm Designed by The Concept Centre, phone (03) 95211988