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DPC Annual Report 2011-12

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DPC Annual Report 2011-12 ANNUAL REPORT 2011–12 1 2 DEPARTMENT OF PREMIER & CABINET ANNUAL REPORT 2011-12 PREMIER & CABINETABOUT US ANNUAL REPORT 2011-2012 Level 39 Governor Macquarie Tower 1 Farrer Place Sydney NSW 2000 GPO Box 5341 Sydney NSW 2001 Business Hours: 8.30 am to 5.30 pm T: 02 9228 5555 F: 02 9228 3522 E: [email protected] ©2012 State of NSW Department of Premier and Cabinet. This report was first published in October 2012. There were no external costs recorded for producing this annual report. View or download this report from the Department of Premier & Cabinet website: www.dpc.nsw.gov.au ISSN 1835-5277 (Print) 3 DEPARTMENT OF PREMIER & CABINET ANNUAL REPORT 2011-12 LETTER OF SUBMISSION 4 DEPARTMENT OF PREMIER & CABINET ANNUAL REPORT 2011-12 CONTENTS From the Director General 6 Appendices 155 Towards a Strategic Centre 7 Account Payment Performance 157 About Us 8 Audit and Risk Statement from Director General 158 Directions Statement 2012-2015 10 Audit, Risk Management and Insurance 159 Organisation Structure 11 Consultants 161 Senior Management 11 Controlled Entities 162 Premier and Cabinet Cluster 12 Credit Card Use - Statement of Responsibility 162 Performance Highlights 14 Exceptional Movements in Remuneration 162 Performance 17 Government Information (Public Access) 163 Leadership 18 Grants 168 Departments Delivering Better Services 19 Human Resources Statistics 178 Infrastructure 21 Infringements and Prosecutions 181 Policy Development 22 Legislation and Legal Change 187 NSW 2021 24 Major Capital Works 190 Workforce 25 Overseas Visits 192 Core Business and Systems Improvement 26 Privacy Management Plan 193 National Reform 28 Public Interest Disclosures 193 Local Government 29 Senior Executive Performance Statements and Remuneration 195 Parliamentary Counsel’s Office 30 Environment Protection Authority Office of Environment and Heritage 36 Annual Report 2011-12 205 Chief Executive’s Message 36 Contact Details 291 Sustainability and Resource Recovery 39 Index 293 A Healthier and Cleaner Environment 43 Integrated Landscape Management 48 Heritage Council of NSW Annual Report 2011–12 60 Corporate Governance (OEH) 64 Corporate Governance (DPC) 75 DPC Financial Statements 85 5 DEPARTMENT OF PREMIER & CABINET ANNUAL REPORT 2011-12 FROMABOUT US THE DIRECTOR GENERAL The Department of Premier and Cabinet’s (DPC) purpose is to work for the people of NSW by supporting the Premier and the Cabinet. We drive the Government’s objectives, coordinate policy and services across the whole-of-government and enable effective stewardship of the public service. As an organisation, the DPC undertook significant changes in management and structure during 2011-12, including new appointments to the executive team and a renewed focus on improving our business practices and systems. The DPC also developed its Directions Statement 2012-2015, which sets out our purpose, our values, the capabilities we need in our organisation and people, and our key areas of focus for next year. It has been another year There have been a number of major reform initiatives and of significant change and priorities that the DPC has led during 2011-12. Following the successful establishment of the Public reform for the Department Service Commission and Infrastructure NSW last year, in of Premier & Cabinet in 2011-12 the DPC laid the foundations for the roll-out of the first tranche of Service NSW in 2012-13. This is a key 2011-12, both internally government initiative designed to bring together and simplify government services for our customers. This as an organisation and exciting new agency will make services more integrated externally as a central and accessible, forging an innovative and improved multi- channel customer service experience for our transactional agency leading and government services. delivering major reforms The DPC also led the development of NSW 2021: A Plan to Make NSW Number One (NSW 2021), and and priorities for the coordinated extensive community consultation meetings Government. between Ministers and communities across NSW, involving over 3,000 people. The DPC has supported Regional Ministers to develop 19 Regional Action Plans aligned to NSW 2021 to localise the state plan. Another major focus for the DPC in 2011-12 involved coordinating the Government’s response to, and implementation of, the Commission of Audit findings to restore and drive Public Sector performance. The DPC also continued to lead NSW’s involvement in intergovernmental relations, including supporting the Premier’s participation in the Council of Australian Governments (COAG) and leading national reforms in the areas of competition and regulation reforms, skills reforms and infrastructure funding. In conclusion, I would like to acknowledge and thank our staff. It was a year of remarkable change and achievement. This would not have been possible without their dedication, diligence and professionalism. Chris Eccles Director General 6 DEPARTMENT OF PREMIER & CABINET ANNUAL REPORT 2011-12 TOWARDS A ABOUT US STRATEGIC CENTRE The Strategic Centre Initiative focuses on areas of intersection between the central agencies. It has involved clarifying function, roles, responsibilities and accountabilities. This will change the way central agencies will work with each other, clusters and external stakeholders. In 2011-12, the central agency heads of the Department of Premier and Cabinet, The Treasury, and Finance and Services, and the Public Service Commissioner, undertook an analysis of central agency roles and functions. The DPC provided secretariat support for this initiative. Launched in October 2012, the Strategic Centre Initiatives provides a shared vision, principles and strategies which signify a new way of working by central agencies. It has resulted in the identification and realignment of central agency functions. The following key areas of responsibility have been identified: DPC: focuses on performance and priorities including policies, initiatives and events Treasury: focuses on effective financial and economic management DFS: focuses on policy reform of and delivers, enabling functions to support clusters PSC: focuses on people management, capability and workforce development. Central agencies will add value to policy and service outcomes for the residents of NSW by working effectively with each other, cluster, line agencies and external stakeholders. For more information, visit: www.nsw.gov.au/strategic-centre 7 DEPARTMENT OF PREMIER & CABINET ANNUAL REPORT 2011-12 ABOUTABOUT US US The DPC works for the people of NSW by supporting the Premier and Cabinet. The DPC has an important role in driving the Government’s objectives, coordinating policy and services across the whole-of-government and enabling effective stewardship of the public service. As a central agency, it provides thought leadership across the Public Sector, contributing a unifying intelligence to the system of government. The DPC has a key role in: • Providing clear reform leadership • Setting and monitoring objectives and targets • Driving the delivery of the NSW 2021 Plan • Improving the performance of the Public Sector • Contributing to an efficient customer-focused Public Sector • Facilitating private sector partnerships and investment • Providing an independent source of advice based on sound evidence • Leading negotiations on priority COAG agreements • Advising on governance and machinery of The Department of government changes Premier & Cabinet is the • Coordinating and managing cross-portfolio issues principal department • Coordinating legislative and parliamentary processes of the Premier & Cabinet • Facilitating decision-making by the Government. The DPC is a Division of the NSW Public Service under the Cluster. Public Sector Employment and Management Act 2002. The DPC is primarily responsible to the Premier, and in respect of some of its functions is also responsible to the regional Ministers, the Minister for Local Government, and the Minister for the Environment and Minister for Heritage. 8 DEPARTMENT OF PREMIER & CABINET ANNUAL REPORT 2011-12 ABOUT US CENTRAL AGENCY GROUPS Office of the Director General This includes the identification of system-wide performance improvement strategies, as well as working The Office of the Director General supports the leadership closely with agencies on difficult policy or service delivery role of the Director General in the Department, Cluster and issues that affect more than one agency. The Group also broader Public Sector. The Office has responsibility for has a focus on minimising the burden of regulation on facilitating executive communication and decision making business and the community through regulatory reform, processes, including providing secretariat functions to improving regulator behaviour and the promotion of the Senior Executive Board for the Department and the behavioural economics in NSW. Senior Management Council. The Senior Management Council is the peak leadership group for the NSW Public Sector comprising of all cluster heads. The Office also has Delivery and Implementation Group a role in championing transformational reforms that build Delivery and Implementation Group is responsible for capabilities in the organisation and its people, and provides coordinating activities and leading reforms to ensure that executive administration support to the Director General. the Government’s priorities are delivered promptly and efficiently. The focus is on improving delivery of services Office of General Counsel and priority outcomes with a systematic,
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