DEPARTMENT OF PREMIER AND CABINET 2010–11 ANNUAL REPORT CONTENTS

OVERVIEW ABOUT US 01 OUR MINISTERS 02 SECRETARY’S COMMENTS 03 EXECUTIVE LEADERSHIP TEAM 04 STATE COORDINATION AND MANAGEMENT COUNCIL 06 ACCOUNTABLE OUR PEOPLE 07 OFFICER’S DECLARATION OUR STRUCTURE 08 01. STRATEGIC POLICY ADVICE AND SUPPORT 10 In accordance with Financial Management Act 1994, I am pleased to present the CABINET SECRETARIAT 11 Department of Premier and Cabinet’s CLIMATE CHANGE BRANCH 12 Annual Report for the year ending ECONOMIC POLICY BRANCH 13 30 June 2011. VICTORIAN FAMILIES STATEMENT 14 FEDERALISM BRANCH 16 GOVERNMENT BRANCH 17 LEGAL BRANCH 18 OFFICE OF MULTICULTURAL AFFAIRS AND CITIZENSHIP 19 HELEN SILVER OFFICE OF THE VICTORIAN GOVERNMENT ARCHITECT 20 SECRETARY PROTOCOL AND SPECIAL EVENTS BRANCH 21 RESOURCES AND INFRASTRUCTURE BRANCH 22 SECURITY AND EMERGENCY MANAGEMENT BRANCH 23 SOCIAL POLICY BRANCH 24 STRATEGIC COMMUNICATIONS BRANCH 25 NATIONAL DISABILITY INSURANCE SCHEME SECRETARIAT 26 STRATEGY AND INNOVATION BRANCH 28 02. PUBLIC SECTOR MANAGEMENT, GOVERNANCE AND SUPPORT 29 OFFICE OF THE GOVERNOR 30 OFFICE OF THE CHIEF PARLIAMENTARY COUNSEL 32 OFFICE OF THE OMBUDSMAN 33 STATE SERVICES AUTHORITY 34 VICTORIAN BUSHFIRE RECONSTRUCTION AND RECOVERY AUTHORITY 35 VICTORIAN MULTICULTURAL COMMISSION 36 03. ARTS AND CULTURAL DEVELOPMENT 37 ARTS 38 NATIONAL GALLERY OF VICTORIA’S 150TH ANNIVERSARY 40 04. CORPORATE ACTIVITIES 43 CORPORATE DEVELOPMENT BRANCH 44 INFORMATION MANAGEMENT AND TECHNOLOGY BRANCH 49 05. FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2011 50 06. APPENDICES FOR THE YEAR ENDED 30 JUNE 2011 99 ABOUT US

OUR MISSION We will display exemplary leadership in providing high-quality, timely advice and services to the Premier, the Minister for the Arts, the Minister for Multicultural Affairs and Citizenship, and Cabinet. OUR VALUES

WE LEAD BY EXAMPLE. LEADERSHIP – WE STRIVE TO CREATE POSITIVE AND PRODUCTIVE WORKING RELATIONSHIPS.

WE WORK TO SERVE THE PUBLIC GOOD. INTEGRITY – WE UPHOLD THE IDEALS OF OPENNESS AND HONESTY, AND STAND BY WHAT WE BELIEVE IS RIGHT.

WE ARE TEAM PLAYERS. COLLABORATION – WE SEEK, ENCOURAGE AND VALUE THE CONTRIBUTION AND SKILLS OF THE PEOPLE WE WORK WITH.

WE VALUE CREATIVITY. INNOVATION – WE ARE OPEN TO NEW IDEAS AND DIFFERENT APPROACHES THAT WILL ACHIEVE THE BEST RESULTS.

We integrate human rights principles into day-to-day operations and decision-making, including development of legislation and policy, and providing advice. WHO WE ARE OUR ROLE The Department of Premier and Cabinet (DPC) DPC supports the government in four key ways: and Secretary are responsible to the Premier, __supporting the Premier, as head of Government who is also the Minister for the Arts. DPC advises and Cabinet, and Minister for the Arts on whole-of-government matters and on __providing strategic policy leadership and issues specific to the Premier’s portfolio. It also directions across Victoria’s public service coordinates whole-of-government initiatives to __developing and coordinating whole-of- implement the government’s policy agenda. government initiatives DPC also advises the Deputy Premier and the __delivering whole-of-government services and Minister for Multicultural Affairs and Citizenship. programs relating to government information, communication and the arts. DPC consists of four groups: __Policy and Cabinet Group OUR SERVICES __Government and Corporate Group DPC delivers its services in four key areas: __Federalism, Citizenship and Climate Change Group __strategic policy advice and support __Arts Victoria. __public sector management, governance and support Arts Victoria oversees the state-owned cultural __multicultural affairs and citizenship agencies: Australian Centre for the Moving Image, __arts and cultural development. Geelong Performing Arts Centre, Museum Victoria, National Gallery of Victoria, State Library of Victoria, The Arts Centre, the Recital Centre and the Public Record Office Victoria. The department also supports the following portfolio agencies: __Office of the Governor __Office of the Chief Parliamentary Counsel __Office of the Ombudsman __State Services Authority __Victorian Multicultural Commission __Victorian Bushfire Reconstruction and Recovery Authority.

01 | OVERVIEW OUR MINISTERS

PREMIER OF VICTORIA THE MINISTER FOR THE HON TED BAILLIEU MLA MULTICULTURAL AFFAIRS AND CITIZENSHIP The Hon Ted Baillieu MLA is Victoria’s THE HON NICHOLAS KOTSIRAS MLA Premier. The Premier’s portfolio covers DPC, the Office of the Governor, the The Hon Nicholas Kotsiras MLA Office of the Ombudsman, the Office is the Minister for Multicultural of the Chief Parliamentary Counsel, Affairs and Citizenship. Minister the State Services Authority and the Kotsiras’ portfolio covers the Victorian Bushfire Reconstruction and Office of Multicultural Affairs Recovery Authority. and Citizenship and the Victorian Multicultural Commission. CONTACT DETAILS 1 TREASURY PLACE CONTACT DETAILS MELBOURNE 3000 LEVEL 2, 3 TREASURY PLACE GPO BOX 4912, MELBOURNE 3001 MELBOURNE 3000 TELEPHONE: 9651 5000 GPO BOX 4912, MELBOURNE 3001 FACSIMILE: 9651 5054 TELEPHONE: 9561 1152 WEBSITE: WWW.PREMIER.VIC.GOV.AU FACSIMILE: 9561 2007 EMAIL: [email protected] WEBSITE: WWW.NICHOLASKOTSIRAS.COM EMAIL: [email protected]

THE MINISTER FOR THE ARTS CABINET SECRETARY THE HON TED BAILLIEU MLA MR DAVID HODGETT MLA The Hon Ted Baillieu MLA is Victoria’s Minister for the Arts. Arts Victoria CONTACT DETAILS oversees the state-owned cultural WEBSITE: WWW.DAVIDHODGETT.COM.AU agencies: Australian Centre for the EMAIL: [email protected] Moving Image, Geelong Performing Arts Centre, Museum Victoria, National Gallery of Victoria, State Library of PARLIAMENTARY SECRETARY TO THE PREMIER AND ASSISTING Victoria and The Arts Centre, as well as THE PREMIER WITH THE ARTS the and the Public Record Office Victoria. MRS HEIDI VICTORIA MLA

CONTACT DETAILS CONTACT DETAILS WEBSITE: WWW.HEIDIVICTORIA.COM.AU 1 TREASURY PLACE EMAIL: [email protected] MELBOURNE 3000 GPO BOX 4912, MELBOURNE 3001 TELEPHONE: 9651 5000 FACSIMILE: 9651 5054 WEBSITE: WWW.PREMIER.VIC.GOV.AU EMAIL: [email protected]

2010–2011 ANNUAL REPORT | 02 SECRETARY’S COMMENTS

OUR FOCUS IN 2010–11 Over the last year this included playing a key role in responding to major DELIVERING ON THE floods and the locust plague, along VICTORIAN GOVERNMENT’S with supporting the development of ELECTION COMMITMENTS the Government’s response to policies We had a key role to play in delivering and reforms arising from the Victorian on a number of the Government’s Bushfires Royal Commission. election commitments. This included establishing a new, more independent LEADING ON THE Victorian Multicultural Commission, NATIONAL AGENDA as well as an Office for Multicultural At the national level, we supported the Affairs and Citizenship within the Government to continue its leadership department. In support of the Premier’s role across a number of key policy commitment to bring government areas. This included supporting the closer to regional Victoria, we moved Productivity Commission’s call for a The 2010–11 year has seen the quickly to deliver two pilot satellite fair and inclusive National Disability Department of Premier and Cabinet offices in Ballarat and Bendigo, which Insurance Scheme, with a dedicated work with a new Government, were preparing to open their doors as Secretariat now established within the Premier and Minister for the Arts, the financial year drew to a close. department. Throughout extensive Minister for Multicultural Affairs national health reform negotiations, we and Citizenship, and Governor. LAUNCHING THE VICTORIAN provided the Premier with high-quality We also celebrated some major FAMILIES STATEMENT policy analysis and advice, enabling milestones, such as the National The Premier’s launch of the Victorian the Government to shape a health Gallery of Victoria’s 150th Families Statement in February package that will deliver improved Anniversary. Our people have risen 2011 was significant, as it was the health outcomes for Victorians. to the opportunities and challenges Government’s first major policy presented, demonstrating great statement and marked the start IMPROVING OUR ORGANISATION dedication and adaptability, and of an ongoing commitment to Organisational improvements in working collaboratively to deliver better understand families’ needs 2010–11 have built on our People high-quality advice to the Victorian and priorities. The department led and Culture Strategy 2009–12, with Government and services to the an interdepartmental consultation recruitment and payroll transitioning Victorian community. process to develop the Statement and to a shared arrangement with the facilitated the Government’s dialogue Department of Education and Early with Victorian families. Childhood Development and a dedicated human resources team CELEBRATING THE ARTS established internally. This, along with It was another great year for the arts other initiatives such as improving in Victoria, with the National Gallery our information technology and of Victoria celebrating its 150th document management, will help anniversary and once again hosting ensure our people are equipped to the successful Melbourne Winter deliver timely and high-quality advice Masterpieces. Arts Victoria continued to the Government. to play a major role in the arts industry In the year ahead I look forward to across the state, providing support leading the department and Victorian to major performing arts companies, public service as we look for innovative over 2,000 Victorian artists and ways to better deliver core services, regional programs. The Hamer Hall capitalise on the opportunities ahead redevelopment also continued and is and support the Government to realise scheduled to reopen in mid-2012. its agenda for the State of Victoria.

STRENGTHENING OUR EMERGENCY MANAGEMENT With natural disasters continuing to severely affect Victorians over the year, the department continued strengthening its focus HELEN SILVER on emergency management. SECRETARY

03 | OVERVIEW EXECUTIVE LEADERSHIP TEAM

SECRETARY DEPUTY SECRETARY, FEDERALISM, CITIZENSHIP Helen Silver has been Secretary of the Department AND CLIMATE CHANGE GROUP of Premier and Cabinet since April 2008. Prior to this, she was General Manager, Government Donald Speagle became Deputy Secretary of Business at National Bank. Helen has held Federalism, Citizenship and Climate Change Group a range of senior positions in the Victorian and in May 2009 after three years as Chief of Staff to Commonwealth public services. From 2002 to the Vice-Chancellor of the . 2006, Helen was Deputy Secretary in both DPC Donald has had a number of other senior DPC and the Department of Treasury and Finance. roles, including Director, Policy and Strategy Prior to that, she was Executive Director of Projects, and has also worked in the Department of Rehabilitation and Compensation at the Victorian Justice. Before joining the Victorian public service, WorkCover Authority (1999–02) and a First Donald was a commercial lawyer at the firm now Assistant Commissioner of the Commonwealth known as Allens Arthur Robinson. Government’s Productivity Commission (1993–99). DIRECTOR, ARTS VICTORIA DEPUTY SECRETARY, GOVERNMENT Penny Hutchinson has been Director of Arts AND CORPORATE GROUP Victoria since November 2000. Penny has also Tony Cook was appointed to the role of been Acting Deputy Secretary for the Sector Deputy Secretary of Government and Corporate Improvement Group, from March to September Group in January 2011. Previously, he was the 2006, and for the Policy and Cabinet Group, from Deputy Secretary of the Office for Children and August 2009 to March 2010. Prior to joining DPC, Portfolio Coordination within the Department of she was a partner at BDO Nelson Parkhill, leading Education and Early Childhood Development, the consulting division which focused on many after succeeding in a number of senior executive portfolios in the Victorian public sector, including roles within that department. In 2010, Tony was health, transport, treasury, environment and seconded to the Commonwealth Department of community services. She was also a senior policy Education Employment and Workplace Relations, officer at the Department of Management and where he was Deputy Secretary and Director of Budget, and the National Companies and Securities the Office of Early Childhood Education and Child Commission. Penny has served on various Care. Before moving to Victoria, Tony worked for boards, including Medibank Private, Swanston Education Queensland. He is a registered primary Trams, Federal Airports Corporation, Victorian school teacher, having taught in Queensland Rehabilitation Services Pty Ltd, the Victorian and the United Kingdom, and has also been Council of Social Service, the Victorian College of a Deputy Principal. the Arts and Monash University. Penny is currently on the board of Melbourne Health and a Director DEPUTY SECRETARY, of Docklands Studios Melbourne. In 2008, she POLICY AND CABINET GROUP was regional Chair of the Institute of Chartered Accountants in Australia. Pradeep Philip is Deputy Secretary of Policy and Cabinet Group. In this role, Pradeep leads the Victorian Government’s Cabinet and Policy coordination processes and manages policy advice to the Premier. Pradeep has extensive experience in both state and Commonwealth government, including as Director of Policy in the Prime Minister’s Office and as Associate Director-General in the Queensland Department of Premier and Cabinet. Pradeep first joined government as an economist with the Commonwealth Department of the Treasury, having been a tutor and lecturer at the University of Queensland, Griffith University and the Australian National University.

2010–2011 ANNUAL REPORT | 04 EXECUTIVE DIRECTOR, EXECUTIVE DIRECTOR, LIVEABILITY, CITIZENSHIP AND RESILIENCE ENVIRONMENT AND INFRASTRUCTURE Mark Duckworth is Executive Director, Simon Hollingsworth became Executive Director, Citizenship and Resilience. He is responsible Liveability, Environment and Infrastructure in the for a range of governance, policy, security, Policy and Cabinet Group in December 2010. Prior community engagement, multicultural and public to this, he was the Director of the Resources and administration issues. Mark holds a number of Infrastructure Branch and held an executive role national positions, including: a member of the in the Policy and Strategic Projects Branch. Simon National Counter-Terrorism Committee and chair joined the department in 2003 and has worked of its Countering Violent Extremism and Legal across a variety of portfolios, including economics, Issues sub-committees; a member of the National infrastructure, demographics and education. Emergency Management Committee; and co-chair Before joining the department, Simon practised of the National Disaster Resilience Strategy Working law at Minter Ellison and worked as a consultant Group. He is also a member of Monash University’s with the Boston Consulting Group. Simon has also Global Terrorism Research Centre Advisory worked as a Strategy Adviser in the Department of Board. Before joining DPC, Mark worked at the Education and Skills in the United Kingdom. Cabinet Office of New South Wales, the University of Sydney Law School and the Law Reform EXECUTIVE DIRECTOR, GOVERNANCE Commission of Victoria. In the 2007 Australia Day Michael Kane became Executive Director, Honours he was awarded the Public Service Medal Governance in January 2011. Prior to this, he for his work in establishing the National Counter- was Acting Deputy Secretary, Government and Terrorism arrangements. Corporate Group, from August 2010. Michael first joined the Department of Premier and Cabinet as EXECUTIVE DIRECTOR, Executive Director of Policy and Strategy in 2007. COMPETITIVENESS AND PARTICIPATION He has worked as a senior executive and adviser in Katy Haire is Executive Director, Competitiveness the education and training portfolio in Victoria for and Participation, within the Policy and Cabinet more than 20 years, covering higher education and Group. Prior to this appointment, Katy led DPC’s training in a range of strategic planning and policy Election Taskforce in 2010. Other former roles roles. Previously, Michael had taught at secondary within the department include several years as and tertiary levels and also worked as a political the Director of the Social Policy Branch and lobbyist. His expertise lies in public policy, public Principal Policy Adviser in the Policy and Strategy administration and human resource management. Projects Branch. Prior to joining DPC in 2003, Katy Other members of the Executive Leadership Team worked for an Australian Government statutory during the period were: authority in an executive role. She has also worked in the higher education sector and in secondary __Rod Glover education. Katy’s formal qualifications are in history, __Graham Hill political science and public administration, and __Elizabeth Langdon she is a board member of the Institute of Public __Philip Reed Administration Australia.

05 | OVERVIEW STATE COORDINATION AND MANAGEMENT COUNCIL

The membership of the State Coordination and State Coordination and Management Council Management Council comprises all 11 Victorian Members as at 30 June 2011 were: Government department secretaries, as well as the __Helen Silver, Secretary, Department of Premier Chief Commissioner of Police and the Chair of the and Cabinet (Chair) State Services Authority. Chaired by the Secretary, __Penny Armytage, Secretary, Department DPC, the State Coordination and Management of Justice Council meets monthly to discuss whole-of- __Jim Betts, Secretary, Department of Transport government issues and strategies, emphasising an __Yehudi Blacher, Secretary, Department integrated government approach to service delivery of Planning and Community Development and policy development. __Richard Bolt, Secretary, Department of Primary Industries __Gill Callister, Secretary, Department of Human Services __Bruce Hartnett, Chair, State Services Authority __Grant Hehir, Secretary, Department of Treasury and Finance __Ken Lay, Acting Chief Commissioner, Victoria Police __Howard Ronaldson, Secretary, Department of Business and Innovation __Jeff Rosewarne, Acting Secretary, Department of Education and Early Childhood Development __Fran Thorn, Secretary, Department of Health __Greg Wilson, Secretary, Department of Sustainability and Environment

2010–2011 ANNUAL REPORT | 06 OUR PEOPLE

The Department of Premier and Cabinet PLANNING FOR THE FUTURE employees surveyed over the past year have Following an extensive change management said they are highly satisfied with their overall process, the Department of Education and Early experience of working in the department. Childhood Development has been providing payroll, recruitment and reporting services to DPC THE PEOPLE STRATEGY and its portfolio agencies from October 2010. Over the past year, we have continued to build on The department has enhanced its human resources our People and Culture Strategy for 2009–2012, capability by replacing the outsourced model of with significant change taking place in our people HR service provision to an internal human management and corporate initiatives to support resources team. the objectives of the department’s Corporate Plan. To better inform our people strategies, we have developed a tailored departmental capability framework. The capability framework describes the skills, knowledge, personal attributes and experience required to successfully meet our business goals and challenges. It is used as a common platform to support an integrated and strategic approach to corporate and strategic planning, performance, leadership development, talent and succession management, and recruitment within DPC. DPC is dedicated to developing successful leaders by offering a range of in-house training opportunities, along with the highly valued and challenging opportunities from the Cranlana Programme; the Institute of Public Administration Australia’s Gain the Policy Edge; and the Australia and New Zealand School of Government Executive Fellows Program and Executive Master of Public Administration. We also continue to promote and use the department’s leadership management and development coaching program, which includes the 360-degree feedback process. We continue to support the development of our graduates and have implemented an internal graduate mentoring program. The program is designed to support participants on the completion of their graduate year and assist with the transition back to the department. The department recognises the importance of workforce planning to strengthen recruitment and retention strategies. Reporting tools have been developed to provide a basis for a rigorous analysis of the department’s current and future workforce requirements.

07 | OVERVIEW OUR STRUCTURE AS AT 30 JUNE 2011

PREMIER OF VICTORIA, MINISTER FOR THE ARTS, THE HON TED BAILLIEU MLA

MINISTER FOR MULTICULTURAL SECRETARY AFFAIRS AND CITIZENSHIP Helen Silver The Hon Nicholas Kotsiras MLA

FEDERALISM, CITIZENSHIP POLICY AND CABINET GROUP GOVERNMENT AND CORPORATE GROUP AND CLIMATE CHANGE GROUP DEPUTY SECRETARY Pradeep Philip DEPUTY SECRETARY Tony Cook DEPUTY SECRETARY Donald Speagle

CITIZENSHIP AND RESILIENCE COMPETITIVENESS AND PARTICIPATION LEGAL BRANCH EXECUTIVE DIRECTOR Mark Duckworth (INCL. MACHINERY OF GOVERNMENT) DIRECTOR Penny Gleeson EXECUTIVE DIRECTOR Katy Haire A/ASSISTANT DIRECTOR Ryan Phillips

STRATEGIC COMMUNICATIONS BRANCH SECURITY AND EMERGENCY SOCIAL POLICY BRANCH A/DIRECTOR Laura Miller MANAGEMENT BRANCH DIRECTOR Simon Kent A/ASSISTANT DIRECTOR Susan Butler (INCL. NATURAL DISASTER ASSISTANCE UNIT) ASSISTANT DIRECTORS Bronwen FitzGerald A/DIRECTOR Andrew Campbell Shane McWhinney PROTOCOL AND SPECIAL EVENTS BRANCH OFFICE OF MULTICULTURAL AFFAIRS ECONOMIC POLICY BRANCH A/DIRECTOR Gavin Rossetti AND CITIZENSHIP DIRECTOR Graeme Maddern A/DIRECTOR Gianfranco Spinoso ASSISTANT DIRECTOR Sebastian Chapman ANTI-CORRUPTION AND INTEGRITY TASKFORCE SPECIAL ADVISER Midge McGlade A/DIRECTOR Scott Widmer

CLIMATE CHANGE BRANCH LIVEABILITY, ENVIRONMENT INFORMATION MANAGEMENT AND A/DIRECTOR Chris Hotham AND INFRASTRUCTURE TECHNOLOGY BRANCH EXECUTIVE DIRECTOR Simon Hollingsworth CHIEF INFORMATION OFFICER Chris Dowling FEDERALISM BRANCH (INCL. NATIONAL DISABILITY INSURANCE SCHEME) RESOURCES AND INFRASTRUCTURE BRANCH GOVERNANCE DIRECTOR Philip O’Meara DIRECTOR Peter Beaumont EXECUTIVE DIRECTOR Michael Kane ASSISTANT DIRECTOR Belinda Harries ASSISTANT DIRECTOR Eugenia Voukelatos ASSISTANT DIRECTOR A/ASSISTANT DIRECTOR Heidi Matkovich GOVERNMENT BRANCH (NDIS Secretariat) David Moody (INCL. REGIONAL DPC) CABINET SECRETARIAT A/DIRECTOR Annalise Bamford DIRECTOR Barbara Poland A/ASSISTANT DIRECTOR Jonathan Faulkner ASSISTANT DIRECTOR Vacant CORPORATE DEVELOPMENT BRANCH STRATEGY AND INNOVATION BRANCH A/DIRECTOR FINANCE Michael O’Leary DIRECTOR Jonathan Spear DIRECTOR HUMAN RESOURCES Vicki Lahey SPECIAL ADVISER Maria Katsonis

2010–2011 ANNUAL REPORT | 08 PREMIER OF VICTORIA, MINISTER FOR THE ARTS, THE HON TED BAILLIEU MLA

DEPUTY PREMIER, CABINET SECRETARY MINISTER FOR POLICE Mr David Hodgett MLA AND EMERGENCY SERVICES MINISTER FOR BUSHFIRE RESPONSE MINISTER FOR REGIONAL AND RURAL DEVELOPMENT The Hon Peter Ryan MLA PARLIAMENTARY SECRETARY ARTS VICTORIA TO THE PREMIER AND ASSISTING DIRECTOR Penny Hutchinson THE PREMIER WITH THE ARTS Mrs Heidi Victoria MLA

AGENCIES AND INFRASTRUCTURE PORTFOLIO AGENCIES DEPUTY DIRECTOR Dennis Carmody Office of the Governor POLICY AND PROGRAMS OFFICIAL SECRETARY DEPUTY DIRECTOR Greg Andrews Charles Curwen CVO OBE STRATEGIC MARKETING AND COMMUNICATIONS Office of the Chief Parliamentary Counsel GENERAL MANAGER Linda Fleet CHIEF PARLIAMENTARY COUNSEL Gemma Varley ARTS AGENCIES Ombudsman Victoria Museum Victoria OMBUDSMAN CEO J. Patrick Greene George Brouwer State Library of Victoria State Services Authority A/CEO/STATE LIBRARIAN Sue Hamilton CHAIRMAN Bruce Hartnett National Gallery of Victoria CEO DIRECTOR Gerard Vaughan Karen Cleave The Arts Centre PUBLIC SECTOR CEO Judith Isherwood STANDARDS COMMISSIONER Geelong Performing Arts Centre Peter Allen GENERAL MANAGER Jill Smith Victorian Multicultural Commission Australian Centre for the Moving Image INTERIM CHAIR CEO Tony Sweeney Hakan Akyol Melbourne Recital Centre Victorian Bushfire Reconstruction and Recovery Authority CEO Mary Vallentine CHAIR Public Record Office Victoria Ian Dicker DIRECTOR Justine Heazlewood CEO Pam White OFFICE OF THE VICTORIAN GOVERNMENT ARCHITECT VICTORIAN GOVERNMENT ARCHITECT Geoffrey London ASSOCIATE GOVERNMENT ARCHITECT Jill Garner

09 | OVERVIEW 01. STRATEGIC POLICY ADVICE AND SUPPORT

CABINET SECRETARIAT 11 CLIMATE CHANGE BRANCH 12 ECONOMIC POLICY BRANCH 13 VICTORIAN FAMILIES STATEMENT 14 FEDERALISM BRANCH 16 GOVERNMENT BRANCH 17 LEGAL BRANCH 18 OFFICE OF MULTICULTURAL AFFAIRS AND CITIZENSHIP 19 OFFICE OF THE VICTORIAN GOVERNMENT ARCHITECT 20 PROTOCOL AND SPECIAL EVENTS BRANCH 21 RESOURCES AND INFRASTRUCTURE BRANCH 22 SECURITY AND EMERGENCY MANAGEMENT BRANCH 23 SOCIAL POLICY BRANCH 24 STRATEGIC COMMUNICATIONS BRANCH 25 NATIONAL DISABILITY INSURANCE SCHEME SECRETARIAT 26 STRATEGY AND INNOVATION BRANCH 28 CABINET SECRETARIAT

Cabinet Secretariat delivers specialist LEGISLATION support and advice to executive government Legislation program priorities were endorsed to and links executive government with the ensure legislation is being prepared to implement Victorian community. Cabinet Secretariat government election commitments. The branch plays a crucial leadership role within DPC and has managed the legislation program to continue across the whole of government in promoting to ensure quality and timely bills for introduction compliance in executive government business into parliament in line with the Victorian and performance. It serves a vital function Government’s policy priorities. in ensuring the security and preservation of Cabinet records. Key responsibilities COORDINATING CRITICAL ISSUES also include coordination of the Premier’s correspondence and parliamentary During the caretaker period, Cabinet Secretariat preparation and liaison. undertook a major project to ensure the secure management of all Cabinet records. Upon the REFINING TECHNOLOGY commencement of the new government, the branch facilitated Cabinet support for compliance Cabinet Secretariat continued to optimise the with transitional Cabinet processes and timelines, use of technology to better support executive in order to establish good meeting practices and government. This was especially evident during the support effective Cabinet decision-making. caretaker period, with the coordination of briefings for the incoming Premier across departments FUTURE PLANS AND CHALLENGES and the development of a system to streamline approvals for election-related briefings. New In 2011–12, Cabinet Secretariat will: Cabinet and committee databases were also __focus on a major upgrade of the Cabinet successfully implemented for the management processes, with a view to developing solutions of business for the incoming government. for the implementation of a secure electronic Cabinet communication system, including using EXECUTIVE GOVERNMENT portable technology devices Cabinet Secretariat provided significant advice __streamline the correspondence process to and support for the Premier and Governor in the facilitate a more efficient system to support the transition to the incoming government. Advice and Government; in particular, taking into account assistance were provided and ceremonial duties revised templates, registration processes, performed for the commissioning of Victorian reporting and document assembly packaging Government ministers and for the opening of the __refine support provided to ensure it best meets 57th Parliament. The branch also played a major the needs of government, as well as provide role in the preparation and ceremonial duties on support and guidance to departmental staff the day of the new Governor’s inauguration. __support the Victorian Government’s legislative reform, both in meeting election commitments and in ongoing policy priorities.

11 | STRATEGIC POLICY ADVICE AND SUPPORT CLIMATE CHANGE BRANCH

The Climate Change Branch supports the FUTURE PLANS AND CHALLENGES Premier to provide state and national leadership In 2011–12, the Climate Change Branch will: on climate change policy and creates whole-of- government solutions to deliver effective and __focus on ensuring that the interests of Victoria, enduring economic, social and environmental in relation to the likely implementation of a outcomes. The branch advises the Premier, national carbon price, are well served. The branch coordinates Victorian climate change policy, will work to ensure that the potential effects leads Victoria’s responses to major national on the Victorian economy, its businesses and climate change policy initiatives, undertakes households are understood and appropriate economic and policy analysis in a Victorian responses put into place by the Commonwealth context and provides strategic input into key __develop a whole-of-government approach government decisions. to climate change __help implement the Climate Change Act 2010, STATE POLICY IN A NATIONAL CONTEXT including the production of a Climate Change Adaptation Plan that will outline the impacts and Throughout 2010–11, the Climate Change risks to Victoria, and the Victorian Government’s Branch provided whole-of-government climate priority areas for response. change policy advice in the face of continued uncertainty at the national level about carbon pricing. The branch represented Victoria’s interests in the development of policy on climate change mitigation, energy efficiency and adaptation through numerous Council of Australian Governments (COAG) forums. In particular, the branch led Victoria’s contribution to the development of a national adaptation framework, designed to help jurisdictions respond to the impacts of a changing climate and to help guide national priorities accordingly. The branch also led the provision of whole-of- government advice on the Commonwealth’s carbon price proposals. In a Victorian context, the branch led the finalisation of theClimate Change Act 2010, which came into force on 1 July 2011.

2010–2011 ANNUAL REPORT | 12 ECONOMIC POLICY BRANCH

The Economic Policy Branch supports the ADVISING ON REGIONAL Premier and Cabinet in delivering responsible DEVELOPMENT POLICY fiscal policy, improving the efficiency of The Economic Policy Branch played a key role markets and enhancing the productivity and in managing and driving regional development competitiveness of the Victorian economy. The policies and in ensuring that the portfolio branch provides strategic advice to the Premier coordinates with other activities across on economic, industry and fiscal policy issues. government. In late 2010, the branch advised on and managed the transition of Regional SHAPING THE VICTORIAN BUDGET Development Victoria to the Department of The Economic Policy Branch provided strategic Planning and Community Development. advice for the preparation of the 2011–12 Victorian Budget, including advice on the establishment FUTURE PLANS AND CHALLENGES of a process for the Victorian Government’s first In 2011–12, the Economic Policy Branch will: budget and coordinated the department’s advice on proposals. The branch also provided advice on __support the Victorian Government to setting an overarching fiscal strategy to ensure the sustainably manage Victoria’s public finances sustainable management of Victoria’s public finances. and to refine and develop its overarching fiscal strategy, particularly through facilitation and IMPROVING SCRUTINY leadership of sound decision-making in the OF SUBORDINATE LEGISLATION development of the annual state budget and the government’s response to the Independent The branch worked with the Legal Branch in the Review of State Finances development and implementation of amendments __work closely with the Department of Treasury to the Subordinate Legislation Act 1994, which and Finance and the Department of Business extends existing scrutiny measures to a broader and Innovation on key economic and industry range of subordinate legislation. This included policy issues, including enhancing Victoria’s preparing a Regulatory Impact Statement productivity, reducing the cost of regulation and conducting public consultation ahead of and supporting innovation implementation of the Subordinate Legislation __work with the Department of Treasury and (Legislative Instruments) Regulations 2011. Finance on insurance and risk management issues __advise the Premier on the Government’s ADVISING ON NATIONAL REGULATORY REFORM response to Victorian Competition and Efficiency Commission inquiries, including into Victoria’s Collaborating closely with other departments, regulatory framework, manufacturing sector and the branch provided strategic advice to the Premier state-based economic reform agenda on the implementation of reforms as part of the __continue to advise and support the Premier on a National Partnership to Deliver a Seamless National range of Commonwealth-State matters, including Economy and under the remit of COAG’s Business the review of Goods and Services Tax distribution, Regulation and Competition Working Group. national tax reform and national developments in the regulation of the not-for-profit sector. ADVISING ON INDUSTRY POLICY The branch worked with the Department of Business and Innovation and associated agencies to develop and advise on Victorian Government industry policy in the following areas: __sector development, including film, aviation and manufacturing __export strategies and engagement with overseas markets, including international education __biotechnology and medical research __innovation __ICT policy, including the National Broadband Network __tourism and major events.

13 | STRATEGIC POLICY ADVICE AND SUPPORT VICTORIAN FAMILIES STATEMENT

Courtesy of Victorian Multicultural Commission.

2010–2011 ANNUAL REPORT | 14 On 10 February 2011, the Premier of Victoria launched the first major policy statement of the new government: the inaugural Victorian Families Statement. The launch marked the first stage in an ongoing process to engage with families on priority issues. The Statement was the work of an inter-departmental consultation process led by the Government Branch in the Department of Premier and Cabinet. The Statement is a key component of the Coalition’s policy on issues that affect families. It recognised that families are the cornerstone of Victorian communities and that although families come in many different forms, certain concerns are common to all. At the most basic level, we all need food and shelter. To provide for ourselves and our families we need secure jobs and access to opportunities. We also need a good education, the feeling of safety on our streets and connectedness within our communities. Lastly, as important as all of these, is having quality time to enjoy the family lives we lead. The Statement discussed these needs and presented a range of actions the Victorian Government has taken or will take to meet them. It also noted that in some instances, the role of government is to stay out of the way. It highlighted that individuals also have responsibilities, such as making sensible decisions on household budgets and keeping fit and healthy. The Statement, being the Government’s first major policy statement, was launched during the first week of Parliament’s 2011 session and required leadership across the public service from DPC. The department developed an outline of the Statement, identified the key issues to be addressed and sought input from other departments. Areas of particular focus were cost of living pressures, job skills, transport, community safety, regional and rural needs, disaster relief, disability services, health services and our education system. With support and contributions from across the Victorian public service, the department drafted and prepared the Statement for publication. All DPC branches contributed, with the role of the Strategic Communications Branch especially critical in managing the publication process. The project involved a sustained whole-of-DPC effort, backed by strong support from departments. The launch of the Statement marked the beginning of the Government’s dialogue with families on needs and priorities. This dialogue has since continued: on 23 June 2011, the Premier and Minister for Community Services hosted the first ‘Kitchen Table’ consultation session with 14 community members from diverse backgrounds. The department’s Government Branch led the development of this forum, with particular support from the Social Policy Branch. The session was an informal discussion, allowing participants to share views on what really mattered to them. These views will feed into the development of future editions of the Victorian Families Statement, which will be released by the Government annually, setting the context for the Government’s focus on families and outlining priority areas for each year. The Department of Premier and Cabinet will continue to lead this important process.

15 | STRATEGIC POLICY ADVICE AND SUPPORT FEDERALISM BRANCH

The Federalism Branch provides high-level NATIONAL DISABILITY advice on national reform issues, manages and INSURANCE SCHEME SECRETARIAT coordinates Victoria’s whole-of-government The branch also supports the Premier and contribution to the Council of Australian Minister for Community Services to play a leading Governments (COAG) reform agenda, and and influential role in the development and leads Victorian work on federalism issues. implementation of a National Disability Insurance This involves supporting the Premier, as a Scheme (NDIS). Following the release of the member of COAG and the Council for the Productivity Commission’s draft report on disability Australian Federation (CAF), and the Secretary care and support, the branch prepared Victoria’s in Senior Officials’ Meetings. It also includes response in collaboration with other government developing and implementing reform proposals departments. The branch continues to provide the that deliver improved outcomes for Victorians. secretariat for the Victorian Government’s NDIS Implementation Taskforce, which provides advice COUNCIL OF to the government on matters relating to the AUSTRALIAN GOVERNMENTS development and implementation of an NDIS. The Federalism Branch provides strategic advice to the Premier and the Secretary on specific FUTURE PLANS AND CHALLENGES intergovernmental issues and on the overall In 2011–12, the Federalism Branch will: approach to negotiations across the whole agenda for COAG and Senior Officials’ Meetings. The __continue to support the Premier and Secretary in branch also provides coordination and secretariat leading national reform through COAG and CAF support for these meetings. It had a leading role __work with other branches to finalise the national in a number of policy reform areas, contributing health reform agreement, associated agreements to the development of a new national health and implementation matters reform agreement and significant reforms to the __support the Victorian Government in playing operations of Ministerial Councils. It also provided an influential role at COAG and other inter- support and advice to the Premier and Secretary governmental forums in relation to the across a range of issues to ensure Victoria’s establishment of an NDIS interests were adequately considered by COAG, __identify new areas for significant national reform including on competition and regulatory reforms, and develop policy proposals to deliver improved disaster resilience, and vocational education and outcomes for Victorians. training reforms.

COUNCIL FOR THE AUSTRALIAN FEDERATION AND FEDERALISM The branch supported the Premier in his role in CAF, facilitating cooperation between states and territories. It also played a major role in the preparation of the CAF submission to the Senate Select Committee on the Reform of the Australian Federation.

2010–2011 ANNUAL REPORT | 16 GOVERNMENT BRANCH

The Government Branch provides strategic PROVIDING EXPERT ADVICE advice to the Premier on a wide range of IN A COMPLEX PUBLIC matters. The branch took on several new and ADMINISTRATION ENVIRONMENT important roles this year, including managing Throughout the year, the Government the DPC Regional project and assisting the Branch continued to provide expert advice on Victorian Government in the development of a number of complex governance and public the Victorian Families Statement. This was in administration issues, including public sector addition to the branch’s continuing work on numbers and remuneration, board appointments, governance and public administration, industrial the establishment of new public entities, and relations and Victoria’s international activities. accountability and oversight arrangements. One of these tasks was drafting the Victorian Government’s BRINGING GOVERNMENT response to the Public Accounts and Estimates CLOSER TO REGIONAL VICTORIANS Committee’s report on the inquiry into Victoria’s As part of a commitment to bring government Audit Act 1994, together with the Department of closer to regional Victorians, the Premier Treasury and Finance. This response will underpin announced that new offices of DPC would be the development of legislative amendments to established in Ballarat and Bendigo as part of update Victoria’s audit legislation to a pilot program from July 2011. The offices will leading-edge status. strengthen channels for regional Victorians to raise issues, increase coordination between IMPROVING PRODUCTIVITY existing government offices and different levels THROUGH WORKFORCE REFORM of government, and provide support to regional The Government Branch led departmental work on committees and forums. The Government several high-profile public sector industrial relations Branch has worked with branches across DPC negotiations and related workforce reform. It also to establish the offices. Major tasks have included provided advice to the Premier on other significant identifying and securing premises, coordinating the industrial issues, including pay equity. recruitment of staff and meeting other departments to discuss DPC’s role in the regions. ENHANCING VICTORIA’S OVERSEAS ENGAGEMENT LAUNCHING THE FIRST VICTORIAN FAMILIES STATEMENT The branch worked with other DPC branches and departments to address issues facing The Premier launched the Victorian Families Victoria’s international education sector, Statement in February 2011 as the first major policy strengthen relationships with key overseas statement of the new Government. The statement partners and support the Premier in meetings identified a wide range of important issues affecting with international leaders. Victorians, focusing particularly on the cost of living, and began an ongoing discussion on key challenges FUTURE PLANS AND CHALLENGES and what the Government is doing to help. The Government Branch coordinated the development In 2011–12, the Government Branch will: of the statement and is now leading a public __coordinate the opening of the pilot DPC regional consultation process to support the next statement. offices and work with the offices to ensure successful outcomes __lead the development of the next Victorian Families Statement __play a key role in advising on the negotiation of important public sector enterprise bargaining agreements __continue to provide high-quality advice in the governance, public administration and international areas.

17 | STRATEGIC POLICY ADVICE AND SUPPORT LEGAL BRANCH

The Legal Branch provides legal and policy INTERGOVERNMENTAL advice to the Premier and department LEGAL AND POLICY ADVICE on constitutional matters, administrative During 2010–11, the Legal Branch supported law, contracts, machinery of government, and advised the Premier, Victorian Government legislative proposals and inquiries. The departments and other DPC policy branches on branch provides the Premier and department Commonwealth constitutional legal and policy with legal assistance on matters such as the matters, proposed referrals of power to the preparation and management of contracts Commonwealth, national legislative schemes and and management of litigation. Officers in the intergovernmental agreements. This has included branch perform statutory tasks as required support and advice on significant proposals relating under Freedom of Information, Privacy and to health, skills and education, and ‘seamless Whistleblowers legislation. national economy’ reforms.

ADVISING ON THE OPERATION FUTURE PLANS AND CHALLENGES OF CARETAKER CONVENTIONS In 2011–12, the Legal Branch will: The Legal Branch provided advice to the Victorian Government and the public sector on the __lead the development of a Public Inquiries Bill. operation of caretaker conventions during the This work will implement a recommendation 2010 state election period. This included the by the Bushfires Royal Commission to consider development of guidelines that were distributed reform of legislation relating to public inquiries. throughout government and to leaders of The Bill will consolidate and modernise existing non-government parties. This advice assisted provisions relating to Royal Commissions and ministers, public servants and non-government Boards of Inquiry parties to understand their responsibilities during __continue to support and advise the Premier, the caretaker period and ensured the previous Victorian Government departments and other DPC government did not take any action that would policy branches on Commonwealth constitutional bind the incoming government. legal and policy matters, proposed referrals of power to the Commonwealth, national legislative PREMIER’S LEGISLATION schemes and intergovernmental agreements. In 2010–2011, the Legal Branch managed the preparation and passage of the following pieces of legislation (noting that the Bills referred to below are, at the date of this document, before the Parliament): __Multicultural Victoria Act 2011 __Parliamentary Committees Amendment Act 2011 __Parliamentary Salaries and Superannuation Amendment Bill 2011 __Subordinate Legislation Amendment Act 2010 __Statute Law Revision Act 2011.

2010–2011 ANNUAL REPORT | 18 OFFICE OF MULTICULTURAL AFFAIRS AND CITIZENSHIP

On 4 April 2011, the Victorian Government SUPPORTING REFUGEE established the Office of Multicultural Affairs SETTLEMENT PROGRAMS and Citizenship within the Department of In partnership with migrant resource centres, Premier and Cabinet. This was the first stage community organisations and local government, in implementing a commitment to provide for the office provided vital settlement support the establishment of a new, more independent to recently arrived migrants from refugee and Victorian Multicultural Commission. The office humanitarian backgrounds through the Refugee drives whole-of-government multicultural Action Program and the Vulnerable Refugee policy and programs, and assumes the Support Package. administrative functions formerly located within the commission. PROVIDING MULTIFAITH INITIATIVES DEVELOPING CULTURAL PRECINCTS The office coordinated the inaugural Multifaith AND COMMUNITY INFRASTRUCTURE Victoria Forum held in August 2010 at . Over 180 participants from a range of The Office of Multicultural Affairs and Citizenship interfaith networks, government, and faith-based and managed the Victorian Government’s $22 million community organisations participated in the forum investment in cultural precincts and community to share knowledge, develop practical skills and infrastructure to preserve and enhance the expand their existing networks. physical expression of Victoria’s cultural heritage. The program is revitalising well-established and FUTURE PLANS AND CHALLENGES popular cultural precincts and helping to improve community spaces and assets across the state. In 2011–12, the Office of Multicultural Affairs and Citizenship will continue to encourage the full DELIVERING THE INTERNATIONAL participation of Victoria’s culturally, linguistically STUDENT CARE SERVICE and religiously diverse communities in all aspects of life by: The office, through the International Student Care Service, provided around-the-clock support __establishing a Settlement Coordination Unit to international students across Victoria. In its that will work with all Victorian Government first full year of operation, the service responded departments, other levels of government and the to hundreds of general enquiries and provided community sector to improve service delivery, casework support to students in crisis with assisted identify and remedy service gaps, and encourage referrals, including counselling, legal assistance and greater access to support for newly arrived groups welfare support. in the settlement process. A series of seminars will also be provided for new arrivals, focusing on DELIVERING THE COMMUNITY rights and responsibilities, to assist their settlement GRANTS PROGRAM and boost their contribution to Victoria The office delivered more than 2,800 grants __overseeing a further Cultural Precincts and totalling almost $5.3 million to 1,875 community Community Infrastructure funding round to organisations, schools and councils. A highlight deliver on existing projects, which includes the of the year was an increase of 40 per cent in the upgrade of a further three precincts amount available for organisational support grants. __delivering an extra $1.1 million in funding towards the establishment of a calendar of major events, through the new Unity through Partnerships grants program __providing equitable access to government services and information, in consultation with the language services and training sectors, by increasing the availability of skilled and accredited interpreters for in-demand languages.

19 | STRATEGIC POLICY ADVICE AND SUPPORT OFFICE OF THE VICTORIAN GOVERNMENT ARCHITECT

The Office of the Victorian Government PROCUREMENT AND Architect provides leadership and strategic DELIVERY MECHANISMS advice to the government on architecture and Having undertaken research into the procurement the built environment. The office plays a key of architectural design services for government- role in maintaining and strengthening Victoria’s commissioned buildings, the office is developing status as the design state by encouraging recommendations and guidance for procuring high-quality buildings and public spaces and architectural services, delivering high-quality awareness about how good built design is projects and promoting more efficient practices essential for a sustainable, inclusive, healthy across government and the private sector. and beautiful environment. HOUSING DEVELOPMENT COOPERATIVES PROVIDING STRATEGIC ADVICE ON ARCHITECTURE AND URBAN DESIGN The office has been investigating the potential of housing development cooperatives to assist with The office continues to assist the government the provision of more affordable, well-designed and with strategic design advice on both significant well-located medium-density housing for owner major government and private sector projects. occupation. The office has been consulting with Government projects include Southbank Cultural government, industry and community sectors and Precinct Redevelopment, has prepared a substantial discussion paper. East, Victorian Comprehensive Cancer Centre, Melbourne and Olympic Park, E-gate, Department PUBLICATION ON CONTEMPORARY of Transport rail corridor projects, VicRoads urban ARCHITECTURE IN VICTORIA design strategies and others. Private sector projects include the former Power Station Site, Upper West The Office of the Victorian Government Architect Side, as well as 80 Collins Street, Melbourne, and is in the final stages of preparing a book that the Carlton Brewery Site. celebrates and reflects on Victoria’s reputation for innovation and high-quality design with a series of POLICY ON ARCHITECTURE essays and selected contemporary architectural projects of design excellence in Victoria. The office The office is well advanced in developing a policy is proposing to launch the book later later in 2011 on architecture for Victoria. This policy seeks to as part of Melbourne Architecture Annual, National establish a whole-of-government position on the Architecture Week. value of architecture for all Victorians, recognising that high-quality architecture enhances amenity, FUTURE PLANS AND CHALLENGES community pride and has significant economic flow-on benefits. The policy also seeks to In 2011–12, the Office of the Victorian Government promote processes that will advance high-quality Architect will focus on strengthening the office as architecture, with the development of initiatives an independent and authoritative source of advice such as the pilot Victoria Design Review Panel. and design review by: __re-establishing the office as an Administrative REGIONAL DEVELOPMENT IN VICTORIA Office of the Department of Premier and Cabinet The office, in consultation with Heritage Victoria __establishing the new Victoria Design Review Panel and the Urban Design Unit, Department of Planning (chaired by the Victorian Government Architect), and Community Development, is preparing a aimed at improving government infrastructure strategy to extend our expertise into regional design and delivering high-quality outcomes for Victoria, to promote quality design outcomes in the built environment. projects throughout the state.

2010–2011 ANNUAL REPORT | 20 PROTOCOL AND SPECIAL EVENTS BRANCH

The Protocol and Special Events Branch is BUILDING BUSINESS OPPORTUNITIES responsible for developing and implementing The branch coordinated the state’s business strategic programs that promote Victoria leverage hosting at Victorian Hallmark Events, nationally and internationally and mark maintaining its business and hosting program by significant occasions within the community. facilitating opportunities to attract investment at The branch provides informed protocol advice the Australian Masters Golf Championship, the and coordination of day-to-day government 150th Melbourne Cup, the Australian Open Tennis ceremonial and major special events, working Championship and the Formula One Australian closely with the Consular and Diplomatic Grand Prix. Corps to initiate, develop and implement programs for high-level diplomatic and FACILITATING OFFICIAL VISITS business leaders in Victoria. The branch developed programs for overseas CEREMONIAL ACTIVITIES dignitaries visiting Victoria, including visits under the Australian Guest of Government Program, Foreign Activities organised by the branch included: Heads of Mission making their first official visits __ANZAC Day luncheon at NGV International to Victoria and senior Australian officials posted __Remembrance Day service at the Shrine overseas returning for strategic briefings. The of Remembrance branch also facilitated calls on the Premier for other __the State Memorial Service for the Hon Jim official visitors. Some significant visitors included: Kennan SC and the State Funeral for Mr Lionel __The Honourable Mrs Hillary Rodham Clinton, Rose MBE. Secretary of State, USA __The Honourable Dr Robert M. Gates, AUSTRALIA DAY CELEBRATIONS Secretary of Defence, USA The branch organised Melbourne’s annual Australia __His Royal Highness Prince William of Wales KG Day celebrations. More than 60 events were held __His Excellency Dr George Abela, over five days, including the official Flag Raising President of Malta and People’s March, RACV Car Rally and Breakfast, __The Right Honourable Dato’ Sri Mohd Najib bin Tito Puente Jr at the Sidney Music Bowl, the Tun Haji Abdul Razak, Prime Minister of Malaysia Australia Day Eve Comedy Debate, the Voyages __His Excellency Dr Jose Ramos-Horta, World Music event and fireworks. Attendances on President of Timor-Leste Australia Day were estimated in excess of 250,000. __His Excellency Mr Sukhbaatar Batbold MP, The Australia Day Luncheon at the Melbourne Prime Minister of Mongolia Convention and Entertainment Centre attracted __His Excellency Mr Demetris Christofias, more than 900 people and honoured four President of the Republic of Cyprus outstanding feminists: Eva Cox AO, Elizabeth Evatt __The Honourable Tuilaepa Lupesoliai Sailele AC, Germaine Greer and Anne Summers AO. Malielegaoi MP, Prime Minister of the Independent State of Samoa. AWARDS The branch coordinated the Victorian assessment FUTURE PLANS AND CHALLENGES of nominations for the Australian of the Year In 2011–12, the branch will continue to support Awards. Mr Simon McKeon, a Victorian, was government objectives by: announced as Australian of the Year. The branch __developing business leveraging programs at coordinated the nomination and assessment Victoria’s Hallmark Events process for the Public Service Medal in Victoria and __identifying opportunities for visitor programs assessed nominations for Bravery Awards through __advising and supporting the Premier on a range participation in deliberations of the Bravery Council. of major international visits, community events, awards and patronage __developing Australia Day events to increase the relationship between Australia Day, multicultural Melbourne and Victoria, indigenous Victoria and tourism in Melbourne __identifying opportunities for upcoming anniversaries and major events.

21 | STRATEGIC POLICY ADVICE AND SUPPORT RESOURCES AND INFRASTRUCTURE BRANCH

The Resources and Infrastructure Branch IMPLEMENTING AN EFFECTIVE provides strategic advice to the Premier on VICTORIAN LOCUST RESPONSE public transport, roads and ports, major The branch was closely involved in the projects, bushfire planning, planning reforms, development of the Victorian Locust Response heritage, affordable housing, crown land, water, to mitigate the effects of the significant locust energy, minerals and petroleum, environment, egg hatchings in spring 2010. As a result of the forestry, fisheries and agriculture. response, and despite major locust outbreaks, locust numbers have now returned to near-normal EFFECTIVE COMMUNICATION WITH levels in most areas. THE COMMONWEALTH ON STRATEGIC PLANNING FOR VICTORIA RESPONDING TO THE 2009 VICTORIAN The branch coordinates Victoria’s involvement BUSHFIRES ROYAL COMMISSION in the COAG Reform Council’s review of capital The branch supported the development of key city strategic planning systems to ensure the policies and reforms by working in partnership with best outcomes for Victoria. As part of this, the the Legal Branch to provide advice to the Premier branch led and coordinated input from the and Cabinet on policy issues arising through the relevant departments by providing the council 2009 Victorian Bushfires Royal Commission. with a full picture of the current strategic planning It also aided in developing the Government’s system for Melbourne. The branch also worked response to the commission and in monitoring with the Department of Treasury and Finance in the implementation of its recommendations. representing Victoria on the COAG Housing Supply and Affordability Reform Agenda Working Party. FUTURE PLANS AND CHALLENGES IMPROVING VICTORIA’S In 2011–12, the Resources and Infrastructure TRANSPORT NETWORK Branch will continue to deliver advice and support across government by: The branch continued to support the improvement of Victoria’s transport network and the delivery of __assisting with the development and key projects, including the Regional Rail Link, a vital implementation of key transport projects and new piece of rail infrastructure that will separate initiatives, including the new independent regional and metropolitan trains and increase Public Transport Development Authority capacity and reliability on the network. It also __contributing to the development of the assisted with the establishment of the Victorian new metropolitan planning strategy and the Taxi Industry Inquiry to undertake a comprehensive establishment of the new Urban Renewal investigation into the taxi and hire car industry and Authority, to manage Melbourne’s growth and recommend a set of reforms focused on achieving identify areas for large-scale urban renewal better outcomes. __supporting the Victorian Government to respond to the recommendations of the PROMOTING EFFECTIVE MURRAY- Ministerial Advisory Council on Living Melbourne DARLING BASIN WATER MANAGEMENT Living Victoria The branch provided support to the Victorian __leading the department’s involvement in the Government ahead of and following the release government’s new processes for high-value, of the Guide to the Proposed Murray-Darling Basin high-risk capital projects. Plan and coordinated the preparation of a Victorian Government submission to the Murray-Darling Basin Authority.

2010–2011 ANNUAL REPORT | 22 SECURITY AND EMERGENCY MANAGEMENT BRANCH

The Security and Emergency Management EMERGENCY MANAGEMENT Branch provides advice and support to the The Security and Emergency Management Branch Premier and senior officials on managing led DPC’s work on a number of emergency events, extreme threats to state and national security, including major floods in 2010 and 2011, the locust counter-terrorism and whole-of-government plague, a coal mine landslip and severe storms. emergency management issues. It provides It also coordinated DPC’s preparedness for the the secretariat for the Central Government 2011 bushfire season and led work on a number Response Committee and ensures the State of national emergency management forums and Crisis Centre is ready to support the Victorian issues, including: Government’s management of an emergency. __policy and capability development and SECURITY AND COUNTER-TERRORISM coordination by the National Emergency Management Committee The branch continued to support Victoria’s __development of the National Disaster Resilience counter-terrorism programs and policy Strategy, approved by COAG in February 2011 development, in partnership with Victoria Police __issues identified by COAG following a series of and the Victorian Multicultural Commission, and natural disasters across Australia in 2010–11. provided regular security threat advice to the Premier and Cabinet. VICTORIAN CRITICAL INFRASTRUCTURE It led DPC’s work on national counter-terrorism The branch completed the Review of forums and issues, including: Arrangements for Managing Risk for Victorian __policy and capability development and Critical Infrastructure. Strategic leadership was coordination by the National Counter-Terrorism provided through chairing and secretariat support Committee (NCTC) for meetings of the Security and Continuity __public information and communication Networks Coordination Group and the Victorian policy, training and coordination by the Public Government Business Continuity Managers’ Information Sub-Committee of the NCTC Coordination Group. __the State Crisis Centre coordinated a number of projects, including: TSUNAMI RECONSTRUCTION UNIT __participation in the national Mercury 2010 The Sri Lanka-Victoria Emergency Trauma Centre counter-terrorism exercise opened in March 2011. This is the last project __a major technology upgrade of the Victorian Government’s initiative to assist __volunteer training and briefings communities affected by the Indian Ocean tsunami for liaison officers. of 2004. This facility is the centrepiece of the Health for the South Project, increasing Teaching COUNTERING EXTREMISM Hospital Karapitiya’s capacity to respond to mass casualty events and improving its ability to manage The branch coordinated the development of initial trauma assessment and care. Victoria’s $10 policy and delivery of projects to counter violent million Tsunami Disaster Reconstruction Fund extremism, including: contributed $5 million to the project, with technical __research into counter-radicalisation led advice and training provided by The Alfred Hospital. by Monash University __a new project into community resilience FUTURE PLANS AND CHALLENGES to extremism In 2011–12, the Security and Emergency __ support for the co-chair of the Countering Violent Management Branch will: Extremism Sub-Committee of the NCTC. __lead the implementation of the National Disaster Resilience Strategy in Victoria __establish the Natural Disaster Assistance Unit within DPC to support whole-of-government responses to emergencies and develop emergency management policy __provide support and advice to the Government’s flood recovery initiatives, including the Review of the 2010–11 Flood Warnings and Response __lead Victoria’s response to a Commonwealth Government review of protective security policy.

23 | STRATEGIC POLICY ADVICE AND SUPPORT SOCIAL POLICY BRANCH

The Social Policy Branch provides advice NATIONAL HEALTH REFORM and analysis to the Premier and the Cabinet The Social Policy Branch, in conjunction with on social policy issues. Our responsibilities the Federalism Branch, provided strategic advice include health, housing, disability services, and support to the Premier on COAG’s proposed mental health, early childhood development, health reforms. Delivered in partnership with child protection, family services, education, the Department of Health and the Department training, justice, community development of Treasury and Finance, the branch’s work and the arts. The branch particularly focuses represented a critical contribution to the on providing strategic direction and long-term Victorian Government’s involvement in national planning, and addressing issues requiring health reform. The branch provided advice whole-of-government coordination. to the Premier ahead of signing the Heads of Agreement – National Health Reform, agreed by OFFICE FOR MULTICULTURAL COAG in February 2011, which will form the basis AFFAIRS AND CITIZENSHIP of a new National Health Reform Agreement. The Social Policy Branch, in conjunction with This agreement will usher in new funding and the Government Branch, the Legal Branch and governance arrangements for public hospitals and the Corporate Development Branch, provided primary health care in Australia, through which strategic advice to the Premier and the Minister Victoria will receive greater funding contributions for Multicultural Affairs and Citizenship on creating from the Commonwealth to meet the growing a more independent Victorian Multicultural costs associated with providing public hospital Commission and establishing an Office for services in the future. Multicultural Affairs and Citizenship within DPC. The branch advised on governance structures FUTURE PLANS AND CHALLENGES and machinery-of-government processes, with In 2011–12, the Victorian Government will the aim of facilitating a smooth transition to the continue to improve how core services are new portfolio arrangements. delivered. The services delivered by the departments of Justice, Health, Human Services, Education, and CHILD PROTECTION INQUIRY Employment and Training represent around two- The Protecting Victoria’s Vulnerable Children thirds of total government expenditure. As such, the Inquiry, chaired by former Justice Philip Cummins, strategic policy advice that the Social Policy Branch has the important task of informing the Victorian provides will play a vital part in assisting the Premier Government and the community on ways to and Cabinet to address this major issue. Our advice reduce child abuse and strengthen the protection will also assist the Victorian Government to achieve of Victorian children who are either at risk of or its strategic aim to place the citizen at the centre of have experienced neglect or abuse. In consultation how the Victorian Government plans, manages and with the Corporate Development Branch and delivers services across health, community services, the Legal Branch, the Social Policy Branch education and justice. established the inquiry and secretariat. Ensuring the confidentiality and independence of the inquiry was a key priority for the branch, with the establishment of administrative functions and systems separate from the rest of the Victorian public service.

2010–2011 ANNUAL REPORT | 24 STRATEGIC COMMUNICATIONS BRANCH

The Strategic Communications Branch REVISING THE VICTORIAN supports the Premier and Cabinet by GOVERNMENT BRANDING POLICY promoting excellence in Victorian public The branch developed the Victorian Government service (VPS) communications and providing Branding Policy to provide guidance to Victorian communications services to the department. Government departments and agencies regarding The branch leads communications strategy, branding of all communications collateral policy and standards across government. to ensure consistency, awareness and ease of recognition. PUBLISHING The branch supported the development of key MULTIMEDIA TEAM policies and reforms by producing and distributing: The branch’s Multimedia Team delivers a whole-of- __The Victorian Families Statement government media monitoring service, as well as __2009 Victorian Bushfire Royal Commission web communications, including Web 2.0 strategies, Final Report and video production for the department. __Federation Position Statement. FUTURE PLANS AND CHALLENGES MANAGING COMMUNICATIONS In 2011–12, the Strategic Communications Branch The branch is managing the communications will continue to lead communications and deliver for the pilot DPC Regional satellite offices being advice and support across government by: trialled in Ballarat and Bendigo from July 2011. __improving the efficiency and effectiveness The branch is promoting the official launch and of government advertising by developing raising awareness in local communities, business, a framework that can be used by Victorian government and service providers. government advertisers to help plan, The Strategic Communications Branch produce and evaluate advertising and also managed the whole-of-government communications activities communications for the VPS Innovation Challenge, __managing the Master Agency Media Service which ran from 1 March to 8 June 2011. The re-tender, a whole-of-Victorian-government Secretary of the department issued a challenge contract that ensures cost-effective media to the VPS for ideas to address public policy and buying rates. service delivery issues. The challenge harnessed talent and thinking across the VPS and brought a fresh perspective to our approach on topical issues and opportunities. The branch’s communications encouraged participation from all departments and agencies from the whole of Victoria.

25 | STRATEGIC POLICY ADVICE AND SUPPORT NATIONAL DISABILITY INSURANCE SCHEME SECRETARIAT

2010–2011 ANNUAL REPORT | 26 In early 2010, the Australian Government asked the Productivity Commission to undertake a public inquiry into disability care and support across Australia and to make recommendations on how services and support could be improved for some of the most vulnerable people in our community. Following extensive public consultation, the commission released its draft report in February 2011. The draft report recommended the creation of a national disability insurance scheme (NDIS) to provide a coordinated national approach to disability services, which would guarantee ongoing support for people with disability, their families and carers within a person-centred, market-based approach to disability services. In recognition of the urgent need for more sustainable funding for disability services, and of the value of a nationally coordinated approach to a reform agenda of this magnitude, the Victorian Government committed to supporting the Productivity Commission’s recommendations. At the same time, the Premier requested that the Department of Premier and Cabinet take responsibility for coordinating Victoria’s response to the commission’s report and for working with all the stakeholders to lay the groundwork for a successful Council of Australian Governments outcome. With 15 years’ experience in implementing a self-directed approach to disability services within a market- based system, Victoria is well positioned to lead and influence the development of an NDIS. Victoria also has two successful and well-managed lifetime care and support schemes, the Transport Accident Commission and WorkSafe Victoria, both of which can contribute a wealth of experience to the development of any social insurance approach to disability services. In order to capitalise on this expertise, and in recognition of the national focus of this reform, DPC created an NDIS Secretariat within the Federalism Branch. The secretariat includes DPC staff as well as staff seconded from key Victorian agencies including the Disability Services Division of the Department of Human Services, the Transport Accident Commission and WorkSafe Victoria. The secretariat is responsible for briefing the Premier and the Minister for Community Services on key NDIS policy issues and for managing stakeholder relationships across the Victorian Government, the broader community and with our state, territory and Commonwealth Government counterparts. In order to draw on the breadth of Victorian Government expertise, the secretariat has developed productive working relationships with other key government stakeholders through a whole-of-government NDIS Interdepartmental Committee, which includes representatives from the Department of Treasury and Finance, the Department of Health, the Department of Education and Early Childhood Development, the Victorian Managed Insurance Agency and the Department of Justice. The secretariat is also responsible for supporting the NDIS Implementation Taskforce. Established by the Premier in early 2011 to provide advice to the Victoria Government, the taskforce’s membership is made up of leading Victorians who have a passion for disability reform and also have relevant expertise. This includes people living with disability, carers for people living with disability, leaders in the disability or mental health sectors, and experts in finance, insurance, policy or government. The taskforce provided valuable advice that was reflected in a number of the positions outlined in Victoria’s submission. It continues to make a significant contribution to the Victorian Government’s planning for an NDIS. The Victorian Government’s response to the Productivity Commission’s draft report was lodged in May 2011 and was well received by government stakeholders, taskforce members and the broader community. Pending release of the commission’s final report later in 2011, the NDIS Secretariat’s focus has now shifted to working not just with Victorian stakeholders but also with our interstate and Commonwealth colleagues to establish a common approach to this ground-breaking reform opportunity.

27 | STRATEGIC POLICY ADVICE AND SUPPORT STRATEGY AND INNOVATION BRANCH

The Strategy and Innovation Branch provides DEVELOPING POLICY AND strategic policy advice to the Premier and STRATEGY CAPABILITY FOR DPC Cabinet. This includes responding to short- Another focus for the branch is policy and strategy term policy challenges and risks, as well as capability development for the department. This undertaking longer-term strategic projects, includes resource development, coordination and particularly those of a cross-government or engagement with external experts. The branch cross-portfolio nature. evaluates strategic risks for the department and develops the breadth of strategy and policy INNOVATION TRANSFER capabilities of the DPC policy branches. The branch led the implementation of the Innovation Transfer, a secondment program FUTURE PLANS AND CHALLENGES for Victorian public sector staff to private and In 2011–12, the Strategy and Innovation Branch will: community sectors to work on innovation projects. The project extended the skills and experience __lead implementation of the Government 2.0 of the participants and led to the development of Action Plan to promote the use of Web 2.0 tools strong relationships between the public service, the such as wikis, blogs and social networking sites community and private sectors. to engage with citizens, develop policy and deliver services VPS INNOVATION CHALLENGE __provide the Victorian Government with strategic policy advice on matters of state significance. The branch also led the delivery of the Victorian public sector (VPS) Innovation Challenge, a flagship initiative under the VPS Innovation Action Plan in which the Secretary of the department issued a challenge to the VPS for ideas to address public policy and service delivery issues. The challenge gave every VPS employee the opportunity to voice their ideas on tackling public policy and service delivery challenges. Over 136 entries were submitted and the major themes emerging from the entries spanned strengthening citizen engagement, social inclusion, whole-of- government collaboration, greater use of web 2.0 technologies and process improvement. The winning entries demonstrated a depth of strategic thinking, innovation and collaboration.

2010–2011 ANNUAL REPORT | 28 02. PUBLIC SECTOR MANAGEMENT, GOVERNANCE AND SUPPORT

OFFICE OF THE GOVERNOR 30 OFFICE OF THE CHIEF PARLIAMENTARY COUNSEL 32 OFFICE OF THE OMBUDSMAN 33 STATE SERVICES AUTHORITY 34 VICTORIAN BUSHFIRE RECONSTRUCTION AND RECOVERY AUTHORITY 35 VICTORIAN MULTICULTURAL COMMISSION 36 OFFICE OF THE GOVERNOR

The Office of the Governor provides advice and support to the Governor in discharging constitutional and ceremonial duties and in interacting with the community. It manages the Governor’s extensive visits and engagement program throughout Victoria and overseas, as well as ongoing Government House works. The principal activities of the office during the year were supporting the Governor’s constitutional role in the transition of government in November 2010 and facilitating the transition from Governor David de Kretser to Governor Alex Chernov in April 2011.

ADVISING AND PROVIDING ADMINISTRATIVE SUPPORT TO THE GOVERNOR In December 2010, Governor de Kretser received the resignation of the Hon John Brumby as Premier of Victoria and invited Mr Ted Baillieu to form a government. On 2 December 2010, Governor de Kretser swore in Mr Baillieu as Premier of Victoria, together with the full ministry of the Baillieu Government. On 21 December 2010, Governor de Kretser presided over a meeting of the Executive Council prior to delivering the Opening Speech of the 57th Parliament of Victoria. On the previous evening, the Governor had hosted a reception for all the members of the new Parliament. Photograph: Courtesy of the Office of the Governor. In the photo from the left: Other activities include: _Aunty Carolyn Briggs, Elder of Bunerong _The Honourable Ted Baillieu MLA, Premier of Victoria __ _The Honourable Alex Chernov, AO, QC, The Final Report of the 2009 Bushfires Royal Governor of Victoria Commission was received by Governor de Kretser _The Honourable Chief Justice Marilyn Warren, AC, Chief Justice of the Supreme Court of Victoria, Lieutenant – in July 2010 Governor of Victoria __On 11 October 2010, the Lieutenant-Governor, the Hon Chief Justice Marilyn Warren, swore in Ministers Cameron and Merlino to new portfolios __Since 1 July 2010, Royal Assent has been granted to 84 Bills __Governor de Kretser swore in eight Judges of the Supreme Court (including three for the Court of Appeal) __Governor de Kretser presided over 29 meetings of the Executive Council, the Lieutenant-Governor presided over two meetings and, as Administrator of the State of Victoria, President of the Court of Appeal Justice Chris Maxwell presided over one meeting of the Executive Council __Since the inauguration of Alex Chernov as the 28th Governor of Victoria, the Governor has presided over 12 Executive Council meetings (including one Special Executive Council meeting).

2010–2011 ANNUAL REPORT | 30 PROVIDING ENTERTAINMENT MANAGING LOCAL AND HOSPITALITY AND INTERNATIONAL VISITS In 2010–2011, Governor de Kretser and Governor As well as their visits throughout metropolitan Chernov hosted a variety of ceremonies, receptions Melbourne, Governor and Mrs de Kretser and and other functions at Government House. Governor and Mrs Chernov made numerous official visits to regional areas of Victoria, particularly those In November 2011, Governor and Mrs de Kretser affected by fire and flood. Their programs included hosted visiting governors and administrators from visits to the municipalities of Buloke, Horsham, Australian states and territories, and attended the Mitchell, Wangaratta, Greater Shepparton, 150th Melbourne Cup. Wodonga, South Gippsland, Mildura, Northern Later that month, Governor de Kretser also Grampians and Central Goldfields. Governor and hosted the 25th Australia-United States Mrs Chernov’s first official engagement was to Ministerial Consultations and welcomed to open Gallipoli Park in Marysville, coinciding with the Government House the Honourable Julia Gillard, second anniversary of the Black Saturday Bushfires. Prime Minister of Australia, and other federal Other significant events included the opening ministers, along with the Honourable Hillary of the Garden of Reflection in Kinglake West, Rodham Clinton, Secretary of State, and the the celebration of Australia’s first saint, Victorian- Honourable Robert Michael Gates, Secretary of born Mary MacKillop, and the installation of the Defence, both of the United States of America. Chancellor of RMIT University. The Governor’s free public musical recital series, Governor de Kretser made a number of in conjunction with Arts Victoria, continued international visits during the year in support of throughout this period, showcasing an impressive Victoria’s economic and cultural ties. In October array of young and emerging Australian talent. 2010, he travelled to India and the United Kingdom Receptions were also held to celebrate Australia and while in London he and Mrs de Kretser made Day, the Australian Formula One Grand Prix, a farewell call on Her Majesty the Queen of the Melbourne Fashion Festival, the Melbourne Australia. He also attended the World Health International Airshow, the 150th Melbourne Summit in Berlin and in March 2011, at the request Cup and the 150th anniversary of the birth of the Government, the Governor opened the of Dame Nellie Melba. Victorian-funded tsunami recovery project, the Emergency Trauma Centre at the Karapitiya Governor and Mrs de Kretser hosted lunches and Hospital in Sri Lanka. dinners in honour of distinguished guests, including: His Excellency Mr Masaaki Kanda, Governor of MAINTAINING GOVERNMENT HOUSE Aichi Prefecture, Japan; the World Health Summit An extensive condition audit of the buildings and an and M8 Alliance; the Honourable Mr Somanahalli update of the Conservation Management Plan were Mallaiah Krishna, External Affairs Minister of India; undertaken to identify and inform the planning and and Madame Yan Junqi, Vice-Chairwoman of the prioritisation of future works at Government House. National People’s Congress Standing Committee, Mechanical services upgrades, ceiling treatment People’s Republic of China. works, interior refurbishment and storm repairs In addition, Governor and Mrs Chernov hosted were undertaken as required. The Emergency a number of lunches and dinners in honour of Management Plan was also tested as part of the visiting dignitaries, including: the Honourable Office’s emergency response procedures. Donald Tsang, Chief Executive of Hong Kong; the Honourable Tuilaepa Lupesoliai Sailele Malielegaoi, FUTURE PLANS AND CHALLENGES Prime Minister of the Independent State of In 2011–12, the Office of the Governor will: Samoa; and Mr Xu Ming, Vice Governor of Jiangsu Province, People’s Republic of China. __continue an extensive program of events for the Governor and Mrs Chernov; A number of ceremonies were held at Government __continue asset management and refurbishment House for the presentation of Australian honours works within Government House and its grounds, and awards. Also, an open day was held on including storm repairs and roof works, the Australia Day 2011, attended by approximately upgrading of equipment and ensuring services 10,000 people. remain sustainable.

31 | PUBLIC SECTOR MANAGEMENT. GOVERNANCE AND SUPPORT OFFICE OF THE CHIEF PARLIAMENTARY COUNSEL

The Office of the Chief Parliamentary Counsel RESPONDING TO COAG turns policy into legislation and advises the INITIATIVES AND REFORMS Victorian Government on its legislative program. The office continued to respond to COAG The office is also the Government Printer initiatives and reforms by developing model for Victoria. legislation, including the Work Health and Safety Bill, Model Work Health and Safety Regulations, IMPLEMENTING THE GOVERNMENT’S and the Education and Care Services National LEGISLATIVE PROGRAM Law Act 2010 and Regulations. The office played a key role supporting the new government in transition by the provision of IMPROVING ACCESS TO THE LAW advice on proposed legislation and the timely The office continued improving public access delivery of high-priority legislation to meet its to the law by: election commitments. __providing online authorised legislation at Legislation drafted focused on a number of law www.legislation.vic.gov.au, from 1 January 2011. and order priorities, including legislation to: The authorised versions have the same evidentiary __abolish home detention orders and value as a hard copy Act or Statutory Rule printed suspended sentences by the Victorian Government Printer __expand the number of protective security __keeping the Law Today database current so the officers and their functions public can access consolidated online versions __improve school safety of legislation within 24 working hours of changes __strengthen laws relating to hoon driving coming into force __establish bullying as a criminal offence __providing tools such as a weekly update on new __restrict the sale of liquor to minors versions lodged to the legislation website and __increase penalties for being drunk and disorderly subject index for legislation to help the public and bar certain persons from licensed premises. identify relevant legislation. Priority legislation relating to transport and FUTURE PLANS AND CHALLENGES economic reform was also drafted by the office, including legislation to: In 2011–12, the Office of the Chief Parliamentary Counsel will: __reform the taxi service industry __establish a new Urban Renewal Authority and Port __respond to the Victorian Government’s legislative of Hastings Development Authority program to meet its commitments, including __make changes to the Growth Areas Infrastructure the establishment of an Independent Broad- Contribution scheme based Anti-Corruption Commission, a review of __make changes to state tax legislation in relation the Crimes Act and major rewrites of legislation to first home owners relating to property law, accident compensation __establish a Regional Growth Fund. and mental health __respond to major COAG initiatives and reforms by REVIEWING AND MODERNISING THE LAW continuing to develop uniform/model legislation in conjunction with the Commonwealth and The office continued the complex process of other states and territories rewriting and modernising legislation to make __continue to review and modernise it clearer and more accessible. The Statute Law Victoria’s legislation, including reviewing Revision Bill 2011 improved the Statute Book by and recommending the repeal repealing a number of redundant Acts and spent of redundant legislation. provisions, and correcting errors.

2010–2011 ANNUAL REPORT | 32 OFFICE OF THE OMBUDSMAN

The Ombudsman is a constitutional and FUTURE PLANS AND CHALLENGES independent officer of the Parliament. Over the years, the Ombudsman has faced the twin His principal function is to enquire into or challenges of a continuous upward trend in the investigate administrative actions taken in any number of and complexity of complaints received. government department or public statutory This past year has been the busiest in the history of body to which the Ombudsman Act 1973 the office of the Ombudsman, with approaches to applies, or by any member of staff of a municipal the office up by 20 per cent from the previous year. council. The Ombudsman may conduct an enquiry as a consequence of a complaint An important reason for the increased demand on or on his own motion. the Ombudsman’s services is that legislation and public administration are becoming increasingly 2010–2011 REPORTS complex and interconnected, reflecting the rapidly changing political, social and economic conditions The Ombudsman makes recommendations about in the community. his enquiries and investigations to agencies and, on more serious matters, to the responsible minister. In order to manage these changes the Ombudsman It is only in those cases where the Ombudsman will continue to: believes it to be in the public interest that he __prioritise available resources to ensure the office reports to Parliament. efficiently meets the increased demands The reports that the Ombudsman tabled in __ensure the office remains flexible, enabling it to Parliament in 2010–11 are: position itself quickly in response to the rapidly changing environment __Investigation into an allegation of improper __identify and investigate systemic conduct within RMIT’s School of Engineering maladministration and report to the Parliament (TAFE) - Aerospace where maladministration is significant, has an __Investigation into conditions at the Melbourne impact across the public sector, or is otherwise Youth Justice Precinct of fundamental importance to keeping the public __Ombudsman’s recommendations: second report sector open and accountable on their implementation __develop an educative outreach program to __Investigation into the issuing of infringement contribute to driving cultural change in the notices to public transport users and public sector. related matters __Investigations into allegations of improper The Ombudsman prepares his own annual report conduct by a councillor at the Hume City Council under the provisions of the Ombudsman Act 1973. __Investigation into the failure of agencies to All annual reports and reports to the Parliament manage registered sex offenders are available at www.ombudsman.vic.gov.au. __Investigation into the probity of The Hotel Windsor redevelopment __The Brotherhood: risks associated with secretive organisations __Assault of a Disability Services client by Department of Human Services Staff __Investigation into the improper release of autopsy information by a Victorian Institute of Forensic Medicine employee __Investigation into record-keeping failures by WorkSafe agents __Corrupt conduct by public officers in procurement __Investigation into an allegation about Victoria Police crime statistics.

33 | PUBLIC SECTOR MANAGEMENT. GOVERNANCE AND SUPPORT STATE SERVICES AUTHORITY

The State Services Authority works CAREERS WEBSITE collaboratively with Victorian public sector The authority manages the careers section within organisations. To assist these organisations, the the Victorian Government website www.careers. Authority produces publications, guides, toolkits vic.gov.au, which is the main careers website and and e-learning resources that may be tailored gateway to public sector employment. The site by an organisation to suit its needs. underwent a complete redevelopment, including work focused on developing an e-recruitment WELCOME TO MANAGEMENT system, to promote faster and more efficient Welcome to Management: A Guide for New online recruitment. This was done in the context Managers in the Victorian Public Sector is a new of strengthening the Victorian public service career guide developed by the authority to help Victorian structure, establishing a government recruitment public sector managers. The guide aims to make brand to strengthen Victorian public service managers successful in their job by helping them departmental recruitment strategies and promoting understand what the ‘manager’ component of an improved web presence for career opportunities their job entails, learn more about their strengths with the Victorian Government. and weaknesses as a manager, identify their skill gaps and set their priorities for building knowledge FUTURE PLANS AND CHALLENGES or learning new skills. The guide is for newly In 2011–12, the State Services Authority will: appointed managers or staff who are about to be promoted to a management role. __release The State of the Victorian Public Sector in Victoria 2010–11 SERVING AS SECRETARY __complete a review of the Workforce Planning Resource Kit Aware of the need for products to support __undertake the Inquiry into the Command, incoming senior leaders and their staff, the Management and Functions of the Senior authority developed and released Serving as Structure Of Victoria Police Secretary: A Guide for Public Service Leaders. This __continue to support the government’s belief that guide provides an overview of the key priorities for the fundamental role of the public sector is to incoming senior leaders and is an ongoing source serve the public interest. of assistance for the potential issues they may face in their new position. The focus of the guide is on providing practical support for incoming secretaries and their senior leadership teams.

GOVERNANCE EXCELLANCE Pursuant to its role of promoting ‘high standards of good governance, accountability and performance of public entities’, the State Services Authority released a new suite of publications on related public entity governance subjects. This included: a directory to provide information on the classification and composition of public entity boards in Victoria; a guide to assist departmental officers in meeting legislative and compliance obligations; guidelines to provide advice for Victorian Government employees in establishing a public entity or reviewing existing public entities; and a toolkit to assist governance officers (responsible for supporting government) in appointing directors to public entity boards. These and other publications on public entity governance are available from the authority’s website, www.ssa.vic.gov.au/governance.

2010–2011 ANNUAL REPORT | 34 VICTORIAN BUSHFIRE RECONSTRUCTION AND RECOVERY AUTHORITY

The Victorian Bushfire Reconstruction and TRANSITION ARRANGEMENTS Recovery Authority is a portfolio agency of the The Victorian Bushfire Reconstruction and Department of Premier and Cabinet and was Recovery Authority has put in place successor created for a two-year period to coordinate the arrangements for its services and programs, recovery and reconstruction effort following as it transitioned on 30 June 2011. The authority the 2009 Victorian bushfires. The past 12 has worked with affected councils and Victorian months have seen the authority continue to Government departments and agencies to coordinate the recovery process according to its ensure that all services and programs transitioned plan, Rebuilding Together: A Statewide Plan for smoothly and communities and councils Reconstruction and Recovery, as well as make are supported in their ongoing recovery arrangements for organisational transition by and reconstruction. 30 June 2011. A new Fire Recovery Unit has been established in COMMUNITY RECOVERY Regional Development Victoria in the Department of Planning and Community Development and will The authority has continued to assist communities provide an ongoing and clear point of contact for with their medium- to long-term recovery through individuals, communities and councils for matters programs that focus on developing community relating to recovery and reconstruction from the leadership and building capacity. The authority has 2009 bushfires. This new unit will offer a range also continued to work with Community Recovery of services, including community engagement Committees to deliver outcomes for almost 800 coordinators who will continue to provide the projects that have been identified as priorities by interface between bushfire-affected communities bushfire-affected communities. These projects and government. include community events and celebrations, health and wellbeing programs, rebuilding community As part of the transition process, the authority infrastructure and various environmental programs. also prepared a Legacy Report that captures its More information about these projects can be experiences and lessons learnt. This report will found in the authority’s 24 Month Report, which become a reference tool to assist with recovery was released in February 2011. following future events.

ECONOMIC RECOVERY FUTURE PLANS AND CHALLENGES The authority has placed a strong focus on These transition arrangements, along with the new the economic recovery of bushfire-affected Fire Recovery Unit, will ensure that ongoing support communities. The authority has developed a to communities is available after the authority strategic economic package for the Marysville transitions. The authority has communicated these and Triangle area, which was severely affected new arrangements through its regular newsletters by the bushfires. This package includes support and its website We Will Rebuild. for business recovery, tourism development and infrastructure programs. Once fully implemented, this package will make a significant contribution to assisting economic recovery in the area.

35 | PUBLIC SECTOR MANAGEMENT. GOVERNANCE AND SUPPORT VICTORIAN MULTICULTURAL COMMISSION

The Victorian Multicultural Commission is a COMMUNITY CONSULTATION portfolio agency of the Department of Premier On behalf of the Victorian Government, and Cabinet, established under the Multicultural the commission organised and hosted nine Victoria Act 2004, that provides independent Community Consultations across Victoria to hear advice to the Victorian Government to assist the views of community members and incorporate with the development of legislative and policy their needs into relevant policy decisions. frameworks and the delivery of services to our culturally, linguistically and religiously diverse MULTICULTURAL MEDIA CONFERENCES society. The commission is committed to fostering goodwill and understanding between The commission coordinated monthly media Victorians from all walks of life, languages, conferences to inform multicultural media culture and faith, and works toward creating a of Victorian Government policies and progress stable, harmonious and progressive society that in multicultural affairs. embraces its diversity and is open to the world. FUTURE PLANS AND CHALLENGES MULTICULTURAL VICTORIA ACT 2011 In 2011–12, the Victorian Multicultural Commission The new government introduced the Multicultural will continue to promote the social, cultural and Victoria Act 2011 to promote full participation economic benefits of diversity by: by Victoria’s diverse communities in the social, __establishing eight Regional Advisory cultural, economic and political life of Victoria; to Councils across Victoria to provide advice promote cooperation between bodies concerned to the commission on matters relating to the with multicultural affairs and diversity; and to objectives and functions of the commission; establish a new, more independent Multicultural exchange information on local multicultural Commission. This Act became law on 10 April 2011. affairs and citizenship issues; inform the commission about local multicultural affairs CULTURAL DIVERSITY WEEK and citizenship issues and other related matters The commission engaged Victorians in a series of affecting the local region; assist the commission events from 19–27 March 2011 to celebrate Cultural to promote the benefits of cultural diversity; and Diversity Week, including hosting Viva Victoria, a advocate on behalf of culturally and linguistically free multicultural festival at Federation Square that diverse communities attracted more than 40,000 people to experience __researching, advising and reporting to the Minister cultural displays from more than 60 communities. for Multicultural Affairs and Citizenship on any matter relating to the multicultural affairs and PROMOTE THE BENEFITS citizenship portfolio OF MULTICULTURALISM __continuing to promote and support cultural The commission hosted functions and award diversity through a suite of community events ceremonies to provide opportunities for Victorians and functions such as Viva Victoria, Victoria’s from a range of ethnicities and religions to come Multicultural Awards for Excellence, the together to celebrate, be acknowledged for Victorian Refugee Recognition Record their individual or collective contribution to the and Community Consultations. wellbeing of our state and learn more about each other’s cultures. Events included Victoria’s Awards for Excellence in Multicultural Affairs, the Victorian Refugee Recognition Record and the Premier’s Community Receptions.

2010–2011 ANNUAL REPORT | 36 03. ARTS AND CULTURAL DEVELOPMENT

ARTS VICTORIA 38 NATIONAL GALLERY OF VICTORIA’S 150TH ANNIVERSARY 40 ARTS VICTORIA

Arts Victoria is responsible for advising on and INVESTING IN ARTS DEVELOPMENT implementing the Victorian Government’s arts The Arts Development program provided 114 grants policy, supporting and developing Victoria’s to develop, present and program work across all art artists and creative industries, and making the forms to over 2,000 Victorian artists. arts accessible to all Victorians. It oversees the state-owned cultural agencies The Arts Centre, Highlights include: Australian Centre for the Moving Image, Geelong __the development of a collection of short stories by Performing Arts Centre, Museum Victoria, Miriam Sved set in and around a Victorian AFL club National Gallery of Victoria, State Library of __the presentation of the Natimuk Frinj Festival 2011, Victoria, as well as the Melbourne Recital Centre a three-day program featuring community events, and the Public Record Office Victoria. music, exhibitions and workshops __the development of Talking to Strangers, a new DIVERSITY AND ENGAGEMENT installation work by visual artist Noel Skrzypczak Arts Victoria supported many successful exhibitions, for exhibition at Heide Museum of Modern Art. festivals and events in 2010–11, including: Arts Victoria’s Community Partnerships Program __The Melbourne Winter Masterpieces series, supported artistic collaborations between which included two extremely popular professional artists and diverse community groups exhibitions, European Masters: Städel Museum, with funding to support 30 projects, including: 19th–20th Century at the National Gallery of __My Persona — the embodiment of something, Victoria and Tim Burton at Australian Centre for a residency in Frankston for socially isolated the Moving Image young people led by new media artists __Titanic: The Artefact Exhibition at Melbourne __The Creation Project, a collaboration between Museum, which set an Australian record for professional artists and Swan Hill Aboriginal exhibition attendance Services to create a new performance work __Eugene von Guérard: Nature Revealed at the involving cultural ceremony, theatre and dance. NGV; Rock Chicks at the Arts Centre and Public Record Office Victoria’s program at the Old The artistic development and long-term Treasury that included Disaster at Westgate: sustainability of Victoria’s contemporary music 40 years on. sector was underpinned through grants to 76 projects. Highlights for 2010–11 include Blue Arts Victoria also continued to support seven major King Brown’s USA tour, the Visible initiative, the performing arts companies: The Australian Ballet, promotion of new recordings by culturally and Circus Oz, Melbourne Theatre Company, Opera linguistically diverse musicians by Multicultural Australia, Orchestra Victoria, Arts Victoria, and Speak Percussion’s production and the Melbourne Symphony Orchestra. of a new CD. Twelve festivals were funded, including the The Indigenous Travel and Professional Melbourne International Arts Festival, Castlemaine Development Program provided grants for State Festival, Big West Festival, Melbourne Fringe, indigenous artists and arts workers to develop Mildura Wentworth Arts Festival and Melbourne industry skills and attend a range of conferences, International Comedy Festival, which celebrated its trade fairs and markets. The inaugural Indigenous 25th anniversary. In total, over two million people Visual Arts Residencies Program provided attended festivals around the state in 2010–11. vocational residencies for three artists within Arts Victoria further developed its initiatives to Victorian arts organisations. A new partnership with encourage Victorians to enjoy the arts, including: Melbourne gallery delivered the the Test Drive the Arts audience development sixth Victorian Indigenous Art Awards. initiative, now in its third year, which worked with 31 organisations and attracted over 8,000 first-timers to a range of arts performances; and a monthly e-newsletter that provides a growing database of more than 4,000 subscribers with behind-the- scenes news, event tips and special offers. Public Record Office Victoria’s Local History Grants Program, which supports projects that preserve and share Victoria’s local history, provided grants to 81 community groups across the state.

2010–2011 ANNUAL REPORT | 38 ARTS IN REGIONAL VICTORIA INTERNATIONAL ACHIEVEMENT In 2010–11, Arts Victoria directly supported Arts Victoria is a major investor in cultural export, programs for 20 galleries and 18 performing supporting both artists and arts enterprises. arts centres, partnering with local government In 2010–11, the International Program supported to support a network of public art galleries and 60 artists and arts organisations to access performing arts centres across the state. opportunities in over 20 markets world wide, including: It also funded the Touring Victoria program, which supports professional arts companies to __RMIT Art Gallery with the exhibition Power tour outside Melbourne. Touring Victoria helped Cloths of the Commonwealth at the National 21 tours to more than 50 regional and 20 outer Crafts Museum, Delhi, India, as part of the 2010 metropolitan destinations. Additionally, the Major Commonwealth Games Cultural Program Touring Initiative supported regional touring by the __the Australian Centre for Contemporary Art at state arts agencies and major arts organisations, the 2011 Venice Biennale of Art with Venice Pop including The Australian Ballet, Victorian Opera and Up, featuring Melbourne artists Anastasia Klose, Australian Centre for Contemporary Art. Laressa Kosloff and Stuart Ringholt. An evaluation was conducted of the Quick led the world in the Response Arts Recovery Fund, which was initiated development of museum applications for iPads after the 2009 Victorian bushfires and operated and iPhones with the release of Please touch the over 2009–10, and the Arts Recovery Project exhibit. It also launched Dynamic Earth, the final Officer position, based in Murrindindi Shire through stage of the international award-winning Science 2009–2011. The report found that the combination and Life Gallery redevelopment. of small grant funding with quick turnaround and At the Museums and the Web Annual Conference the role of the Project Officer was a successful and Awards, Museum Victoria won Best Audio/ post-disaster support model that helped artists Visual/Podcast for its behind-the-scenes podcasts get back to work and realise their projects. Access All Areas and ACMI’s educational site, Generator, won Best Educational Website and YOUNG PEOPLE AND FAMILIES Best Website Overall. Arts Victoria, in partnership with the Department of Education and Early Childhood Development, supports creative collaborations between artists, arts organisations, students, teachers and school communities through the Education Partnerships program. The Artists in Schools category provided grants to 30 schools to produce performances, recordings and public sculptures. The Extended Schools Residencies category supported seven schools to work with arts organisations and this will see three regional schools work in partnership with Australian Poetry Ltd, Western Edge Youth Arts and Shepparton Art Gallery. The State Library of Victoria presented its first exhibition for children and families with Look!: The art of Australian picture books today. It was complemented by an extensive events program, a Children’s Book Festival (in partnership with The Wheeler Centre), that attracted more than 9,000 to the public open day, and the Open Access schools program that brought children from disadvantaged areas to the Library.

39 | ARTS AND CULTURAL DEVELOPMENT NATIONAL GALLERY OF VICTORIA’S 150TH ANNIVERSARY

NGV celebrates its 150th anniversary, 28–29 May 2011.

2010–2011 ANNUAL REPORT | 40 On 24 May 2011, the National Gallery of Victoria (NGV), Australia’s oldest public art gallery, celebrated its 150th anniversary. From ambitious but humble beginnings in 1861 as just one room in the newly established State Library, the NGV has grown into two architecturally renowned galleries with an internationally recognised collection of more than 70,000 works. The NGV is, in fact, two buildings. The NGV’s first gallery on St Kilda Road opened in 1968. In 1999, it began a program of redevelopment and reopened in 2003 as NGV International. It now houses the gallery’s collection of international art. NGV’s second gallery, The Ian Potter Centre: NGV Australia, opened in 2002 at Federation Square and holds the gallery’s exceptional collection of Australian art. In this milestone 150th year, NGV’s philanthropic history is being celebrated, highlighting in particular the outstanding achievements of the Felton Bequest. This bequest was established in 1904 after Melbourne businessman Alfred Felton bequeathed a substantial fortune for the benefit of the gallery. The Felton Bequest transformed the NGV, enabling the gallery to purchase masterpieces including Rembrandt’s Two Old Men Disputing, Tiepolo’s Banquet of Cleopatra, Claude Monet’s Vétheuil, Frederick McCubbin’s The Pioneer and Tom Roberts’ iconic Australian work Shearing the rams. Over 15,000 works have been acquired through the Felton Bequest and the current value of its gifts exceeds $2 billion, out of the overall collection value of $3.5 billion. Great anniversaries deserve special recognition. The Felton Bequest has again led by example, making a gift of two great collections of Indigenous Australian work: 63 nineteenth and early twentieth century shields and 107 twenty-first century paintings from the far Western Desert, as well as a group of three Kimberley masterworks. In addition, the Felton Bequest has donated a cutting-edge commission of three contemporary installations, The Barak Commissions, and a splendid landscape painting by French Impressionist Gustave Caillebotte. These extraordinary gifts are a reminder that the Felton Bequest continues to play a major role as the gallery expands its collection for this and future generations. Other highlights of the NGV’s 150th celebrations were: __a week of celebrations, including the pARTy weekend of 26–27 May 2011 that attracted around 40,000 visitors __the opening of a new NGV Kids Space, a dedicated gallery designed for children of up to eight years old and their families to interact with art __the opening of a new NGV Art of the Pacific Gallery with a special focus on the work of living artists __the latest Melbourne Winter Masterpieces series exhibition held at the NGV, Vienna: Art & Design, with its wealth of superb paintings, stylish Viennese furniture, distinctive jewellery and decorative arts __the My Top Ten competition, which invited the public to vote for their favourite work in the NGV collection and saw John Brack’s iconic Collins St, 5pm voted the most popular __the Eugene von Guerard: Nature Revealed exhibition, which surveyed the work of a remarkable artist and the gallery’s de facto first director. The 150th birthday celebrations will continue with the opening of more new and refurbished gallery spaces, new exhibitions and the display of recently acquired works as part of the Masterpieces for Melbourne campaign.

41 | ARTS AND CULTURAL DEVELOPMENT ARTS VICTORIA (CONTINUED)

CULTURAL INFRASTRUCTURE FUTURE PLANS AND CHALLENGES More than half the work on the redevelopment In 2011–12, Arts Victoria will: of Hamer Hall has been completed, including __continue the redevelopment of Hamer Hall and the demolition of the St Kilda Road level deck prepare for its public reopening in mid 2012 and the installation of new escalators in the foyer __work with the Victorian College of the Arts to areas, a new technical zone above the stage, and support and strengthen our premier arts training acoustic treatments. The next stages involve the fit institution as a result of a major budget allocation out of the new bar and foyer areas, installing new __prepare a blueprint for the Southbank Cultural auditorium seats and completing the new St Kilda Precinct that brings together the ideas and Road and river level decks, including a new grand aspirations of stakeholders and the wider staircase at the river level. community, and provides an overarching vision Arts Victoria also worked with Circus Oz on the for the area design development of its new home at the former __work with Circus Oz to finalise the design Collingwood TAFE site in Johnston Street. development and commence work on a new purpose-built facility for the company Capital maintenance projects included work __implement the regional arts initiative, which at St Martin’s Youth Arts Centre; a new sprung is designed to widen the reach of artistic dance floor at the Chunky Move Dance Studios; endeavour in regional communities, including technical improvements at The Wheeler Centre; support for transformative arts projects in small and ongoing refurbishment at the Royal Exhibition towns and increased regional touring by major Building, including the opening of the restored arts companies German Garden with its extensive underground __implement the Victorian Sculpture Initiative that water tanks capturing water from the roof for use will provide public sculpture awards and support on the Exhibition Gardens. the placement of outstanding works in prominent Two major strategic planning projects public spaces across the state. also commenced: __the Asset Management Framework, which aims to guide decision making for the maintenance and renewal of state arts infrastructure and provide a service delivery focus for asset lifecycle decisions __the Greening the Arts Portfolio, a broad ranging review of the current performance of the state arts buildings in terms of environmental impact and resource use.

2010–2011 ANNUAL REPORT | 42 04. CORPORATE ACTIVITIES

CORPORATE DEVELOPMENT BRANCH 44 INFORMATION MANAGEMENT AND TECHNOLOGY BRANCH 49

Corporate activities are delivered by the Corporate Development Branch and the Information Management and Technology Branch, and are supported by our service providers within the Department of Treasury and Finance (Finance and Technology Services and Shared Service Provider), Department of Education and Early Childhood Development (payroll and recruitment services), Marsh Consulting (occupational health and safety services) and CenITex (IT services). We are continually improving our internal corporate capability through people development, information management, better financial information, good governance and better systems and processes. CORPORATE DEVELOPMENT BRANCH

The Corporate Development Branch provides BUSINESS IMPROVEMENT advice and services to the Department of GROUP INITIATIVES Premier and Cabinet on the department’s In 2010–11, the department undertook a series finances, human resources, corporate of corporate improvement initiatives to improve planning and governance, accommodation, the efficiency and effectiveness of DPC’s current environmental strategy, and fleet and chauffeur business operations. These initiatives included: services. The branch also manages DPC’s role in shared services for payroll, occupational health __upgrading DPC’s electronic purchasing system and safety, and facilities management. to ensure continued compliance with Victorian Government Purchasing Board guidelines RISK MANAGEMENT FRAMEWORK __enhancing the software used to onboard and offboard staff in order to swiftly connect and Recognising an opportunity for further growth in engage employees DPC’s risk management maturity, the Corporate __introducing a more streamlined correspondence Development Branch conducted an independent process to ensure all correspondence is dealt with in-depth audit of DPC’s risk management in a timely manner framework. This activity identified both the __making major refinements to the department’s department’s risk management strengths as well electronic document management system to as key areas and opportunities for improvement. preserve all records in accordance with the Public Based on the audit’s findings, the branch developed Record Office of Victoria’s guidelines. a plan which will be delivered over the next year. FUTURE PLANS AND CHALLENGES ENVIRONMENTAL STRATEGY In 2011–12, the Corporate Development Branch The Corporate Development Branch is responsible will work towards: for DPC’s environmental strategy, which focuses on four areas for improvement in meeting DPC’s __establishing an improved performance objective to reduce our carbon footprint and management framework to measure promote environmental sustainability. These areas the delivery of the Corporate Plan are: an environmental management system; an __further enhancing the integration of planning environmental steering committee with senior and risk management processes members from DPC and the Department of __further improving procedures to monitor our Treasury and Finance; a three-year environmental environmental performance improvement plan with annual targets and a suite __implementing more Business Improvement of actions to reduce environmental impact; Group initiatives. and regular internal reporting on DPC’s environmental performance. In 2010–11, the branch implemented a new approach to waste management and staff education, and relaunched the Green Defenders Program, which is driven by staff across the department to improve DPC’s environmental performance.

2010–2011 ANNUAL REPORT | 44 RISK MANAGEMENT ACCOUNTABLE OFFICER’S ATTESTATION As part of good governance and in accordance I, Helen Silver, certify that the Department of Premier with the requirements of the Victorian Government and Cabinet has risk management processes Risk Management Framework 2007 (VGRMF), consistent with the AS/NZ ISO 31000:2009 Standard DPC has a risk management framework aligned in many respects, however, a recent internal audit with Australian/New Zealand Standard: Risk identified a number of improvement opportunities management – Principles and guidelines (AS/NZS which the department has committed to address ISO 31000:2009) (The Standard). over the current financial year. DPC’s risk management framework, overseen by An internal control system is in place that enables management and the Audit and Risk Management the executive to understand, manage and Committee, consists of: satisfactorily control risk exposures. __risk management policy The audit committee verify the assurance made __resources to assist DPC manage risks and that the risk profile has been critically reviewed __risk profile within the last 12 months. __regular reporting and monitoring of risk __a program of assurance including internal and external audit.

HELEN SILVER SECRETARY DEPARTMENT OF PREMIER AND CABINET MELBOURNE 12 AUGUST 2011

45 | CORPORATE ACTIVITIES CORPORATE DEVELOPMENT BRANCH (CONTINUED)

INTERNAL AUDIT ACCREDITED PURCHASING UNIT DPC’s contracted internal auditors DPC supports a joint Accredited Purchasing Unit PricewaterhouseCoopers provided internal audit with the Department of Treasury and Finance (DTF). reviews and assurance advice. DPC also conducts The unit oversees DPC procurement and contract compliance and performance reviews, with results processes through delegated powers assigned by and follow-up action reported to and monitored by the Victorian Government Purchasing Board. its Audit and Risk Management Committee. In 2010–11, the Accredited Purchasing Unit AUDIT AND RISK members were: MANAGEMENT COMMITTEE Ian Gibson, Chair Corporate Strategy The Audit and Risk Management Committee and Services (DTF) provides independent assurance, oversight and Peter Goddard, Deputy Chair Finance and Technology Services (DTF) review of financial reporting, risk management, and internal control and compliance. The committee, John Henry Legal Counsel and Commission Secretary, Essential Services which reports to the Secretary, is established in Commission (DTF) accordance with the direction of the Minister for Mark Johnstone Economic and Financial Finance. Policy Division (DTF) It assists the Secretary to mange DPC by reviewing Joan Rowland Arts Agencies and Infrastructure, and monitoring audit activity, internal controls and Arts Victoria (DPC) financial reporting. Steven Polites Legal Services, State Revenue Office (DTF)

The committee comprised the following members Yeefui Ng Senior Legal Adviser (DPC) as at 30 June 2011:

Peter Moloney Independent Chair

Karen Corry Independent Member

Peter Doughty Independent Member

Simon Hollingsworth Departmental Member

Penny Hutchinson Departmental Member

Donald Speagle Departmental Member

Other members serving on the Committee during the period were:

Stewart Leslie Independent Chair (until 31 March 2011)

Graham Hill Departmental Member (until 10 March 2011)

Michael Kane Departmental Member (until 31 March 2011)

Philip Reed Departmental Member (until 31 August 2010)

2010–2011 ANNUAL REPORT | 46 FINANCIAL PERFORMANCE DPC’s financial summary for 2010–11 is provided in the following table. Specific financial details are included in the accompanying financial statements.

2010–11 2009–10 FINANCIAL SUMMARY (CONTROLLED) $M $M Revenue from government appropriations 552.4 564.8

Other income 19.6 22.7

Total income 572.0 587.5

Net result for the year 17.4 25.5

Net cash flow from operations 12.2 14.5

Total assets 623.3 629.3

Total liabilities 35.9 49.6

NET RESULT The department recorded an operating surplus of $17.4 million in 2010–11, compared to $25.5 million in 2009–10. These surpluses are arising from the manner in which the department is required to record funding received to cover depreciation incurred by its major arts agencies. This corresponds to losses incurred in the financial statements of those agencies. Revenue from government appropriations represents appropriations received from the Victorian Government for the delivery of outputs in the areas of strategic policy, arts and cultural development, public sector management and multicultural affairs. Other income in 2010–11 included grants received from other government agencies ($8.1 million) for, inter alia, various arts projects funded from the Community Support Fund. SOURCES OF INCOME Total expenses from transactions for the year $MILLION were $554.6 million, compared with $561.9 million in 2009–10. Grants expense represented 66.3 per cent of total 96.6% 552.4 operating expenses. These consisted mainly of REVENUE FROM current operating grants to the major arts agencies: GOVERNMENT APPROPRIATIONS State Library of Victoria, Museum Victoria, National Gallery of Victoria, the Australian Centre for the Moving Image, the Melbourne Recital Centre and 3.4% 19.6 The Arts Centre ($269.7 million). OTHER INCOME

47 | CORPORATE ACTIVITIES CORPORATE DEVELOPMENT BRANCH (CONTINUED)

The graph right shows the distribution of expenses incurred in delivering each of the department’s outputs. Specific performance measures for each output are provided in the body of this report.

FINANCIAL POSITION Net assets increased during the year by $7.7 million to $587.4 million. The major assets of DPC are various properties EXPENSES BY OUTPUT $MILLION controlled by Arts Victoria ($225.0 million), the permanent public records held by Public Record Office Victoria ($187.3 million), the Government 65.2% 361.6 6.5% 36.2 House land and buildings ($83.6 million) and ARTS AND CULTURAL PUBLIC SECTOR MANAGEMENT, the department’s receivable from the State DEVELOPMENT GOVERNANCE AND SUPPORT Administration Unit ($80.9 million). Note, however, that the assets of the major arts institutions are not consolidated in these financial statements, as those institutions 25.2% 139.5 3.1% 17.3 STRATEGIC POLICY MULTICULTURAL prepare separate annual reports (refer to note 1(c) ADVICE AND PROJECTS AFFAIRS to the financial statements). Total liabilities decreased from $49.6 million to $35.9 million. These consist principally of trade creditors and accruals and employee benefits provisions.

KEY FINANCIAL RESULTS 2006–07 TO 2010–11

2010–11 2009–10 2008–09(I) 2007–08 2006–07 DEPARTMENTAL (CONTROLLED) ACTIVITIES $’000 $’000 $’000 $’000 $’000

Income from government appropriations 552,379 564,785 556,260 460,148 458,801

Other income 19,604 22,678 59,343 12,812 16,924

Total income from transactions 571,983 587,463 615,603 472,960 475,725

Total expenses from transactions (554,599) (561,905) (618,173) (479,739) (451,755)

Net result from transactions 17,384 25,558 (2,570) (6,779) 23,970

Other economic flows included in net result 39 (60) (399) (45) -

Net result 17,423 25,498 (2,969) (6,824) 23,970

Net cash flow from operations 12,233 14,487 14,094 43,075 32,962

Total assets 623,282 629,278 611,947 633,245 567,265

Total liabilities 35,863 49,582 69,698 88,647 49,644

(i) 2008–09 results and year end balances were affected by the establishment of the Victorian Bushfire Reconstruction and Recovery Authority and the transfer of the Victorian Multicultural Commission from the Department of Planning and Community Development, effective from 1 January 2009.

2010–2011 ANNUAL REPORT | 48 INFORMATION MANAGEMENT AND TECHNOLOGY BRANCH

The Information Management and Technology MACHINERY OF GOVERNMENT Branch provides strategic advice, leadership The branch provided information management and management services to support DPC’s and information technology support for a range effective use of information, knowledge and of government initiatives, including: technology. The branch plays a critical role in delivering DPC’s corporate objective to __delivery of Victorian Bushfire Royal Commission build strong organisational capability through records to Public Record Office Victoria and programs that align information management website management and business processes with information __support for the closure of the Victorian Bushfire systems and technology solutions to achieve Reconstruction and Recovery Authority office improvements in productivity and performance. and transfer of its records, IT assets and website __transfer of Victorian Multicultural Commission INFORMATION MANAGEMENT staff to the Office of Multicultural Affairs and AND TECHNOLOGY STRATEGY Citizenship in DPC, including the establishment In 2010–11, the branch commenced a program of an electronic document management of Information Management and Technology (IMT) system (TRIM) and training and awareness initiatives to ‘enable DPC’, including: in the use of the system and good records management practice __Contemporary Technologies, a specific program __support for the establishment of DPC to modernise the desktop that includes upgrades Regional offices. to infrastructure and software __IMT Support Services, delivering complementary FUTURE PLANS AND CHALLENGES end-user services that are simple, expertly In 2010–11, the branch will continue an ongoing delivered, timely and responsive to the business program of continuous improvement and needs of the organisation. The branch continues capability-building initiatives that include: to partner with CenITex, the whole-of- government information technology provider, __continuing implementation of IMT Strategy DPC to deliver improved services to the department. Enabled by IMT programs and initiatives, including capability maturity development of the branch INFORMATION SECURITY __development of information security policies An information asset audit, a draft data classification and awareness training, and implementation of and risk analysis of DPC’s information assets systems to enable data classification of emails were completed as part of the department’s and documents __ Information Security Management Framework development of an enterprise architecture program. Investigations also commenced to better solution to support improved collaboration understand the security of the IT environment to through an integrated work environment __ ensure security technologies and controls align implementation of smartphone and tablet with information security requirements for DPC. devices to support DCP business needs __implementation of an enterprise INFORMATION AND search-and-retrieval capability across KNOWLEDGE MANAGEMENT DPC information systems __a major upgrade to the electronic document The branch focused on improving information management system (TRIM) management through policy development, __an automated workflow with electronic direct support, documentation of best practice signatures for improved brief and procedures, training and awareness in good correspondence management. records management practice, and the use of an electronic document management system (TRIM).

49 | CORPORATE ACTIVITIES 05. FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2011

COMPREHENSIVE OPERATING STATEMENT 51 BALANCE SHEET 52 STATEMENT OF CHANGES IN EQUITY 53 CASH FLOW STATEMENT 54 NOTES TO THE FINANCIAL STATEMENTS NOTE 1 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES 55 NOTE 2. DEPARTMENTAL OUTPUTS 68 NOTE 3. INCOME FROM TRANSACTIONS 70 NOTE 4. SUMMARY OF COMPLIANCE WITH ANNUAL PARLIAMENTARY AND SPECIAL APPROPRIATIONS 71 NOTE 5. EXPENSES FROM TRANSACTIONS 73 NOTE 6. CASH AND DEPOSITS 73 NOTE 7. RECEIVABLES 74 NOTE 8. PROPERTY, PLANT AND EQUIPMENT 75 NOTE 9. INTANGIBLE ASSETS 77 NOTE 10. PAYABLES 77 NOTE 11. PROVISIONS 78 NOTE 12. BORROWINGS 79 NOTE 13. FINANCIAL INSTRUMENTS 80 NOTE 14. COMMITMENTS FOR EXPENDITURE 84 NOTE 15. CONTINGENT LIABILITIES AND CONTINGENT ASSETS 85 NOTE 16. RESPONSIBLE PERSONS 85 NOTE 17. REMUNERATION OF EXECUTIVES 87 NOTE 18. REMUNERATION OF AUDITORS 88 NOTE 19. SUPERANNUATION 88 NOTE 20. RECONCILIATION OF NET RESULT TO NET CASH FLOWS FROM OPERATING ACTIVITIES 89 NOTE 21. NON-CASH FINANCING AND INVESTING ACTIVITIES 89 NOTE 22. ADMINISTERED ITEMS 90 NOTE 23. TRUST ACCOUNT BALANCES 91 NOTE 24. GLOSSARY OF TERMS 92 ACCOUNTABLE OFFICER’S AND CHIEF FINANCIAL OFFICER’S DECLARATION 96 COMPREHENSIVE OPERATING STATEMENT FOR THE YEAR ENDED 30 JUNE 2011

NOTES 2011 2010 $’000 $’000 INCOME FROM TRANSACTIONS

Output appropriations 4(a) 544,608 558,087

Special appropriations 4(b) 7,771 6,698

Interest 3(a) 337 264

Grants income 3(b) 8,451 10,140

Other income 3(c) 10,816 12,274

TOTAL INCOME FROM TRANSACTIONS 571,983 587,463

EXPENSES FROM TRANSACTIONS

Employee benefits 5 101,292 96,828

Depreciation 5 13,402 13,181

Finance lease interest 109 152

Resources provided free of charge 3,218 -

Grants expense 5 367,702 349,341

Capital asset charge 1(f) 13,059 12,949

Bushfire clean up costs - 24,684

Supplies and services 55,817 64,770

TOTAL EXPENSES FROM TRANSACTIONS 554,599 561,905

NET RESULT FROM TRANSACTIONS 17,384 25,558

OTHER ECONOMIC FLOWS INCLUDED IN NET RESULT

Net gain/(loss) on disposal of property, plant and equipment 21 (34) Net gain/(loss) arising from revaluation 18 (26) of long service leave liability

TOTAL OTHER ECONOMIC FLOWS INCLUDED IN NET RESULT 39 (60)

NET RESULT 20 17,423 25,498

Other economic flows – other non-owner changes in equity - -

COMPREHENSIVE RESULT 17,423 25,498

The above comprehensive operating statement should be read in conjunction with the accompanying notes.

51 | FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2011 BALANCE SHEET AS AT 30 JUNE 2011

NOTES 2011 2010 $’000 $’000 ASSETS

FINANCIAL ASSETS

Cash and deposits 6 13,373 14,918

Receivables 7 90,220 83,448

TOTAL FINANCIAL ASSETS 103,593 98,366

NON-FINANCIAL ASSETS

Non-financial assets classified as held for sale 51 178

Other non-financial assets 2,094 478

Property, plant and equipment 8 512,575 527,479

Intangible assets 9 4,969 2,777

TOTAL NON-FINANCIAL ASSETS 519,689 530,912

TOTAL ASSETS 623,282 629,278

LIABILITIES

Payables 10 19,434 28,948

Provisions 11 14,410 18,122

Borrowings 12 2,019 2,512

TOTAL LIABILITIES 35,863 49,582

NET ASSETS 587,419 579,696

EQUITY

Contributed capital 303,935 313,635

Asset revaluation surplus 100,382 100,382

Accumulated surplus 183,102 165,679

TOTAL EQUITY 587,419 579,696

The above balance sheet should be read in conjunction with the accompanying notes.

2010–2011 ANNUAL REPORT | 52 STATEMENT OF CHANGES IN EQUITY FOR THE YEAR ENDED 30 JUNE 2011

CONTRIBUTED ASSET ACCUMULATED TOTAL CAPITAL REVALUATION SURPLUS SURPLUS NOTES $’000 $’000 $’000 $’000

Balance at 1 July 2009 301,686 100,382 140,181 542,249

Capital appropriations 4 15,740 15,740

Capital distributions to portfolio agencies (3,791) (3,791)

NET RESULT FOR THE YEAR 25,498 25,498

BALANCE AT 30 JUNE 2010 313,635 100,382 165,679 579,696

Capital appropriations 4 37,180 37,180

Net asset transfers to portfolio agencies and other departments (46,380) (46,380)

Capital distributions to portfolio agencies (500) (500)

NET RESULT FOR THE YEAR 17,423 17,423

BALANCE AT 30 JUNE 2011 303,935 100,382 183,102 587,419

The above statement of changes in equity should be read in conjunction with the accompanying notes.

53 | FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2011 CASH FLOW STATEMENT FOR THE YEAR ENDED 30 JUNE 2011

NOTES 2011 2010 $’000 $’000 CASH FLOWS FROM OPERATING ACTIVITIES

Receipts from government 559,314 568,815

Receipts from other entities 6,937 13,127

Goods and Services Tax recovered from the ATO 19,820 21,599

Interest received 337 264

586,408 603,805

Payments to suppliers and employees (192,614) (232,543)

Grants paid (368,393) (343,674)

Capital asset charge paid (13,059) (12,949)

Interest and other finance costs paid (109) (152)

(574,175) (589,318)

Net cash flows from operating activities 20 12,233 14,487

CASH FLOWS FROM INVESTING ACTIVITIES

Payments for property, plant and equipment (48,581) (23,478)

NET CASH FLOWS USED IN INVESTING ACTIVITIES (48,581) (23,478)

CASH FLOWS FROM FINANCING ACTIVITIES

Proceeds from capital contribution by State Government 37,180 15,740

Capital distributions to portfolio agencies (500) (3,791)

Repayment of finance leases (1,877) (1,673)

NET CASH FLOWS FROM FINANCING ACTIVITIES 34,803 10,276

NET INCREASE/(DECREASE) IN CASH AND CASH EQUIVALENTS (1,545) 1,285

Cash and cash equivalents at the start of the year 14,918 13,633

CASH AND CASH EQUIVALENTS AT THE END OF THE YEAR 6 13,373 14,918

Non-cash financing and investing activities 21

The above cash flow statement should be read in conjunction with the accompanying notes.

2010–2011 ANNUAL REPORT | 54 NOTE 1 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES

(A) STATEMENT OF COMPLIANCE These general purpose financial statements have been prepared in accordance with the Financial Management Act 1994 and applicable Australian Accounting Standards including Interpretations (AASs), issued by the Australian Accounting Standards Board (AASB). In particular, they are presented in a manner consistent with the requirements of AASB 1049 Whole of Government and General Government Sector Financial Reporting. Where relevant, those paragraphs of the AASs applicable to not-for-profit entities have been applied. The financial statements also comply with relevant Financial Reporting Directions and relevant Standing Directions issued by the Minister for Finance.

(B) BASIS OF PREPARATION The accrual basis of accounting has been applied in the preparation of these financial statements whereby assets, liabilities, equity, income and expenses are recognised in the reporting period to which they relate, regardless of when cash is received or paid. These financial statements are presented in Australian dollars, the functional and presentation currency of the department. In the application of the AASs and accounting policies set out below, management is required to make judgements, estimates and assumptions about carrying values of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and various other factors that are believed to be reasonable under the circumstances, the results of which form the basis of making the judgements. Actual results may differ from these estimates. The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period or in the period of the revision and future periods if the revision affects both current and future periods. Judgements made by management in the application of AASs that have significant effects on the financial statements, with a risk of material adjustments in the next year, are disclosed in the notes to the financial statements. The financial statements have been prepared in accordance with the historical cost convention, except for non-current physical assets which, subsequent to acquisition, are measured at a revalued amount being their fair value at the date of revaluation less any subsequent depreciation and impairment losses. Revaluations are made with sufficient regularity such that the carrying amounts do not materially differ from their fair value. Historical cost is based on the fair values of the consideration given in exchange for assets. Accounting policies are selected and applied in a manner which ensures that the resulting financial information satisfies the concepts of relevance and reliability, thereby ensuring that the substance of the underlying transactions or other events is reported. The accounting policies set out below have been applied in preparing the financial statements.

55 | FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2011 NOTE 1 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)

(C) REPORTING ENTITY The financial statements cover the Department of Premier and Cabinet as an individual reporting entity. The department is a government department of the State of Victoria. Its principal address is: 1 Treasury Place Melbourne VIC 3002 The department is an administrative agency acting on behalf of the Crown. The financial statements include all the controlled activities of the Department of Premier and Cabinet. This includes the transactions and balances of the following controlled trust funds: __Arts Fund __Australia Day Committee Victoria Trust __Departmental Suspense Account __Master Agency Media Services Trust __Treasury Trust __Vehicle Lease Trust __Victoria Commissions Trust __Yarra Precinct Arts Integration Project Trust. The following General Government Sector entities within the department’s portfolio prepare separate annual financial statements and accordingly are not included in the department’s financial statements: __State Services Authority __Office of the Ombudsman __Museums Board of Victoria __Library Board of Victoria __Council of Trustees of the National Gallery of Victoria __The Australian Centre for the Moving Image __Melbourne Recital Centre Limited.

ADMINISTERED RESOURCES The department administers, but does not control, certain resources on behalf of the Crown. It is accountable for the transactions involving those administered resources, but does not have the discretion to deploy the resources for its own benefit or for the achievement of its objectives. For these resources, the department acts only on behalf of the Crown. Accordingly, transactions and balances relating to these administered resources are not recognised as departmental income, expenses, assets or liabilities within the body of the financial statements, but are disclosed separately in note 22. Except as otherwise disclosed, administered transactions are accounted for on an accrual basis using the same accounting policies adopted in these financial statements.

OBJECTIVES AND FUNDING The department’s role is to provide exemplary leadership and innovation in the development of policy and the delivery of services to ensure quality outcomes for all Victorians. It achives this through: __supporting the Premier as head of Government and Cabinet and as Minister for the Arts __providing strategic policy leadership and direction across Victoria’s public service __developing and coordinating whole-of-government initiatives __developing and delivering whole-of-government services and programs relating to government information, communications and the arts.

2010–2011 ANNUAL REPORT | 56 The department is predominantly funded by accrual based parliamentary appropriations for the provision of outputs. It provides, on a fee-for-service basis, strategic policy advice, protocol and special events management services, advice and support to the Governor, all services provided by the State Services Authority, the Office of the Ombudsman and the Office of the Chief Parliamentary Counsel, and provision of industry assistance programs, infrastructure development and policy advice to develop the Victorian arts and cultural sector.

OUTPUTS OF THE DEPARTMENT Information about the department’s output activities, and the expenses, income, assets and liabilities which are reliably attributable to those activities, is set out in the departmental outputs schedule (note 2). Information about expenses, income, assets and liabilities administered by the department are given in the schedule of administered income and expenses and the schedule of administered assets and liabilities (note 22).

(D) SCOPE AND PRESENTATION OF FINANCIAL STATEMENTS

COMPREHENSIVE OPERATING STATEMENT Income and expenses in the comprehensive operating statement are classified according to whether or not they arise from ‘transactions’ or ‘other economic flows’ as defined in note 24. This classification is consistent with the whole-of- government reporting format and is allowed under AASB 101 Presentation of Financial Statements.

BALANCE SHEET Assets and liabilities are presented in liquidity order with assets aggregated into financial assets and non-financial assets. Current and non-current assets and liabilities (those expected to be recovered or settled beyond 12 months) are disclosed in the notes, where relevant.

STATEMENT OF CHANGES IN EQUITY The statement of changes in equity presents reconciliations of each non- owner and owner equity opening balance at the beginning of the year to the closing balance at the end of the year. It also shows separately changes due to amounts recognised in the comprehensive result and amounts recognised in other comprehensive income related to other non owner changes in equity.

CASH FLOW STATEMENT Cash flows are classified according to whether they arise from operating, investing or financing activities. This classification is consistent with requirements under AASB 107 Statement of Cash Flows.

57 | FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2011 NOTE 1 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)

(E) INCOME FROM TRANSACTIONS Income is recognised to the extent that it is probable that the economic benefits will flow to the department and the income can be reliably measured. Appropriated income becomes controlled and is recognised by the department when it is appropriated from the Consolidated Fund by the Victorian Parliament and applied to the purposes defined under the relevant Appropriation Act. Additionally, the department is permitted under section 29 of the Financial Management Act 1994 to have certain revenues annotated to the annual appropriation. Examples of revenues which can form part of a section 29 agreement are revenues from sales of products and services, Commonwealth specific purpose grants and the proceeds from the sale of assets. The revenues which form part of a section 29 agreement are accounted for by the department as administered income (note 22). When the revenue is recognised, or in the case of proceeds from asset sales, when the proceeds are paid into the Consolidated Fund, section 29 provides for an equivalent amount to be added to the annual appropriation authority, which is then available for application by the Treasurer. Amounts disclosed as income are, where applicable, net of duties and taxes. Income is recognised for each of the department’s major activities as follows:

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

SPECIAL APPROPRIATIONS Special appropriations income is recognised when the amount appropriated for the purpose specified under the relevant legislation is due and payable by the department.

INCOME FROM THE PROVISION OF SERVICES Income from the provision of services by business units are controlled by the department where they can be deployed for the achievement of departmental objectives. Income is recognised when the services are provided, or when the fee for providing services is received.

RESOURCES RECEIVED FREE OF CHARGE Contributions of resources received free of charge or for nominal consideration are recognised at fair value when control is obtained over them, irrespective of whether these contributions are subject to restrictions or conditions over their use. Contributions in the form of services are only recognised when a fair value can be reliably determined and the services would have been purchased if not received as a donation.

INTEREST INCOME Interest income includes interest received on bank term deposits and other investments. Interest income is recognised on a time proportionate basis that takes into account the effective yield on the financial asset.

2010–2011 ANNUAL REPORT | 58 GRANTS INCOME Grants are recognised as income when the department gains control of the underlying assets. Where such grants are payable into the Consolidated Fund, they are reported as administered income (see note 22). Where grants are reciprocal, income is recognised as performance occurs under the grant. Non-reciprocal grants are recognised as income when the grant is received or receivable. Conditional grants may be reciprocal or non-reciprocal depending on the terms of the grant.

(F) EXPENSES FROM TRANSACTIONS

EMPLOYEE BENEFITS Employee benefits comprise all costs related to employment including superannuation expenses relating to employees who are members of either defined benefit or defined contribution plans. In relation to defined contribution (accumulation) superannuation plans, the associated expense represents the employer contributions that are paid or payable in respect of employees who are members of these plans during the year. The amount recognised in the comprehensive operating statement in relation to members of defined benefit superannuation plans represents the employer contributions that are paid or payable to these plans during the year. The level of contributions varies depending upon the relevant rules of each plan and is based upon actuarial advice. The Department of Treasury and Finance centrally recognises, on behalf of the state as the sponsoring employer, the defined benefit liability or surplus of most Victorian Government employees in such funds.

DEPRECIATION All buildings, plant and equipment and other non-current physical assets, excluding assets held-for-sale, that have finite useful lives are depreciated. Depreciation is generally calculated on a straight line basis at rates that allocate the asset’s value, less any estimated residual value, over its expected useful life. Leasehold improvements are depreciated over the period of the lease or estimated useful life, whichever is the shorter, using the straight line method. Intangible produced assets with finite useful lives are depreciated as an expense from transactions on a straight line basis over the asset’s useful life. Depreciation begins when the asset is available for use, that is, when it is in the location and condition necessary for it to be capable of operating in the manner intended by management. Typical estimated useful lives applicable for the years ended 30 June 2011 and 30 June 2010 were as follows:

Heritage buildings and other heritage assets 100 years

Other buildings 23 years

Office equipment 4 years

Computer equipment 3 years

Furniture 10 years

Leased motor vehicles 1-3 years

Intangible produced assets 2-5 years

Land assets which are considered to have an indefinite life, are not depreciated. Depreciation is not recognised in respect of these assets as their service potential has not, in any material sense, been consumed during the reporting period.

59 | FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2011 NOTE 1 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)

The estimated useful lives, residual values and depreciation method are reviewed at least annually.

FINANCE LEASE INTEREST Finance lease interest charges are recognised as expenses in the period in which they are incurred.

GRANTS EXPENSE Grants to third parties (other than contribution to owners) are recognised as an expense in the reporting period in which they are paid or payable.

CAPITAL ASSET CHARGE The capital asset charge represents the opportunity cost of capital invested in the non-current physical assets used in the provision of outputs. The charge is calculated on the budgeted carrying amount of applicable non-current physical assets (excluding leased motor vehicles). RESOURCES PROVIDED FREE OF CHARGE Resources provided free of charge are recognised at their fair value.

BUSHFIRE CLEAN UP COSTS Recovery and reconstruction costs associated with the 2009 Victorian bushfires are recognised when incurred.

SUPPLIES AND SERVICES Supplies and services expenses are recognised as an expense in the reporting period in which they are incurred.

(G) OTHER ECONOMIC FLOWS INCLUDED IN NET RESULT Other economic flows measure the change in volume or value of assets or liabilities that do not result from transactions.

NET GAIN/(LOSS) ON NON-FINANCIAL ASSETS Net gain/(loss) on non-financial assets and liabilities includes realised and unrealised gains and losses from revaluations, impairments, and disposals of all physical assets and intangible assets.

DISPOSAL OF NON-FINANCIAL ASSETS Any gain or loss on the sale of non-financial assets is recognised at the date that control of the asset is passed to the buyer and is determined after deducting from the proceeds the carrying value of the asset at that time.

IMPAIRMENT OF NON-FINANCIAL ASSETS All non-current physical assets and intangible assets, except inventories and non-current physical assets held for sale, are assessed annually for indications of impairment. If there is an indication of impairment, the assets concerned are tested as to whether their carrying value exceeds their recoverable amount. Where an asset’s carrying value exceeds its recoverable amount, the difference is written off as an other economic flow except to the extent that the write-down can be debited to an asset revaluation surplus amount applicable to that class of asset. It is deemed that, in the event of the loss of an asset, the future economic benefits arising from the use of the asset will be replaced unless a specific decision to the contrary has been made. The recoverable amount for most assets is measured at the higher of depreciated replacement cost and fair value less costs to sell.

2010–2011 ANNUAL REPORT | 60 IMPAIRMENT OF FINANCIAL ASSETS The department assesses at the end of each reporting period whether there is objective evidence that a financial asset or group of financial assets is impaired. All financial assets, except those measured at fair value through profit or loss, are subject to annual review for impairment Bad and doubtful debts are assessed on a regular basis. Those bad debts considered as written off by mutual consent are classified as a transaction expense. The allowance for doubtful receivables and bad debts not written off by mutual consent are adjusted as other economic flows.

OTHER GAINS/(LOSSES) FROM OTHER ECONOMIC FLOWS Other gains/(losses) from other economic flows include the transfer of amounts from reserves and/or accumulated surplus to net result due to reclassification, and from the revaluation of the present value of the long service leave liability due to changes in bond interest rates.

(H) FINANCIAL ASSETS The financial assets held by the department include cash and deposits, and receivables. The classification depends on the purpose for which the financial assets were acquired. Management determines the classification of its financial assets at initial recognition. The department assesses at each balance sheet date whether a financial asset or group of financial assets is impaired.

CASH AND DEPOSITS Cash and deposits comprise cash on hand and cash at bank, deposits at call and short-term deposits that are held for the purpose of meeting short-term cash commitments rather than for investment purposes, and which are readily convertible to known amounts of cash and are subject to an insignificant risk of changes in value.

RECEIVABLES Receivables consist of: __statutory receivables, which include predominantly amounts owing from the Victorian Government and GST input tax credits recoverable; and __contractual receivables, which include mainly debtors in relation to goods and services. Receivables that are contractual are classified as financial instruments. Statutory receivables are not classified as financial instruments. Receivables are recognised initially at fair value and subsequently measured at amortised cost, using the effective interest method, less any allowance for impairment. Debtors are due for settlement at no more than 30 days from the date of recognition. Collectability of debtors is reviewed on an ongoing basis. A provision for doubtful debts is raised when there is objective evidence that the debts may not be collected. Bad debts are written off when identified.

(I) NON-FINANCIAL ASSETS

PREPAYMENTS Prepayments represent payments in advance of receipt of goods or services or that part of expenditure made in one accounting period covering a term extending beyond that period.

61 | FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2011 NOTE 1 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)

NON-FINANCIAL ASSETS CLASSIFIED AS HELD FOR SALE Non-financial assets classified as held for sale are measured at the lower of carrying amount and fair value less costs to sell, and are not subject to depreciation. Non-current physical assets are classified as held for sale and treated as current assets if their carrying amount will be recovered through a sale transaction rather than through continuing use. This condition is regarded as met only when the sale is highly probable and the asset is expected to be completed within one year from the date of classification.

PROPERTY, PLANT AND EQUIPMENT Property, plant and equipment are recognised initially at cost and subsequently measured at fair value less accumulated depreciation and impairment. The fair value of plant, equipment and vehicles is normally determined by reference to the asset’s depreciated replacement cost. For plant, equipment and vehicles, existing depreciated historical cost is generally a reasonable proxy for depreciated replacement cost because of the short lives of the assets concerned. Assets such as Crown land and heritage assets are measured at fair value with regard to the asset’s highest and best use after due consideration is made for any legal or constructive restrictions imposed on the asset, public announcements or commitments made in relation to the intended use of the asset. Theoretical opportunities that may be available in relation to the asset are not taken into account until it is virtually certain that the restrictions will no longer apply. The fair value of heritage assets that the State intends to preserve because of their unique historical, cultural or environmental attributes, is measured at the replacement cost of the asset less, where applicable, accumulated depreciation calculated on the basis of such cost to reflect the already consumed or expired future economic benefits of the asset and any accumulated impairment.

LEASEHOLD IMPROVEMENTS The cost of leasehold improvements is capitalised as an asset and depreciated over the remaining term of the lease or the estimated useful life of the improvements, whichever is the shorter.

NON-CURRENT PHYSICAL ASSETS CONSTRUCTED BY THE DEPARTMENT The cost of non-current physical assets constructed by the department includes the cost of all materials used in construction, direct labour on the project, and an appropriate proportion of variable and fixed overheads.

RESTRICTED NATURE OF HERITAGE ASSETS AND CROWN LAND During, and at the end of the reporting period, the department held heritage assets and Crown land (see note 8), which are deemed worthy of preservation for the social rather than financial benefits they provide to the community. Consequently there are certain limitations and restrictions imposed on their use and/or disposal.

2010–2011 ANNUAL REPORT | 62 REVALUATION OF NON-CURRENT PHYSICAL ASSETS Non-current physical assets are measured at fair value in accordance with Financial Reporting Direction 103D Non-Current Physical Assets, issued by the Minister for Finance. A full revaluation normally occurs every five years, based on the asset’s government purpose classification, but may occur more frequently if fair value assessments indicate material changes in values. Independent valuers are used to conduct these scheduled revaluations and any interim revaluations as determined in accordance with the requirements of the Financial Reporting Direction. Revaluation increments are recognised in other comprehensive income as an increase in the asset revaluation surplus, except that, to the extent that an increment reverses a revaluation decrement in respect of that class of asset previously recognised as an expense in the net result, the increment is recognised in determining the net result. Revaluation decrements are recognised immediately as expenses (other economic flows) in the net result, except that, to the extent that a credit balance exists in the asset revaluation surplus in respect of the same class of assets, they are recognised in other comprehensive income as a decrease in the asset revaluation surplus. Revaluation increases and revaluation decreases relating to individual assets within a class of property, plant and equipment are offset against one another within that class but are not offset in respect of assets in different classes.

INTANGIBLE ASSETS Intangible assets represent identifiable non-monetary assets without physical substance. Intangible produced assets are initially recognised at cost. Subsequently, intangible produced assets with finite useful lives are carried at cost less accumulated depreciation and impairment. Costs incurred subsequent to initial acquisition are capitalised when it is expected that additional future economic benefits will flow to the department. The department’s intangible produced assets comprise capitalised software development and digital databases. Costs incurred in developing systems and costs incurred in acquiring databases, software and licences that will contribute to future economic benefits are capitalised. Software development costs include only those costs directly attributable to the development phase and are only recognised following completion of technical feasibility and where the department has an intention and ability to use the asset. Other development costs that do not meet these criteria are recognised as expenses as incurred.

(J) LIABILITIES

PAYABLES Payables consist of: __contractual payables, such as accounts payable. Accounts payable represent liabilities for goods and services provided to the department prior to the end of the financial year that are unpaid, and arise when the department becomes obliged to make future payments in respect of the purchase of those goods and services; and __statutory payables, such as goods and services tax and fringe benefits tax payables.

63 | FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2011 NOTE 1 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)

Contractual payables are classified as financial instruments and categorised as financial liabilities at amortised cost. Statutory payables are recognised and measured similarly to contractual payables, but are not classified as financial instruments and not included in the category of financial liabilities at amortised cost. The amounts are unsecured and are usually paid within 30 days of recognition.

PROVISIONS Provisions are recognised when the department has a present obligation where the future sacrifice of economic benefits is probable and the amount of the provision can be measured reliably. The amount recognised as a provision is the best estimate of the consideration required to settle the present obligation at reporting date, taking into account the risks and uncertainties surrounding the obligation. Where a provision is measured using the cash flows estimated to settle the present obligation, its carrying amount is the present value of those cash flows, using a discount rate that reflects the time value of money and risks specific to the provision.

EMPLOYEE BENEFITS Provision is made for benefits accruing to employees in respect of wages and salaries, annual leave and long service leave for services rendered to the reporting date. Provisions made in respect of employee benefits expected to be settled within 12 months are measured at their nominal values, using the remuneration rate expected to apply at the time of settlement. Provisions made in respect of employee benefits which are not expected to be settled within 12 months are measured as the present value of the estimated future cash outflows to be made by the department in respect of services provided by employees up to reporting date. The liability is classified as a current liability where the department does not have an unconditional right to defer settlement for at least 12 months after the reporting date. The long service leave liability is classified as non-current where the department has an unconditional right to defer the settlement of the entitlement until the employee has completed the requisite years of service.

BORROWINGS Borrowings are recorded initially at fair value, being the cost of the borrowings, net of transaction costs. Subsequent to initial recognition, borrowings are measured at amortised cost with any difference between the initial recognised amount and the redemption value being recognised in net result over the period of the borrowings using the effective interest rate method. Fair value is determined in the manner described in note 13(f).

(K) LEASES Leases are classified as finance leases whenever the terms of the lease transfer substantially all the risks and rewards of ownership to the lessee. All other leases are classified as operating leases. Finance leases are recognised as assets and liabilities of the department at amounts equal to the fair value of the lease property or, if lower, at the present value of the minimum lease payments, each determined at the inception of the lease. The lease asset is depreciated over the shorter of the estimated useful life of the asset or the term of the lease. Lease assets held at the reporting date, being motor vehicles, are being depreciated over two to three years.

2010–2011 ANNUAL REPORT | 64 Minimum finance lease payments are apportioned between reduction of the lease liability and periodic finance charges which are calculated using the interest rate implicit in the lease and charged directly to the comprehensive operating statement. Contingent rentals associated with finance leases are recognised as an expense in the period in which they are incurred. Operating lease payments, including any contingent rentals, are recognised as an expense in the comprehensive operating statement on a straight line basis over the lease term, except where another systematic basis is more representative of the time pattern of the benefits derived from the use of the leased asset. The leased asset is not recognised in the balance sheet.

(L) GOODS AND SERVICES TAX (GST) Income, expenses and assets are recognised net of GST, unless the GST incurred is not recoverable from the Australian Taxation Office (ATO). In this case it is recognised as part of the cost of acquisition of the asset or as part of the expense. Receivables and payables are stated inclusive of the amount of GST receivable or payable. The net amount of GST recoverable from, or payable to, the ATO is included as part of receivables or payables. Cash flows are presented on a gross basis. The GST component of cash flows arising from investing and financing activities which is recoverable from, or payable to, the ATO is classified as operating cash flows.

(M) EVENTS AFTER THE REPORTING DATE Assets, liabilities, income or expenses arise from past transactions or other past events. Where the transactions result from an agreement between the Department and other parties, the transactions are only recognised when the agreement is irrevocable at or before balance date. Adjustments are made to amounts recognised in the financial statements for events which occur after the reporting date and before the date the financial statements are authorised for issue, where those events provide information about conditions which existed at the reporting date. Note disclosure is made about events between the reporting date and the date the financial statements are authorised for issue where the events relate to conditions which arose after the reporting date and which may have a material impact on the results of subsequent years.

(N) CONTRIBUTIONS BY OWNERS Additions to net assets which have been designated as contributions by owners are recognised as contributed capital. Other transfers that are in the nature of contributions or distributions have also been designated as contributions by owners. Transfers of net assets arising from administrative restructurings are treated as distributions to or contributions by owners.

(O) COMMITMENTS Commitments are disclosed at their nominal value and inclusive of the GST payable. In addition, where it is considered appropriate and provides additional relevant information to users, the net present values of significant individual projects are stated.

65 | FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2011 NOTE 1 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)

(P) CONTINGENT ASSETS AND CONTINGENT LIABILITIES Contingent assets and contingent liabilities are not recognised in the balance sheet, but are disclosed by way of a note and, if quantifiable, are measured at nominal value. Contingent assets and liabilities are presented inclusive of GST receivable or payable respectively.

(Q) ROUNDING OF AMOUNTS Amounts in the financial statements have been rounded to the nearest thousand dollars, unless otherwise shown.

(R) NEW ACCOUNTING STANDARDS AND INTERPRETATIONS As at 30 June 2011, the following standards and interpretations (applicable to the department) had been issued but were not mandatory for the 30 June 2011 reporting period. The department has not adopted, and does not intend to adopt, these standards early. AASB 9 Financial Instruments. This standard simplifies requirements for the classification and measurement of financial assets resulting from Phase 1 of the IASB’s project to replace IAS 39 Financial Instruments: Recognition and Measurement (AASB 139 Financial Instruments: Recognition and Measurement). Applicable for annual reporting periods beginning on 1 January 2013. Detail of impact is still being assessed. AASB 124 Related Party Disclosures (Dec 2009). Government-related entities have been granted partial exemption with certain disclosure requirements. Applicable for annual reporting periods beginning on 1 January 2011. Preliminary assessment suggests the impact is insignificant, however, the department is still assessing the detailed impact. AASB 1053 Application of Tiers of Australian Accounting Standards. This standard establishes a differential financial reporting framework consisting of two tiers of reporting requirements for preparing general purpose financial statements. Applicable for annual reporting periods beginning on 1 July 2013. The Victorian Government is currently considering the impacts of reduced disclosure requirements (RDRs) for certain public sector entities and has not decided if RDRs will be implemented in the Victorian public sector. AASB 2009–11 Amendments to Australian Accounting Standards arising from AASB 9 [AASB 1, 3, 4, 5, 7, 101, 102, 108, 112, 118, 121, 127, 128, 131, 132, 136, 139, 1023 and 1038 and Interpretations 10 and 12]. This standard gives effect to consequential changes arising from the issuance of AASB 9. Applicable for annual reporting periods beginning on 1 January 2013. Detail of impact is still being assessed. AASB 2009–14 Amendments to Australian Interpretation – Prepayments of a Minimum Funding Requirement [AASB Interpretation 14]. Applicable for annual reporting periods beginning on 1 January 2011. Expected to have no significant impact. AASB 2010–2 Amendments to Australian Accounting Standards arising from Reduced Disclosure Requirements. These amendments introduce reduced disclosure requirements for application by certain types of entities. Applicable for annual reporting periods beginning on 1 July 2013. The amendments do not affect financial measurement or recognition and are not expected to have any impact on financial result or position. AASB 2010–4 Further Amendments to Australian Accounting Standards arising from the Annual Improvements Project [AASB 1, AASB 7, AASB 101 & AASB 134 and Interpretation 13]. This standard makes improvements designed to enhance the clarity of standards. Applicable for annual reporting periods beginning on 1 January 2011. No significant impact on the financial statements.

2010–2011 ANNUAL REPORT | 66 AASB 2010–5 Amendments to Australian Accounting Standards [AASB 1, 3, 4, 5, 101, 107, 112, 118, 119, 121, 132, 133, 134, 137, 139, 140, 1023 & 1038 and Interpretations 112, 115, 127, 132 & 1042]. These amendments contain editorial corrections to a range of AASs, including amendments to reflect changes made to the text of IFRSs by the IASB. Applicable for annual reporting periods beginning on 1 January 2011. No significant impact on the financial statements. AASB 2010–6 Amendments to Australian Accounting Standards – Disclosures on Transfers of Financial Assets [AASB 1 & AASB 7]. This amendment adds and changes disclosure requirements relating to the transfer of financial assets, including the nature of and risks attached to the financial assets. Applicable for annual reporting periods beginning on 1 July 2011. Detail of impact is still being assessed. AASB 2010–7 Amendments to Australian Accounting Standards arising from AASB 9 (December 2010) [AASB 1, 3, 4, 5, 7, 101, 102, 108, 112, 118, 120, 121, 127, 128, 131, 132, 136, 137, 139, 1023 & 1038 and Interpretations 2, 5, 10, 12, 19 & 127]. This relates to the introduction of AASB 9 Financial Instruments. Applicable for annual reporting periods beginning on 1 January 2013. Detail of impact is still being assessed. AASB 2010–9 Amendments to Australian Accounting Standards – Severe Hyperinflation and Removal of Fixed Dates for First-time Adopters [AASB 1]. This amendment provides guidance for entities emerging from severe hyperinflation who are going to resume presenting Australian Accounting Standards financial statements or entities that are going to present Australian Accounting Standards financial statements for the first time. It provides relief for first-time adopters from having to reconstruct transactions that occurred before their date of transition to AASs. Applicable for annual reporting periods beginning on 1 July 2011. Amendment unlikely to impact on public sector entities. AASB 2011–1 Amendments to Australian Accounting Standards arising from the Trans-Tasman Convergence Project [AASB 1, AASB 5, AASB 101, AASB 107, AASB 108, AASB 121, AASB 128, AASB 132 & AASB 134 and Interpretations 2, 112 & 113]. This amendment affects multiple AASs and has the objective of increasing alignment with IFRSs and achieving harmonisation between both Australian and New Zealand standards. It achieves this by removing guidance and definitions from some Australian standards without changing their requirements. Applicable for annual reporting periods beginning on 1 July 2011. This amendment will have no significant impact on public sector bodies. AASB 2011–2 Amendments to Australian Accounting Standards arising from the Trans-Tasman Convergence Project – Reduced Disclosure Requirements [AASB 101 & AASB 1054]. The objective of this amendment is to include some additional disclosure from the Trans-Tasman Convergence Project and to reduce disclosure requirements for entities preparing general purpose financial statements under Australian Accounting Standards – Reduced Disclosure Requirements (RDRs). Applicable for annual reporting periods beginning on 1 July 2013. The Victorian Government is currently considering the impacts of RDRs and has not decided if they will be implemented in the Victorian public sector. AASB 2011–3 Amendments to Australian Accounting Standards – Orderly Adoption of Changes to the ABS GFS Manual and Related Amendments [AASB 1049]. This amends AASB 1049 to clarify the definition of the ABS GFS Manual, and to facilitate the adoption of changes to the ABS GFS Manual and related disclosures. Applicable for annual reporting periods beginning on 1 July 2012. This amendment provides clarification to users on the version of the GFS Manual to be used and what to disclose if the latest GFS Manual is not used. There will be no impact on performance measurement.

67 | FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2011 NOTE 2. DEPARTMENTAL OUTPUTS

(A) OUTPUTS AND OBJECTIVES A description of the departmental outputs during the year ended 30 June 2011, and the objective of these outputs, is summarised below.

STRATEGIC POLICY ADVICE AND SUPPORT OUTPUTS These outputs provide advice and support to the Premier and Cabinet on all aspects of policy, including the Government’s medium term strategic directions. This involves advice on issues as they arise, policy coordination and analysis, consultation with key internal and external stakeholders and leadership in long-term policy development and research. These outputs contribute to all departmental objectives by providing quality advice and support across a broad range of policy issues.

PUBLIC SECTOR MANAGEMENT, GOVERNANCE AND SUPPORT OUTPUTS These outputs relate to the provision of independent services that aim to ensure the effective management, governance and support of the public sector. These outputs contribute to building trust in government through high standards of integrity, accountability and transparency.

MULTICULTURAL AFFAIRS OUTPUT This output contributes to the provision of world class services to Victoria’s unique culturally, linguistically and religiously diverse community in a culturally sensitive and appropriate manner. It promotes a united, socially cohesive community with shared laws, values, aspirations and responsibilities within which all Victorians have the freedom and opportunity to participate and contribute to the social, cultural, economic and political life of Victoria.

ARTS AND CULTURAL DEVELOPMENT OUTPUTS These outputs contribute to the development of the Victorian arts and cultural sector through the provision of industry assistance programs, infrastructure development and policy advice. These outputs contribute to fostering vibrant communities and building a stronger Victorian economy with expanded opportunity.

(B) CHANGES TO OUTPUTS AND OUTPUT GROUPS The department did not made any changes to its output structure for 2010–11.

2010–2011 ANNUAL REPORT | 68 STRATEGIC POLICY ADVICE PUBLIC SECTOR MANAGEMENT, MULTICULTURAL ARTS AND CULTURAL DEPARTMENTAL AND PROJECTS * GOVERNANCE AND SUPPORT AFFAIRS DEVELOPMENT TOTAL 2011 2010 2011 2010 2011 2010 2011 2010 2011 2010 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000

CONTROLLED INCOME AND EXPENSES FOR THE YEAR ENDED 30 JUNE 2011 INCOME FROM TRANSACTIONS

Output appropriations 122,768 152,212 34,831 34,381 12,639 13,417 374,370 358,077 544,608 558,087

Special appropriations 6,911 5,880 860 818 7,771 6,698

Interest 336 263 1 1 337 264

Grants income 1,506 2,236 - 111 8,335 7,793 8,451 10,140

Other income 5,770 9,340 - 139 4,916 2,012 810 783 10,816 12,274 TOTAL INCOME 137,291 169,931 35,691 35,338 17,555 15,540 381,446 366,654 571,983 587,463 FROM TRANSACTIONS

EXPENSES FROM TRANSACTIONS

Employee benefits 74,045 72,025 8,962 8,208 3,745 3,350 14,540 13,245 101,292 96,828

Depreciation 2,641 2,247 779 761 33 33 9,949 10,140 13,402 13,181

Finance lease interest 88 122 14 17 2 3 5 10 109 152 Resources provided 3,218 - 3,218 - free of charge Grants expense 20,432 18,892 19,230 18,809 11,505 10,446 316,535 301,194 367,702 349,341

Capital asset charge 657 737 2,935 2,867 11 11 9,456 9,334 13,059 12,949

Bushfire clean up costs - 24,684 - 24,684

Supplies and services 38,432 47,622 4,325 4,330 1,954 2,325 11,106 10,493 55,817 64,770 TOTAL EXPENSES 139,513 166,329 36,245 34,992 17,250 16,168 361,591 344,416 554,599 561,905 FROM TRANSACTIONS NET RESULT FROM (2,222) 3,602 (554) 346 305 (628) 19,855 22,238 17,384 25,558 TRANSACTIONS

OTHER ECONOMIC FLOWS INCLUDED IN NET RESULT Net gain/(loss) on disposal of property, 18 (39) 5 2 3 9 (5) (6) 21 (34) plant and equipment Net gain/(loss) arising from revaluation 12 (24) 2 - 1 (1) 3 (1) 18 (26) of long service leave liability TOTAL OTHER ECONOMIC FLOWS 30 (63) 7 2 4 8 (2) (7) 39 (60) INCLUDED IN NET RESULT COMPREHENSIVE (2,192) 3,539 (547) 348 309 (620) 19,853 22,231 17,423 25,498 RESULT

CONTROLLED ASSETS AND LIABILITIES AS AT 30 JUNE 2011

ASSETS

Financial assets 102,802 97,358 115 85 24 72 652 851 103,593 98,366

Non-financial assets 9,606 17,637 89,778 88,899 102 129 420,203 424,247 519,689 530,912

TOTAL ASSETS 112,408 114,995 89,893 88,984 126 201 420,855 425,098 623,282 629,278

LIABILITIES

TOTAL LIABILITIES 25,058 32,365 2,941 2,723 1,015 1,452 6,849 13,042 35,863 49,582

NET ASSETS 87,350 82,630 86,952 86,261 (889) (1,251) 414,006 412,056 587,419 579,696

* Includes the operations of the Victorian Bushfire Reconstruction and Recovery Authority.

69 | FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2011 NOTE 3. INCOME FROM TRANSACTIONS

2011 2010 $’000 $’000 INCOME FROM TRANSACTIONS INCLUDES:

(A) INTEREST

Interest on deposits 337 264

TOTAL INTEREST 337 264

(B) GRANTS

Grants from other Victorian Government entities 8,067 9,898

Other grants 384 242

TOTAL GRANTS 8,451 10,140

(C) OTHER INCOME

Provision of services 4,303 5,340

Resources received free of charge 185 811

Other 6,328 6,123

TOTAL OTHER INCOME 10,816 12,274

2010–2011 ANNUAL REPORT | 70 NOTE 4. SUMMARY OF COMPLIANCE WITH ANNUAL PARLIAMENTARY AND SPECIAL APPROPRIATIONS

(A) SUMMARY OF COMPLIANCE WITH ANNUAL PARLIAMENTARY APPROPRIATIONS The following table discloses the details of the various Parliamentary appropriations received by the department for the year.

APPROPRIATION ACT ANNUAL APPROPRIATIONS ADVANCE FROM TREASURER – AS PUBLISHED $’000 $’000 2011 2010 2011 2010 CONTROLLED

Provision of outputs 521,345 526,831 13,160 43,373

Additions to net asset base 43,948 20,728

ADMINISTERED

Payments made on behalf of the State - 40,000

TOTAL 565,293 587,559 13,160 43,373

FINANCIAL MANAGEMENT ACT 1994 SECTION 29 SECTION 30 SECTION 32 $’000 $’000 $’000 2011 2010 2011 2010 2011 2010 CONTROLLED

Provision of outputs 836 883 9,286 (2,037) 9,135 -

Additions to net asset base (9,286) 2,037 2,518 754

ADMINISTERED

Payments made on behalf of the State 9,259 -

TOTAL 836 883 - - 20,912 754

TOTAL PARLIAMENTARY AUTHORITY APPROPRIATIONS APPLIED VARIANCE $’000 $’000 $’000 2011 2010 2011 2010 2011 2010 CONTROLLED

Provision of outputs 553,762 569,050 544,608 558,087 9,154 10,963

Additions to net asset base 37,180 23,519 37,180 15,740 - 7,779

ADMINISTERED

Payments made on behalf of the State 9,259 40,000 4,441 30,741 4,818 9,259

TOTAL 600,201 632,569 586,229 604, 568 13,972 28,001

Explanation of variances between annual parliamentary appropriations and appropriations applied – year ended 30 June 2011.

PROVISION OF OUTPUTS $9.2 million has been carried over to 2011–12, with respect to various projects not completed as expected in 2010–11, including initiatives such as the Victorian Multicultural Commission Cultural Precincts and Community Infrastructure Project.

PAYMENTS MADE ON BEHALF OF THE STATE $4.8 million of appropriation approved for the Victorian Bushfires Royal Commission was not required.

71 | FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2011 NOTE 4. SUMMARY OF COMPLIANCE WITH ANNUAL PARLIAMENTARY AND SPECIAL APPROPRIATIONS (CONTINUED)

(B) SUMMARY OF COMPLIANCE WITH SPECIAL APPROPRIATIONS APPROPRIATIONS APPLIED 2011 2010 $’000 $’000 AUTHORITY PURPOSE Constitution Act, No. 8750 of 1975 – Executive Council Salary for Clerk of the Executive Council 50 50 – running expenses Constitution Act, No. 8750 of 1975 – Governor’s Salary Salary payments to the Governor of Victoria 393 362

Parliamentary Salaries and Superannuation Act, Payment of Ministers’ salaries and allowances 6,861 5,830 No. 7723 of 1968 Ombudsman Act, No. 8414 of 1973 Salary and allowances payable to 467 456 Ombudsman 7,771 6,698

(C) ANNOTATED RECEIPTS AGREEMENTS Section 29 annotated receipts agreements included in the financial statements are:

2011 2010 $’000 $’000

User charges or sales of goods and services 836 883

836 883

2010–2011 ANNUAL REPORT | 72 NOTE 5. EXPENSES FROM TRANSACTIONS

Expenses from transactions includes:

2011 2010 $’000 $’000 EMPLOYEE BENEFITS

Salaries and wages 82,758 76,687

Superannuation – defined contribution plans 5,605 5,925

Superannuation – defined benefits expense 634 634

Annual and long service leave expense 6,402 8,500

On-costs 5,893 5,082

TOTAL EMPLOYEE BENEFITS 101,292 96,828

DEPRECIATION

Buildings (including heritage buildings) 7,633 7,320

Office and computer equipment 1,623 1,597

Motor vehicles 1 2

Motor vehicles under finance lease 737 766

Other heritage assets 2,022 2,013

Intangible assets 1,386 1,483

TOTAL DEPRECIATION 13,402 13,181

GRANTS EXPENSE

Arts grants 315,015 300,744

Other Victorian Government entities 31,178 29,164

Other 21,509 19,433

TOTAL GRANTS EXPENSE 367,702 349,341

RENTAL EXPENSE RELATING TO OPERATING LEASES

Minimum lease payments 6,201 6,961

NOTE 6. CASH AND DEPOSITS

2011 2010 $’000 $’000 Cash at bank and on hand 4 4

Funds held in trust 6,065 7,883

Short–term deposits 7,304 7,031

13,373 14,918

73 | FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2011 NOTE 7. RECEIVABLES

2011 2010 $’000 $’000 CURRENT:

CONTRACTUAL

Debtors 6,886 3,211

6,886 3,211

STATUTORY

Amounts owing from Victorian Government * 79,087 74,557

GST recoverable 2,407 3,218

81,494 77,775

TOTAL CURRENT RECEIVABLES 88,380 80,986

NON-CURRENT:

STATUTORY

Amounts owing from Victorian Government * 1,840 2,462

TOTAL NON-CURRENT RECEIVABLES 1,840 2,462

TOTAL RECEIVABLES 90,220 83,448

* Represents balance of appropriations relating to expenses incurred in the provision of outputs and for additions to the net asset base, for which payments had not been disbursed at balance date, and accordingly had not been drawn from the Consolidated Fund.

2010–2011 ANNUAL REPORT | 74 NOTE 8. PROPERTY, PLANT AND EQUIPMENT

2011 2010 $’000 $’000 LAND

At independent valuation 2007 (i), (ii) 129,464 129,464

At cost 15,000 400

TOTAL LAND 144,464 129,864

BUILDINGS (INCLUDING HERITAGE BUILDINGS)

At independent valuation 2007 (i), (ii) 90,635 90,635

At cost 95,063 101,433

Less: accumulated depreciation (22,649) (16,518)

163,049 175,550

Construction in progress – at cost 4,805 15,435

TOTAL BUILDINGS (INCLUDING HERITAGE BUILDINGS) 167,854 190,985

PLANT AND EQUIPMENT

Office and computer equipment – at cost 20,138 19,570

Less: accumulated depreciation (16,002) (15,036)

4,136 4,534

WORKS IN PROGRESS – AT COST 13 4,107

Motor vehicles – at cost 120 150

Less: accumulated depreciation (118) (147)

2 3

Motor vehicles under finance lease 2,649 3,130

Less: accumulated depreciation (701) (806)

1,948 2,324

TOTAL PLANT AND EQUIPMENT 6,099 10,968

OTHER HERITAGE ASSETS

At independent valuation 2007 (ii), (iii) 200,169 200,169

At independent valuation 2004 (iv) 1,175 1,175

At cost 906 388

Less: accumulated depreciation (8,092) (6,070)

TOTAL OTHER HERITAGE ASSETS 194,158 195,662

TOTAL PROPERTY, PLANT AND EQUIPMENT 512,575 527,479

VALUATIONS The basis of valuation of land, buildings and heritage assets adopted is fair value, being the depreciated current replacement cost of an asset’s remaining future economic benefits. The latest revaluations were based on independent assessments. (i) Land, buildings and heritage buildings controlled by Arts Victoria were valued as at 30 June 2007 by ValueIt Pty. Ltd., with the exception of the land and buildings occupied by the Public Record Office Victoria, which were valued by Urbis JHD. (ii) Land, heritage buildings and other heritage assets at Government House were valued as at 30 June 2007 by Rushton Group. (iii) The public records held by the Public Record Office Victoria were valued as at 30 June 2007 by Dominion Group. (iv) Other heritage assets controlled by Arts Victoria were valued as at 30 June 2004 by Dominion Group.

75 | FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2011 NOTE 8. PROPERTY, PLANT AND EQUIPMENT (CONTINUED)

RECONCILIATIONS OF CARRYING AMOUNTS Reconciliations of the carrying amounts of each class of property, plant and equipment at the beginning and end of the year are set out below.

LAND BUILDINGS BUILDING OFFICE AND PLANT AND MOTOR MOTOR OTHER TOTAL CONSTRUCTION COMPUTER EQUIPMENT VEHICLES VEHICLES HERITAGE IN PROGRESS EQUIPMENT WORK IN UNDER ASSETS PROGRESS FINANCE LEASE $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 2011

CARRYING AMOUNT 129,864 175,550 15,435 4,534 4,107 3 2,324 195,662 527,479 AT START OF YEAR Additions 1,839 47,431 80 83 2,011 218 51,662

Disposals (22) (1,650) (1,672)

Transfers 770 (1,550) 1,194 (714) 300 - between classes Transfers to (3,463) (3,463) intangible assets Net transfers (3,036) 1 (3,035) free of charge Net transfers through 14,600 (4,441) (56,511) (28) (46,380) contributed capital Depreciation (7,633) (1,623) (1) (737) (2,022) (12,016) expense (note 5) CARRYING AMOUNT 144,464 163,049 4,805 4,136 13 2 1,948 194,158 512,575 AT END OF YEAR

2010

CARRYING AMOUNT 129,464 173,352 1,601 5,561 3,731 5 2,219 197,523 513,456 AT START OF YEAR Additions 400 4,426 18,370 600 386 1,850 152 26,184

Disposals (40) (979) (1,019)

Transfers 4,536 (4,536) 10 (10) - between classes Net transfers 556 556 free of charge Depreciation (7,320) (1,597) (2) (766) (2,013) (11,698) expense (note 5) CARRYING AMOUNT 129,864 175,550 15,435 4,534 4,107 3 2,324 195,662 527,479 AT END OF YEAR

ASSETS SUBJECT TO RESTRICTIONS ON USE The department has $241 million worth of property listed as heritage assets. These assets generally cannot be modified or disposed of unless Ministerial approval is obtained.

2010–2011 ANNUAL REPORT | 76 NOTE 9. INTANGIBLE ASSETS

2011 2010 $’000 $’000

Capitalised software development – at cost 12,963 9,382

Less: accumulated depreciation (7,994) (6,605)

4,969 2,777

Carrying value at start of year 2,777 4,171

Additions 115 89

Transfers from plant and equipment 3,463 -

Depreciation expense (1,386) (1,483)

CARRYING VALUE AT END OF YEAR 4,969 2,777

The depreciation of intangible produced assets is included in the item “Depreciation” in the comprehensive operating statement.

NOTE 10. PAYABLES

2011 2010 $’000 $’000 CURRENT:

CONTRACTUAL

Creditors and accruals 16,249 26,455

STATUTORY

Amounts payable to other government agencies 3,185 2,493

TOTAL PAYABLES 19,434 28,948

Note 13 discloses the maturity analysis of contractual payables and the nature and extent of risks arising from contractual payables.

77 | FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2011 NOTE 11. PROVISIONS

2011 2010 $’000 $’000 CURRENT:

EMPLOYEE BENEFITS

Annual leave 5,187 5,971

Long service leave – expected to be paid within 12 months 828 800

Long service leave – expected to be paid after 12 months 5,749 7,880

Performance bonus 694 897

Restoration costs 112 112

12,570 15,660

NON-CURRENT:

EMPLOYEE BENEFITS

Long service leave 1,840 2,462

TOTAL PROVISIONS 14,410 18,122

2010–2011 ANNUAL REPORT | 78 NOTE 12. BORROWINGS

2011 2010 $’000 $’000 SECURED

CURRENT:

Lease liabilities (note 14) 1,095 1,351

NON-CURRENT:

Lease liabilities (note 14) 924 1,161

TOTAL BORROWINGS 2,019 2,512

Lease liabilities are effectively secured as the rights to the leased assets revert to the lessor in the event of default.

ASSETS PLEDGED AS SECURITY

The carrying amounts of non-current assets pledged as security are:

MOTOR VEHICLES UNDER FINANCE LEASE 1,948 2,324

Note 13 discloses the maturity analysis of borrowings and the nature and extent of risks arising from borrowings.

79 | FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2011 NOTE 13. FINANCIAL INSTRUMENTS

(A) SIGNIFICANT ACCOUNTING POLICIES Details of the significant accounting policies and methods adopted, including the criteria for recognition, the basis of measurement, and the basis on which income and expenses are recognised, with respect to each class of financial asset, financial liability and equity instrument are disclosed in note 1.

(B) CATEGORISATION OF FINANCIAL INSTRUMENTS Carrying amount of financial instruments by category:

2011 2010 $’000 $’000 FINANCIAL ASSETS NOTE CATEGORY

Cash and deposits 6 Cash 13,373 14,918

Receivables * 7 Loans and receivables 6,886 3,211

20,259 18,129

FINANCIAL LIABILITIES NOTE CATEGORY

Payables * 10 Financial liabilities measured at amortised cost 16,249 26,455

Borrowings 12 Financial liabilities measured at amortised cost 2,019 2,512

18,268 28,967

Net holding gain/(loss) on financial instruments by category: 2011 2010 $’000 $’000 FINANCIAL ASSETS CATEGORY

Cash and deposits Cash 337 264

Receivables * Loans and receivables - -

337 264

FINANCIAL LIABILITIES

Payables * Financial liabilities measured at amortised cost - -

Borrowings Financial liabilities measured at amortised cost (109) (152)

(109) (152)

* Receivables and payables disclosed here exclude statutory receivables (i.e. amounts receivable from government departments and GST recoverable) and statutory payables (i.e. amounts payable to other government agencies).

The net holding gains or losses disclosed above are determined as follows: __For cash and deposits, and receivables, the net gain or loss is calculated by taking the interest revenue minus any impairment recognised in the net result; and __For financial liabilities measured at amortised cost, the net gain or loss is the related interest expense.

(C) CREDIT RISK Credit risk arises from the financial assets of the department, which comprise cash and cash equivalents, and trade and other receivables. The department’s exposure to credit risk arises from the potential default of counter parties on their contractual obligations, resulting in financial loss to the department. Credit risk is measured at fair value and is monitored on a regular basis.

2010–2011 ANNUAL REPORT | 80 Credit risk associated with the department’s financial assets is minimal because the main debtor is the Victorian Government. For debtors other than the Government, it is the department’s policy to only deal with entities with high credit ratings and to obtain sufficient collateral or credit enhancements where appropriate. Credit risk in relation to receivables is also monitored by management by reviewing the ageing of receivables on a monthly basis. The department does not have any significant credit risk exposure to any single counterparty or any group of counterparties having similar characteristics. In addition, the department does not engage in hedging for its financial assets and mainly obtains financial assets that are on fixed interest. Provision for impairment of financial assets is calculated based on past experience. The carrying amount of financial assets recorded in the financial statements, net of any allowances for losses, represents the department’s maximum exposure to credit risk without taking account of the value of any collateral obtained.

FINANCIAL ASSETS THAT ARE EITHER PAST DUE OR IMPAIRED: As at the reporting date, there is no event to indicate that any of the financial assets were impaired. There are no financial assets that have had their terms renegotiated so as to prevent them from being past due or impaired, and they are stated at the carrying amounts as indicated. There are no financial assets that are past due but not impaired.

(D) LIQUIDITY RISK Liquidity risk arises when the department is unable to meet its financial obligations as they fall due. The department operates under the Victorian Government’s fair payments policy of settling financial obligations within 30 days and, in the event of a dispute, making payments within 30 days from the date of resolution. The department’s exposure to liquidity risk is deemed insignificant based on prior periods’ data and current assessment of risk. Maximum exposure to liquidity risk is the carrying amounts of financial liabilities. The following table discloses the contractual maturity analysis for the department’s financial liabilities: MATURITY DATES

CARRYING NOMINAL LESS THAN 1–3 MONTHS 3 MONTHS–1 1–5 YEARS GREATER AMOUNT AMOUNT 1 MONTH YEAR THAN 5 YEARS $’000 $’000 $’000 $’000 $’000 $’000 $’000 2011

Payables 16,249 16,249 16,249 - - -

Finance lease liabilities 2,019 2,151 207 223 755 966

18,268 18,400 16,456 223 755 966 -

2010

Payables 26,455 26,455 26,455 - - -

Finance lease liabilities 2,512 2,676 121 363 975 1,217

28,967 29,131 26,576 363 975 1,217 -

The amounts disclosed are the contractual undiscounted cash flows of each class of financial liabilities.

81 | FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2011 NOTE 13. FINANCIAL INSTRUMENTS (CONTINUED)

(E) MARKET RISK The department’s exposure to market risk is primarily through interest rate risk. The department has no exposure to foreign currency and other price risks. Objectives, policies and processes used to manage each of these risks are disclosed in the paragraphs below.

INTEREST RATE RISK Exposure to interest rate risk is insignificant and may arise primarily through the department’s cash deposits and borrowings. The department manages this risk by mainly undertaking fixed rate or non-interest bearing instruments with only minimal amounts at floating rate. The only interest bearing liabilities are the motor vehicle lease liabilities, with respect to which the interest rate is fixed for the term of the lease. The department’s exposure to interest rate risk is set out below:

INTEREST RATE EXPOSURE OF FINANCIAL INSTRUMENTS INTEREST RATE EXPOSURE

WEIGHTED AVERAGE CARRYING FIXED VARIABLE NON-INTEREST EFFECTIVE INTEREST RATE AMOUNT INTEREST RATE INTEREST RATE BEARING % $’000 $’000 $’000 $’000 2011

FINANCIAL ASSETS

Cash 4.7 13,373 6,000 1,304 6,069

Receivables - 6,886 6,886

20,259 6,000 1,304 12,955

FINANCIAL LIABILITIES

Payables - 16,249 16,249

Finance lease liabilities 6.5 2,019 2,019

18,268 2,019 - 16,249

2010

FINANCIAL ASSETS

Cash 3.7 14,918 6,000 1,031 7,887

Receivables - 3,211 3,211

18,129 6,000 1,031 11,098

FINANCIAL LIABILITIES

Payables - 26,455 26,455

Finance lease liabilities 6.5 2,512 2,512

28,967 2,512 - 26,455

2010–2011 ANNUAL REPORT | 82 SENSITIVITY DISCLOSURE ANALYSIS Taking into account past performance, future expectations, economic forecasts, and management’s knowledge and experience of the financial markets, the department believes movements in the range of +1.0 per cent and -1.0 per cent in market interest rates (AUD) from year-end rates is reasonably possible over the next 12 months. The impact on the net operating result and equity for each affected category (see note 13(b)) of financial instruments held by the department at year end as presented to key management personnel, if the above movements were to occur, was minimal in both 2011 and 2010.

(F) FAIR VALUE The carrying amount of financial assets and financial liabilities recorded in the financial statements approximates their fair values. The fair values of financial assets and financial liabilities are determined as follows: __the fair value of financial assets and financial liabilities with standard terms and conditions and traded on active liquid markets are determined with reference to quoted market prices; and __the fair value of other financial assets and financial liabilities are determined in accordance with generally accepted pricing models based on discounted cash flow analysis. None of the classes of financial assets and liabilities are readily traded on organised markets in standardised form.

83 | FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2011 NOTE 14. COMMITMENTS FOR EXPENDITURE

2011 2010 $’000 $’000 CAPITAL COMMITMENTS Commitments for the development of buildings contracted for at the reporting date but not recognised as liabilities, payable: Within one year - 182

In addition, the department is incurring capital expenditure on the Southbank Cultural Precinct Redevelopment, on behalf of the Victorian Arts Centre Trust. The project manager, Major Projects Victoria, is committed to contracts totalling $64.8m (including GST) as at 30 June 2011.

OUTSOURCING COMMITMENTS

Commitments under outsourcing contracts for human resources services, payable:

Within one year 774 952

Later than one year but not later than five years 766 -

1,540 952

In addition, the outsourcing of information technology services is subject to an open-ended memorandum of understanding with an annual cost to the department of $3,300,000.

OPERATING LEASE COMMITMENTS Commitments for minimum lease payments in relation to non-cancellable operating leases, not recognised as liabilities, are payable as follows: Within one year 2,895 2,302

Later than one year but not later than five years 793 1,587

3,688 3,889

FINANCE LEASE LIABILITIES

Commitments in relation to finance leases are payable as follows:

Within one year 1,185 1,459

Later than one year but not later than five years 966 1,217

MINIMUM LEASE PAYMENTS 2,151 2,676

Less: future finance charges (132) (164)

TOTAL LEASE LIABILITIES 2,019 2,512

Shown in the financial statements as:

Current (note 12) 1,095 1,351

Non-current (note 12) 924 1,161

2,019 2,512

2010–2011 ANNUAL REPORT | 84 NOTE 15. CONTINGENT LIABILITIES AND CONTINGENT ASSETS

There were no contingent liabilities or contingent assets for the Department of Premier and Cabinet at 30 June 2011 or 30 June 2010.

NOTE 16. RESPONSIBLE PERSONS

The persons who held the positions of Ministers and Accountable Officer in the department (from 1 July 2010 to 30 June 2011 unless otherwise stated) were as follows:

The Hon Ted Baillieu MP Premier and Minister for the Arts (from 2 December 2010)

Minister for Multicultural Affairs and The Hon Nicholas Kotsiras MP Citizenship (from 2 December 2010)

The Hon John Brumby MP Premier (to 1 December 2010)

The Hon Peter Batchelor MP Minister for the Arts (to 1 December 2010)

Helen Silver Secretary

The Hon Peter Ryan acted in the office of the Premier and Minister for the Arts in the absence of the Hon Ted Baillieu. The Hon Louise Asher acted in the office of Minister for Multicultural Affairs and Citizenship during the absence of the Hon Nicholas Kotsiras. The Hon Rob Hulls acted in the office of the Premier during absences of the Hon John Brumby. Philip Reed and Pradeep Philip acted in the office of Secretary during absences of Helen Silver.

85 | FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2011 NOTE 16. RESPONSIBLE PERSONS (CONTINUED)

REMUNERATION Remuneration received or receivable by the Premier of Victoria and the Secretary of the department in connection with the management of the department during the reporting period was in the income bands in the table below.

REMUNERATION RANGE 2011 NO. 2010 NO.

$590,000 – $599,999 1 -

$570,000 – $579,999 - 1

$330,000 – $339,999 - 1

$200,000 – $209,999 1 -

$140,000 – $149,999 1 -

Total remuneration paid in the reporting period was $941,000. Amounts relating to the acting Accountable Officer are reported in “Remuneration of executives” (note 17).

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

REMUNERATION OF MINISTERS Remuneration in the form of salaries and allowances received or receivable under the Parliamentary Salaries and Superannuation Act 1968 by Ministers during the year, and paid by the department, is as follows:

OFFICE HELD REMUNERATION RANGE 2011 NO. 2010 NO.

Premier $330,000 – $339,999 - 1

“ $200,000 – $209,999 1 -

“ $140,000 – $149,999 1 -

Deputy Premier $280,000 – $289,999 - 1

“ $200,000 – $209,999 1 -

“ $120,000 – $129,999 1 -

Ministers of the Crown $310,000 – $319,999 - 1

“ $300,000 – $309,999 - 2

“ $270,000 – $279,999 - 3

“ $260,000 – $269,999 - 11

“ $180,000 – $189,999 8 -

“ $160,000 – $169,999 12 -

“ $140,000 – $149,999 - 1

“ $130,000 – $139,999 3 -

“ $120,000 – $129,999 4 -

“ $110,000 – $119,999 11 1

Total remuneration paid in the reporting period was $6,353,000, compared with $5,595,000 paid in 2009–10.

2010–2011 ANNUAL REPORT | 86 NOTE 17. REMUNERATION OF EXECUTIVES

The number of executive officers, other than Ministers and the Accountable Officer, whose total remuneration exceeded $100,000 during the reporting period and in 2010–11, are shown in the first two columns of 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.

TOTAL REMUNERATION BASE REMUNERATION

2011 NO. 2010 NO. 2011 NO. 2010 NO.

INCOME BAND

$360,000 – $369,999 1 1

$340,000 – $349,999 1 1

$310,000 – $319,999 - 2

$290,000 – $299,999 1 -

$280,000 – $289,999 3 - 1 1

$260,000 – $269,999 1 1 3 1

$240,000 – $249,999 2 2 1 1

$230,000 – $239,999 1 5 - 2

$220,000 – $229,999 1 2 3 3

$210,000 – $219,999 2 1 1 3

$200,000 – $209,999 2 1

$190,000 – $199,999 3 2 2 1

$180,000 – $189,999 7 7 2 5

$170,000 – $179,999 1 4 7 2

$160,000 – $169,999 6 3 6 6

$150,000 – $159,999 4 1 4 4

$140,000 – $149,999 1 3 4 2

$130,000 – $139,999 3 1 1 4

$120,000 – $129,999 1 - 2 -

$110,000 – $119,999 1 3 - 1

$100,000 – $109,999 3 2 4 2

$90,000 – $99,999 - 1

$80,000 – $89,999 - 1

$70,000 – $79,999 2 -

TOTAL NUMBERS 44 41 44 41

TOTAL AMOUNT ($’000) 8,334 7,952 7,649 7,372

The above table should be read in conjunction with the reconciliation of executive numbers included in the annual report. A number of executives received bonus payments during the year. Executive officer contracts provide for an annual bonus payment and these are included where applicable in the various total remuneration bands.

87 | FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2011 NOTE 18. REMUNERATION OF AUDITORS

2011 2010 $’000 $’000 AUDIT FEES PAID OR PAYABLE TO THE VICTORIAN AUDITOR-GENERAL’S OFFICE AUDIT OF THE ANNUAL FINANCIAL STATEMENTS 79 78

No other services were provided by the Victorian-Auditor-General’s Office.

NOTE 19. SUPERANNUATION

Employees of the department are entitled to receive superannuation benefits and the department contributes to both defined benefit and defined contribution plans. The defined benefit plans provide benefits based on years of service and final average salary. The department does not recognise any defined benefit liability in respect of the plans because the department has no legal or constructive obligation to pay future benefits relating to its employees; its only obligation is to pay superannuation contributions as they fall due. The Department of Treasury and Finance recognises and discloses the State’s defined benefit liabilities as an administered item in its financial statements. However, superannuation contributions for the period are included as part of employee benefit costs in the comprehensive operating statement of the department. The department made contributions to the following major superannuation funds during the year:

Defined benefit funds Emergency Services and State Super _Revised Scheme _New Scheme _State Employees Retirement Benefit Scheme _Transport Scheme

Accumulation funds VicSuper ESS Super

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 funds. The bases for contributions are determined by the various schemes.

2010–2011 ANNUAL REPORT | 88 NOTE 20. RECONCILIATION OF NET RESULT TO NET CASH FLOWS FROM OPERATING ACTIVITIES

2011 2010 $’000 $’000 NET RESULT 17,423 25,498

NON-CASH MOVEMENTS

Depreciation 13,402 13,181

(Profit)/loss on disposal of non-current assets (21) 34

Net transfers free of charge 3,050 (556)

MOVEMENTS IN ASSETS AND LIABILITIES

(Increase)/decrease in receivables (6,686) (3,457)

(Increase)/decrease in other operating assets (1,616) 108

Increase/(decrease) in payables (9,607) (22,800)

Increase/(decrease) in provisions (3,712) 2,479

NET CASH FLOWS FROM OPERATING ACTIVITIES 12,233 14,487

NOTE 21. NON-CASH FINANCING AND INVESTING ACTIVITIES

During the reporting period, motor vehicles with a fair value of $2,011,000 (2010 – $1,850,000) were acquired by means of finance leases. During the reporting period, assets amounting to $3,218,000 (2010 – nil) were recognised in the comprehensive operating statement as resources transferred free of charge from the department to other entities. Asset transfers amounting to $183,000 (2010 – $556,000) were recognised in the comprehensive operating statement as resources received free of charge from other entities.

89 | FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2011 NOTE 22. ADMINISTERED ITEMS

ACTIVITIES ADMINISTERED BY THE DEPARTMENT In addition to the specific departmental operations which are included in the balance sheet, comprehensive operating statement and cash flow statement, the department administers or manages activities on behalf of the State. The transactions relating to these State activities are reported as administered in this note. These activities include the operations of the Victorian Bushfires Royal Commission, in addition to the recording of minor revenue from royalties, rental and sundry sales, and certain activities of the Victorian Bushfires Reconstruction and Recovery Authority (refer below). Administered transactions give rise to income, expenses, assets and liabilities and are determined on an accrual basis.

2011 2010 ADMINISTERED INCOME FROM TRANSACTIONS $’000 $’000 Payment on behalf of the state appropriations 4,441 30,741

Contributions received in trust * 8,215 -

Sale of goods and services 71 371

Royalties revenue 199 310

Other income 375 1,630

Payments into the Consolidated Fund (1,030) (2,261)

TOTAL ADMINISTERED INCOME FROM TRANSACTIONS 12,271 30,791

ADMINISTERED EXPENSES FROM TRANSACTIONS

Employee benefits 258 3,014

Supplies and services 3,134 18,769

Depreciation 829 2,122

Assets provided free of charge * 8,769 -

TOTAL ADMINISTERED EXPENSES FROM TRANSACTIONS 12,990 23,905

ADMINISTERED NET RESULT FROM TRANSACTIONS (719) 6,886

OTHER ECONOMIC FLOWS INCLUDED IN NET RESULT

Net gains/(losses) on non-financial assets - 2

Other gains/(losses) on other economic flows - (1)

TOTAL OTHER ECONOMIC FLOWS INCLUDED IN NET RESULT - 1

ADMINISTERED COMPREHENSIVE RESULT (719) 6,887

ADMINISTERED ASSETS

FINANCIAL ASSETS

Cash on hand - 1

Amounts owing from Victorian Government - 1,161

Other receivables 218 188

NON-FINANCIAL ASSETS

Property, plant and equipment - 1,415

TOTAL ADMINISTERED ASSETS 218 2,765

ADMINISTERED LIABILITIES

Amounts owing to Victorian Government 149 -

Creditors and accruals - 1,123

Borrowings - 32 Provisions - 822

TOTAL ADMINISTERED LIABILITIES 149 1,977

ADMINISTERED NET ASSETS 69 788

* The Victorian Bushfires Reconstruction and Recovery Authority received payments (in trust) from the Victorian Bushfires Appeal Fund to fund reconstruction projects on behalf of the Murrindindi Shire Council. Upon completion, these projects were delivered to the Council and recorded as “assets provided free of charge”.

2010–2011 ANNUAL REPORT | 90 NOTE 23. TRUST ACCOUNT BALANCES

Net assets of trust accounts included in the financial statements are:

2011 2010 $’000 $’000 CONTROLLED TRUSTS

Arts Fund 1,267 1,562

Australia Day Committee Victoria Trust 251 287

Departmental Suspense Account 735 585

Master Agencies Media Services Trust 7,640 7,190

Treasury Trust 3,441 5,355

Vehicle Lease Trust - -

Victoria Commissions Trust - 63

Yarra Precinct Arts Integration Project Trust - -

ADMINISTERED TRUSTS

Public Service Commuter Club - -

During the reporting period the Victoria Commissions Trust and the Yarra Precinct Arts Integration Project Trust accounts were closed. There were no trust accounts opened during the reporting period.

91 | FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2011 NOTE 24. GLOSSARY OF TERMS

COMPREHENSIVE RESULT Total comprehensive result is the change in equity for the period other than changes arising from transactions with owners. It is the aggregate of net result and other non-owner changes in equity.

CAPITAL ASSET CHARGE The capital asset charge represents the opportunity cost of capital invested in the non-current physical assets used in the provision of outputs.

COMMITMENTS Commitments include those operating, capital and other outsourcing commitments arising from non-cancellable contractual or statutory sources.

DEPRECIATION Depreciation is an expense that arises from the consumption through wear or time of a produced physical or intangible asset. This expense is classified as a transaction and so reduces the net result from transactions.

EMPLOYEE BENEFITS EXPENSES Employee benefits expenses include all costs related to employment, including wages and salaries, fringe benefits tax, leave entitlements, redundancy payments and superannuation contributions.

FINANCIAL ASSET A financial asset is any asset that is: (a) cash; (b) an equity instrument of another entity; (c) a contractual right: __to receive cash or another financial asset from another entity; or __to exchange financial assets or financial liabilities with another entity under conditions that are potentially favourable to the entity; or (d) a contract that will or may be settled in the entity’s own equity instruments and is: __a non-derivative for which the entity is or may be obliged to receive a variable number of the entity’s own equity instruments; or __a derivative that will or may be settled other than by the exchange of a fixed amount of cash or another financial asset for a fixed number of the entity’s own equity instruments.

2010–2011 ANNUAL REPORT | 92 FINANCIAL INSTRUMENT A financial instrument is any contract that gives rise to a financial asset of one entity and a financial liability or equity instrument of another entity. Financial assets or liabilities that are not contractual (such as statutory receivables or payables that arise as a result of statutory requirements imposed by governments) are not financial instruments.

FINANCIAL LIABILITY A financial liability is any liability that is: (a) a contractual obligation: __to deliver cash or another financial asset to another entity; or __to exchange financial assets or financial liabilities with another entity under conditions that are potentially unfavourable to the entity; or (b) a contract that will or may be settled in the entity’s own equity instruments and is: __a non-derivative for which the entity is or may be obliged to deliver a variable number of the entity’s own equity instruments; or __a derivative that will or may be settled other than by the exchange of a fixed amount of cash or another financial asset for a fixed number of the entity’s own equity instruments. For this purpose the entity’s own equity instruments do not include instruments that are themselves contracts for the future receipt or delivery of the entity’s own equity instruments.

FINANCIAL STATEMENTS Depending on the context of the sentence where the term ‘financial statements’ is used, it may include only the main statements (i.e. comprehensive operating statement, balance sheet, cash flow statement and statement of changes in equity); or it may also be used to include the main statements and the notes.

GRANTS EXPENSE Transactions in which one unit provides goods, services, assets (or extinguishes a liability) or labour to another unit without receiving approximately equal value in return. Grants can either be operating or capital in nature. While grants to governments may result in the provision of some goods or services to the transferor, they do not give the transferor a claim to directly receive benefits of approximately equal value. Receipt and sacrifice of approximately equal value may occur, but only by coincidence. For example, governments are not obliged to provide commensurate benefits, in the form of goods or services, to particular taxpayers in return for their taxes. For this reason, grants are referred to by the AASB as involuntary transfers and are termed non-reciprocal transfers. Grants can be paid as general purpose grants which refer to grants that are not subject to conditions regarding their use. Alternatively, they may be paid as specific purpose grants which are paid for a particular purpose and/or have conditions attached regarding their use.

93 | FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2011 NOTE 24. GLOSSARY OF TERMS (CONTINUED)

GRANTS FOR ON-PASSING All grants paid to one institutional sector (e.g. a State general government) to be passed on to another institutional sector (e.g. local government or a private non-profit institution).

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

INTEREST EXPENSE Costs incurred in connection with the borrowing of funds. Interest expense includes interest on bank overdrafts and short-term and long-term borrowings, amortisation of discounts or premiums relating to borrowings, interest component of finance lease repayments, and the increase in financial liabilities and non-employee provisions due to the unwinding of discounts to reflect the passage of time.

INTEREST INCOME Interest revenue includes interest received on bank term deposits, interest from other investments and other interest received.

NET RESULT Net result is a measure of financial performance of the operations for the period. It is the net result of items of revenue, gains and expenses (including losses) recognised for the period, excluding those that are classified as ‘other non-owner changes in equity’.

NET RESULT FROM TRANSACTIONS Net result from transactions or net operating balance is a key fiscal aggregate and is revenue from transactions minus expenses from transactions. It is a summary measure of the ongoing sustainability of operations. It excludes gains and losses resulting from changes in price levels and other changes in the volume of assets. It is the component of the change in net worth that is due to transactions and can be attributed directly to government policies.

NON-FINANCIAL ASSETS Non-financial assets are all assets that are not ‘financial assets’.

OTHER ECONOMIC FLOWS Other economic flows are changes in the volume or value of an asset or liability that do not result from transactions. They include gains and losses from disposal, revaluation and impairment of non-current physical and intangible assets, actuarial gains and losses arising from defined benefit superannuation plans and fair value changes of financial instruments. In simple terms, they are changes arising from market re-measurements.

2010–2011 ANNUAL REPORT | 94 PAYABLES Includes short- and long-term trade debt and accounts payable, grants and interest payable.

RECEIVABLES Includes short-and long-term trade credit and accounts receivable, grants, taxes and interest receivable.

SALES OF GOODS AND SERVICES Refers to revenue from the direct provision of goods and services and includes fees and charges for services rendered, sales of goods, fees from regulatory services, and work done as an agent for private enterprises.

SUPPLIES AND SERVICES Supplies and services generally represent cost of goods sold and the day- to-day running costs, including maintenance costs, incurred in the normal operations of the department.

TRANSACTIONS Transactions are those economic flows that are considered to arise as a result of policy decisions, usually an interaction between two entities by mutual agreement. They also include flows within an entity such as depreciation where the owner is simultaneously acting as the owner of the depreciating asset and as the consumer of the service provided by the asset. Taxation is regarded as mutually agreed interactions between the government and taxpayers. Transactions can be in kind (e.g. assets provided/given free of charge or for nominal consideration) or where the final consideration is cash. In simple terms, transactions arise from the policy decisions of the Government.

95 | FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2011 ACCOUNTABLE OFFICER’S AND CHIEF FINANCIAL OFFICER’S DECLARATION

We certify that the attached financial statements for the Department of Premier and Cabinet have been prepared in accordance with Standing Direction 4.2 of the Financial Management Act 1994, applicable Financial Reporting Directions, Australian Accounting Standards including Interpretations, and other mandatory professional reporting requirements. We further state that, in our opinion, the information set out in the comprehensive operating statement, balance sheet, statement of changes in equity, cash flow statement and notes to the financial statements, presents fairly the financial transactions during the year ended 30 June 2011 and financial position of the department as at 30 June 2011. We are not aware of any circumstance which would render any particulars included in the financial statements to be misleading or inaccurate. We authorise the attached financial statements for issue on 12 August 2011.

PETER GODDARD HELEN SILVER Chief Financial Officer Secretary Department of Premier and Cabinet Department of Premier and Cabinet

Melbourne Melbourne 12 August 2011 12 August 2011

2010–2011 ANNUAL REPORT | 96 97 | FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2011 2010–2011 ANNUAL REPORT | 98 06. APPENDICES FOR THE YEAR ENDED 30 JUNE 2011

ACTS OF PARLIAMENT 100 BUDGET PORTFOLIO OUTCOMES 102 CHARTER OF HUMAN RIGHTS AND RESPONSIBILITIES 107 CONSULTANCIES AND MAJOR CONTRACTS 108 DISCLOSURE INDEX 109 DIVERSITY REPORTING 111 DISABILITY ACTION PLAN 112 ENVIRONMENTAL REPORTING 113 FREEDOM OF INFORMATION 119 IMPLEMENTATION OF THE VICTORIAN INDUSTRY PARTICIPATION POLICY 121 MACHINERY-OF-GOVERNMENT CHANGES 122 NATIONAL COMPETITION POLICY 124 NON-CURRENT PHYSICAL ASSETS 125 OTHER INFORMATION AVAILABLE ON REQUEST 127 OCCUPATIONAL HEALTH AND SAFETY 128 PERFORMANCE MEASURES AND RESULTS 130 PRIVACY 138 WHISTLEBLOWERS PROTECTION ACT 2001 139 WORKFORCE INDICATORS AND DATA 153 DPC WEBSITES 159 CONTACTS 160 GLOSSARY OF TERMS 163 ACTS OF PARLIAMENT

ACTS OF PARLIAMENT ADMINISTERED BY THE PREMIER Administrative Arrangements Act 1983 Agent-General and Commissioners for Victoria Act 2007, ss4, 5, 6, 7 to 8 and s13, which is jointly and severally administered with the Minister for Innovation, Services and Small Business. The Act is otherwise administered by the Minister for Innovation, Services and Small Business. Audit Act 1994, except Parts 3, 4 and 5, which are administered by the Minister for Finance. Australia Acts (Request) Act 1985 Climate Change Act 2010, s5. The Act is otherwise administered by the Minister for Environment and Climate Change. Commonwealth Arrangements Act 1958 Constitution Act 1975, except Part III, which is administered by the Attorney-General, and s88 insofar as it relates to the appointment of Crown Counsel and Crown Counsel (Advisings), which is the responsibility of the Attorney-General. Constitution (Appointments) Act 2009 Electoral Act 2002, Division 1 of Part 5. The Act is otherwise administered by the Attorney-General. Essential Services Act 1958 Legislation Reform (Repeals No. 6) Act 2010 Longford Royal Commission (Report) Act 1999 Melbourne and Olympic Parks Act 1985. The Act is jointly and severally administered with the Minister for Sport and Recreation, except sections 24–28. These provisions are administered by the Minister for Environment and Climate Change. Act 2009. The Act is jointly and severally administered with the Minister for Sport and Recreation. Members of Parliament (Register of Interests) Act 1978 Ombudsman Act 1973 Parliamentary Administration Act 2005 Parliamentary Committees Act 2003 Parliamentary Precincts Act 2001 Parliamentary Salaries and Superannuation Act 1968, except Part 3, which is administered by the Assistant Treasurer. Project Development and Construction Management Act 1994, Parts 1, 2 and 3, and Part 6 except for s46. The remainder of the Act is administered by the Minister for Planning and the Minister for Major Projects. Public Administration Act 2004 Public Safety Preservation Act 1958 Public Sector (Union Fees) Act 1992 Statute Law Revision Acts Subordinate Legislation Act 1994 Superannuation (Public Sector) Act 1992 Terrorism (Community Protection) Act 2003, Part 6. The Act is otherwise administered by the Attorney-General and the Minister for Police and Emergency Services. 2010–2011 ANNUAL REPORT | 100 Vital State Industries (Works and Services) Act 1992 Vital State Projects Act 1976, except ss5 to 16, which are administered by the Attorney-General. Wrongs (Public Contracts) Act 1981

ACTS OF PARLIAMENT ADMINISTERED BY THE MINISTER FOR THE ARTS Arts Victoria Act 1972 Film Act 2001, except Part 2, which is administered by the Minister for Innovation, Services and Small Business, and Parts 1, 4 and 5 which are jointly administered with the Minister for Innovation, Services and Small Business. Geelong Performing Arts Centre Trust Act 1980 Libraries Act 1988, except Part 4 and s53 insofar as it relates to Part 4. These provisions are administered by the Minister for Local Government. Museums Act 1983 National Gallery of Victoria Act 1966 Public Records Act 1973 Victorian Arts Centre Act 1979

ACTS OF PARLIAMENT ADMINISTERED BY THE MINISTER FOR MULTICULTURAL AFFAIRS AND CITIZENSHIP Multicultural Victoria Act 2004 Multicultural Victoria Act 2011 Racial and Religious Tolerance Act 2001 State Owned Enterprises Act 1992, Part 3 and Division 2 of Part 2 insofar as they relate to the Victorian Interpreting and Translating Service. The Act is otherwise administered by the Treasurer, the Minister for Water and the Minister for Agriculture and Food Security.

LEGISLATIVE CHANGES In 2010–11, legislative changes were made and proposed as follows: __Climate Change Act 2010, to establish a target to reduce Victoria’s greenhouse gas emissions, facilitate consideration of and a strategic response to climate change issues and promote collaboration in the Victorian response to these issues __Multicultural Victoria Act 2011, to establish principles of multiculturalism, establish the Victorian Multicultural Commission and regional advisory councils and establish reporting requirements __Subordinate Legislation Amendment Act 2010, to make amendments to the Subordinate Legislation Act 1994 and to extend that Act to legislative instruments __Parliamentary Committees Amendment Act 2011, to change the membership and quorum requirements of Joint Investigatory Committees __Parliamentary Salaries and Superannuation Amendment Bill 2011, to provide for a fine to be imposed on a member who is suspended after being named __Statute Law Revision Act 2011, to revise the statute law of Victoria. REGULATIONS MADE AND AMENDED Subordinate Legislation (Legislative Instruments) Regulations 2011 – these regulations were made effective from 1 July 2011, to support amendments to the Subordinate Legislation Act 1994 commencing on that date.

101 | APENDICES FOR THE YEAR ENDED 30 JUNE 2011 BUDGET PORTFOLIO OUTCOMES

BUDGET PORTFOLIO OUTCOMES The budget portfolio outcomes statements provide a comparison between the actual financial information of all general government entities within the portfolio and the forecasted financial information published in the budget papers. The budget portfolio outcomes comprise the comprehensive operating statement, balance sheet and cash flow statement. The budget portfolio outcomes have been prepared on a consolidated basis and include all general government entities within the portfolio. Financial transactions and balances are classified into either controlled or administered, as agreed with the Treasurer in the context of the budget papers. The budget portfolio outcomes statements that follow are not subject to audit by the Victorian Auditor-General’s Office. They are not prepared on the same basis as DPC’s financial statements, as they include the consolidated financial information of the following entities in addition to the core department: __Office of the Ombudsman __State Services Authority __Museums Board of Victoria __Library Board of Victoria __Council of Trustees of the National Gallery of Victoria __The Australian Centre for the Moving Image __Melbourne Recital Centre Limited.

2010–2011 ANNUAL REPORT | 102 COMPREHENSIVE OPERATING STATEMENT FOR THE YEAR ENDED 30 JUNE 2011

2010-11 2010-11

CONTROLLED ACTUAL BUDGET VARIATION

$M $M %

INCOME FROM TRANSACTIONS

Output appropriations 544.6 532.6 2.3

Special appropriations 7.8 6.6 18.2

Interest 6.9 2.2 213.6

Sale of goods and services 45.2 44.2 2.3

Grants 18.4 16.3 12.9

Resources received free of charge 0.7 0.5 40.0

Revenue from other parties and other income 57.2 48.3 18.4

TOTAL INCOME FROM TRANSACTIONS 680.8 650.7 4.6

EXPENSES FROM TRANSACTIONS

Employee benefits 215.6 204.2 5.6

Depreciation and amortisation 46.6 50.4 (7.5)

Interest expense 0.2 - na

Grants expense 107.3 89.9 19.4

Capital asset charge 98.7 98.7 -

Other expenses 183.2 173.2 5.8

TOTAL EXPENSES FROM TRANSACTIONS 651.6 616.4 5.7

NET RESULT FROM TRANSACTIONS 29.2 34.3 (14.9)

OTHER ECONOMIC FLOWS INCLUDED IN NET RESULT

Net gain/(loss) on financial instruments and (0.2) - na statutory receivables/payables

TOTAL OTHER ECONOMIC FLOWS INCLUDED IN NET RESULT (0.2) - na

NET RESULT 29.0 34.3 (15.5)

OTHER ECONOMIC FLOWS – OTHER NON-OWNER CHANGES IN EQUITY

Changes in physical asset revaluation reserve (a) 933.2 - na

Changes in financial assets available for sale reserve 1.9 - na

Other 2.0 1.2 66.7

TOTAL OTHER ECONOMIC FLOWS – 937.1 1.2 77,991.7 OTHER NON-OWNER CHANGES IN EQUITY

COMPREHENSIVE RESULT 966.1 35.5 2,621.4

(a) This increase is a result of the arts agencies conducting their five yearly revaluations in accordance with the Victorian Government’s Financial Reporting Directions (FRD 103D).

103 | APENDICES FOR THE YEAR ENDED 30 JUNE 2011 BUDGET PORTFOLIO OUTCOMES (CONTINUED)

BALANCE SHEET AS AT 30 JUNE 2011

2011 2011

CONTROLLED ACTUAL BUDGET VARIATION

$M $M %

FINANCIAL ASSETS

Cash and deposits 48.3 51.1 (5.5)

Receivables 98.5 122.2 (19.4)

Other financial assets 78.3 84.1 (6.9)

TOTAL FINANCIAL ASSETS 225.1 257.4 (12.5)

NON-FINANCIAL ASSETS

Inventories 3.6 4.2 (14.3)

Property, plant and equipment (a) 6,433.9 5,548.1 16.0

Intangible assets 5.4 3.0 80.0

Other non-financial assets 3.9 1.9 105.3

TOTAL NON-FINANCIAL ASSETS 6,446.8 5,557.2 16.0

TOTAL ASSETS 6,671.9 5,814.6 14.7

LIABILITIES

Payables 35.7 48.3 (26.1)

Borrowings 2.7 3.7 (27.0)

Provisions 39.9 43.6 (8.5)

TOTAL LIABILITIES 78.3 95.6 (18.1)

NET ASSETS 6,593.6 5,719.0 15.3

EQUITY

Contributed capital 1,613.2 1,669.2 (3.4)

Reserves (a) 4,898.3 3,965.0 23.5

Accumulated surplus 82.1 84.8 (3.2)

TOTAL EQUITY 6,593.6 5,719.0 15.3

(a) This increase is primarily a result of the arts agencies conducting their five yearly revaluations in accordance with the Victorian Government’s Financial Reporting Directions (FRD 103D).

2010–2011 ANNUAL REPORT | 104 CASH FLOW STATEMENT

CASH FLOW STATEMENT

FOR THE YEAR ENDED 30 JUNE 2011

2010–11 2010–11

CONTROLLED ACTUAL BUDGET VARIATION

$M $M %

CASH FLOWS FROM OPERATING ACTIVITIES

Receipts from government 554.6 539.2 2.9

Receipts from other entities 56.3 59.2 (4.9)

Interest received 6.9 2.2 213.6

Other receipts 61.0 49.6 23.0

678.8 650.2 4.4

Payments of grants (107.7) (89.9) 19.8

Payments to suppliers and employees (411.7) (375.1) 9.8

Capital asset charge (98.7) (98.7) -

Interest and other finance costs (0.2) - na

(618.3) (563.7) 9.7

NET CASH FLOWS FROM OPERATING ACTIVITIES 60.5 86.5 (30.1)

CASH FLOWS FROM INVESTING ACTIVITIES

Net payments for property, plant and equipment (89.9) (90.6) (0.8)

Net purchase of investments (12.6) (41.3) (69.5)

NET CASH FLOWS USED IN INVESTING ACTIVITIES (102.5) (131.9) (22.3)

CASH FLOWS FROM FINANCING ACTIVITIES

Net proceeds from capital contribution 36.7 46.3 (20.7) by Victorian Government

Net proceeds/(repayment) of borrowings 0.4 (3.0) (113.3)

NET CASH FLOWS FROM FINANCING ACTIVITIES 37.1 43.3 (14.3)

NET INCREASE/(DECREASE) IN CASH HELD (4.9) (2.1) 133.3

Cash at the beginning of the financial year 53.2 53.2 -

CASH AT THE END OF THE FINANCIAL YEAR 48.3 51.1 (5.5)

105 | APENDICES FOR THE YEAR ENDED 30 JUNE 2011 BUDGET PORTFOLIO OUTCOMES (CONTINUED)

ADMINISTERED ITEMS STATEMENT FOR THE YEAR ENDED 30 JUNE 2011

2010–11 2010–11

ACTUAL BUDGET VARIATION

$M $M %

ADMINISTERED INCOME FROM TRANSACTIONS

Output appropriations 4.4 - na

Sales of goods and services 0.1 0.6 (83.3)

Grants - 0.4 (100.0)

Other income 8.4 0.3 2,700.0

TOTAL ADMINISTERED INCOME FROM TRANSACTIONS 12.9 1.3 892.3

Administered expenses from transactions

Employee benefits 0.2 - na

Other expenses 12.7 - na

Payments into the Consolidated Fund 0.7 1.3 (46.2)

TOTAL ADMINISTERED EXPENSES FROM TRANSACTIONS 13.6 1.3 946.2

NET RESULT FROM TRANSACTIONS (0.7) - na

ADMINISTERED ASSETS

Receivables 0.1 1.3 (92.3)

Property, plant and equipment - 1.4 (100.0)

TOTAL ADMINISTERED ASSETS 0.1 2.7 (96.3)

ADMINISTERED LIABILITIES

Payables - 1.1 (100.0)

Provisions - 0.8 (100.0)

TOTAL ADMINISTERED LIABILITIES - 1.9 (100.0)

NET ASSETS 0.1 0.8 (87.5)

2010–2011 ANNUAL REPORT | 106 CHARTER OF HUMAN RIGHTS AND RESPONSIBILITIES

Throughout 2010–11, the Department of Premier and Cabinet continued to integrate the principles of the Charter of Human Rights and Responsibilities Act 2006 in our legislative and policy development functions, as well as in our day-to-day operations and decision-making. Human rights are an integral part of the department’s everyday activities. When developing policy, managing staff or communicating with the public, DPC is also considering human rights. The obligations under the Charter are not just a matter of compliance but a commitment to a human rights culture within government. Accordingly, throughout the year, DPC continued to identify opportunities to: __facilitate consideration of the Charter in the delivery of our policy and legislative functions __provide training and education for staff about the Charter to ensure that all DPC staff take human rights into account when making decisions during their day-to-day work. These opportunities include: __ongoing facilitation of the Charter Ambassador Program in which each DPC branch nominates a Charter Ambassador to be the contact person for the dissemination of relevant information about the Charter and to monitor Charter-related issues and major policy development initiatives relevant to their branch __ongoing promotion of human rights training opportunities.

107 | APENDICES FOR THE YEAR ENDED 30 JUNE 2011 CONSULTANCIES AND MAJOR CONTRACTS

CONSULTANCIES OVER $100,000

CONSULTANT/PAYEE DETAILS TOTAL EXPENDITURE FUTURE APPROVED FEE IN 2010-11 EXPENDITURE

$ $ $

Access Economics Study of the venue-based 113,591 113,591 0 Pty Limited live music industry in Victoria

Ernst & Young Advice on government 135,000 135,000 0 service provision

The Nous Group Pty Ltd Development 131,278 131,278 0 of Information Management Technology implementation strategy

CONSULTANCIES UNDER $100,000 Twenty-nine consultancies, in respect of which the total expenditure incurred during the year was less than $100,000, were engaged at a total cost for the year of $566,000. Total approved fees and expenditure in 2010–11 excludes GST.

DISCLOSURE OF MAJOR CONTRACTS In accordance with the requirements of Victorian Government policy and accompanying guidelines, the department has disclosed all contracts greater than $10 million in value that it entered into during the year ended 30 June 2011. Details of the contracts that have been disclosed can be viewed at www.contracts.vic.gov.au.

2010–2011 ANNUAL REPORT | 108 DISCLOSURE INDEX

DISCLOSURE INDEX The Annual Report of the Department of Premier Cabinet is prepared in accordance with all relevant Victorian legislation. This index has been prepared to facilitate identification of the department’s compliance with statutory disclosure requirements.

LEGISLATION REQUIREMENT PAGE REFERENCE

MINISTERIAL DIRECTIONS

Report of Operations – FRD Guidance

CHARTER AND PURPOSE

FRD 22B, SD 4.2 (k) Manner of establishment and the relevant Ministers 2

FRD 22B Objectives, functions, powers and duties 1

FRD 22B Nature and range of services provided 10–49

MANAGEMENT AND STRUCTURE

FRD 22B Organisational structure 8–9

FINANCIAL AND OTHER INFORMATION

FRD 22B Operational and budgetary objectives and performance against objectives 130–137

FRD 22B Employment and conduct principles 111–112

FRD 22B Occupational health and safety policy 128

FRD 29 Workforce Data disclosures 153

FRD 15B Executive officer disclosures 158

FRD 22B Summary of the financial results for the year 47–48

FRD 22B Significant changes in financial position during the year 47–48

FRD 22B Major changes or factors affecting performance 47–48

FRD 22B Subsequent events na

FRD 22B Application and operation of Freedom of Information Act 1982 119–120

FRD 22B Compliance with building and maintenance provisions of Building Act 1993 125–126

FRD 22B Statement on National Competition Policy 124

FRD 22B Application and operation of the Whistleblowers Protection Act 2001 139–152

FRD 25 Victorian Industry Participation Policy disclosures 121

FRD 22B Details of consultancies over $100 000 108

FRD 22B Details of consultancies under $100 000 108

FRD 12A Disclosure of major contracts 108

FRD 24B Reporting of office‑based environmental impacts 113–118

FRD 22B Statement of availability of other information 127

FRD 10 Disclosure index 109–110

FRD 8A Budget portfolio outcomes 102–106

SD 4.5.5 Risk Management compliance attestation 45

SD 4.2 (j) Sign-off requirements Inside front cover

109 | APENDICES FOR THE YEAR ENDED 30 JUNE 2011 DISCLOSURE INDEX (CONTINUED)

FINANCIAL REPORT

LEGISLATION REQUIREMENT PAGE REFERENCE

FINANCIAL STATEMENTS REQUIRED UNDER PART 7 OF THE FMA

SD4.2 (f) Compliance with Model Financial Report

SD4.2 (b) Operating Statement 51

SD4.2 (b) Balance Sheet 52

SD4.2 (a) Statement of Changes in Equity 53

SD4.2 (b) Cash flow Statement 54

SD4.2 (c) Compliance with Australian accounting standards and other authoritative pronouncements 55

SD4.2 (c) Compliance with Ministerial Directions 55

SD4.2 (d) Rounding of amounts 66

SD4.2 (c) Accountable officer’s declaration 96

OTHER DISCLOSURES IN NOTES TO THE FINANCIAL STATEMENTS

FRD 13 Disclosure of parliamentary appropriations 71–72

FRD 9A Departmental disclosure of administered assets and liabilities 90

FRD 11 Disclosure of ex‑gratia payments na

FRD 21A Responsible person and executive officer disclosures 85–86

FRD 103D Non-current physical assets 75–76

FRD 106 Impairment of assets 60

FRD 110 Cash flow statements 57

FRD 112A Defined benefit superannuation obligation 88

FRD 109 Intangible assets 60

FRD114A Financial instruments 80–83

LEGISLATION

Freedom of Information Act 1982 119–120

Building Act 1983 125–126

Whistleblowers Protection Act 2001 139–152

Victorian Industry Participation Policy Act 2003 121

Financial Management Act 1994 55

Multicultural Victoria Act 2004 36, 111

2010–2011 ANNUAL REPORT | 110 DIVERSITY REPORTING

The Department of Premier and Cabinet is committed to ensuring that all employees enjoy a workplace free from discrimination, harassment and bullying, which includes victimisation and vilification. It is important that employees feel secure and valued in an environment that enables them to achieve the highest levels of performance, personal job satisfaction and fulfilment. DPC’s Valuing and Managing Diversity policy is designed to ensure all employees work in a productive and harmonious environment. DPC is committed to: __developing and sustaining an organisational culture that values people and enhances their ability to contribute to the department’s goals __promoting equal employment opportunity to enable everyone to compete on merit __ensuring that the Managing and Valuing Diversity policy is regularly reviewed, communicated to all employees and applied consistently __eliminating any form of discriminatory and harassing behaviour in the workplace __providing procedural fairness in resolving complaints. In support of the Managing and Valuing Diversity policy, DPC has implemented the Disability Action Plan 2009–2012 that incorporates a number of strategies and initiatives aimed at promoting inclusion and improving access for people with disability within DPC and the wider Victorian community. DPC has also developed a preliminary Indigenous Employment Strategy, which aims to expand employment pathways for Aboriginal and Torres Strait Islander employees into the department. DPC also actively contributes to whole-of-Victorian-Government forums relating to promoting diversity within the Victorian public service.

111 | APENDICES FOR THE YEAR ENDED 30 JUNE 2011 DISABILITY ACTION PLAN

The Department of Premier and Cabinet has a strong commitment to human rights and is committed to the inclusion and engagement of people with disability. DPC continues to implement objectives and initiatives from the department’s Disability Action Plan (DAP) 2009–2012. Consistent with the approach across the Victorian public service, the four strategic priorities of DPC’s plan are: __reducing barriers to persons with a disability accessing goods, services and facilities __reducing barriers to persons with a disability obtaining and maintaining employment __promoting inclusion and participation in the community of persons with disability __achieving tangible changes in attitudes and practices which discriminate against people with disabilities. The DAP assists DPC to support and recruit employees with a disability and ensures an inclusive culture across the department. This in turn helps us achieve our corporate objectives and commitment to creating a supportive and inclusive environment for all Victorians. Arts Victoria continues to demonstrate its role as an industry leader in disability awareness in the arts through its DAP 2008–2013. Arts Victoria is committed to ensuring its policies, programs and services are accessible and responsive to the needs of people with disability within the arts sector. They are committed to ensuring that people with disability are involved in consultative processes and will optimise opportunities for people with disability to be involved in the arts and the cultural sector, as board members of organisations, employees, participants or audience members. DPC also actively contributes to whole-of-Victorian-Government forums related to promoting diversity and inclusiveness within the Victorian public service.

2010–2011 ANNUAL REPORT | 112 ENVIRONMENTAL REPORTING

OFFICE BASED ENVIRONMENTAL IMPACTS The Department of Premier and Cabinet considered and monitored the environmental impacts of its operations during 2010–11. This was undertaken via DPC’s office-based Environmental Management System (EMS), which is based on international standard AS/NZS ISO14001, Environmental Management Systems Requirements. The department’s EMS aims to minimise the generation of waste and the use of energy, water, paper, travel, vehicle fleet and greenhouse emissions in the course of operations. The suite of environmental indicators presented below is based on the Financial Reporting Direction 24C.

ENERGY The department’s energy consumption covers tenancies located at 1 Macarthur Street, 1 Treasury Place and 2 Kavanagh Street.

2010–11 2009–10 INDICATOR ELECTRICITY NATURAL GREEN TOTAL ELECTRICITY NATURAL GREEN TOTAL GAS POWER GAS POWER TOTAL ENERGY USE SEGMENTED BY 2,129,990 509,065 2,639,055 2,380,864 569,476 2,950,340 PRIMARY SOURCE (MJ)

Greenhouse gas emissions associated with energy use, segmented by primary 799 893 source and offsets (t CO2-e)

Percentage of electricity purchased as 19% 19% Green Power

Units of energy used per FTE (MJ/FTE) 6,739 7,825

Units of energy used per unit of office 299 334 area (MJ/m2)

ACTIONS UNDERTAKEN As part of the Greener Government Building Program, work was completed Greener Government Building Program to retrofit 1 Treasury Place with new lights and motion detectors to control them. Earth Hour DPC participated in the 2011 Earth Hour event.

TARGETS Reduce energy consumption by 30 per cent from 2009–10 levels.

RESULT Energy consumption was reduced by 11 per cent.

EXPLANATORY NOTES Billing data was used for 1 Treasury Place and 1 Macarthur Street in 2010–11, as data was unavailable from the building-level metering system that was used for 2009–10. In order to compare the 2010–11 data with 2009–10 data, the 2009–10 data was recalculated using historical billing data. As a result, the energy consumption for 2009–10 reported above differs from that reported in the 2009–10 annual report. The use of billing data led to a lower than expected reduction in energy consumption.

113 | APENDICES FOR THE YEAR ENDED 30 JUNE 2011 ENVIRONMENTAL REPORTING (CONTINUED)

PAPER The department’s paper consumption covers tenancies located at 1 Macarthur Street, 1 Treasury Place and 2 Kavanagh Street.

2010–11 2009–10 INDICATOR

Total units of copy paper used (reams) 7,497 7,761

Units of copy paper used per FTE (reams/FTE) 19 21

Percentage of 75‑100% recycled content copy paper purchased 51% 58%

Percentage of 50‑75% recycled content copy paper purchased 40% 31%

Percentage of 0‑50% recycled content copy paper purchased 8% 11%

OPTIONAL INDICATORS

19,458 Not previously TOTAL UNITS OF A4 EQUIVALENT PAPER USED IN PUBLICATIONS (REAMS) reported

TARGETS Reduce the number of reams of paper used per FTE by one from 2009–10.

RESULT The number of reams of paper per FTE was reduced by two from 2009–10.

EXPLANATORY NOTES Data were calculated using purchasing information provided under the whole-of-government office stationery contract.

WATER The department’s water consumption covers tenancies located at 1 Macarthur Street, 1 Treasury Place and 2 Kavanagh Street.

2010–11 2009–10 INDICATOR Total units of metered water consumed by usage types (kilolitres) 4,010 4,020

Units of metered water consumed in offices per FTE (kilolitres/FTE) 10,240 10,663

Units of metered water consumed in offices per unit of office area 454 455 (kilolitres/m2)

EXPLANATORY NOTES __Water data covered 100 per cent of staff located at 1 Treasury Place, 1 Macarthur Street and 2 Kavanagh Street. __Water data for 2 Kavanagh Street from 2009–10 due to unavailability of data for 2010–11. __The reporting period for water data for 1 Treasury Place and 1 Macarthur Street was April 2010 to March 2011.

2010–2011 ANNUAL REPORT | 114 TRANSPORT The department uses vehicles from the State Government Vehicle Pool for its operational car travel.

OPERATIONAL VEHICLES 2010–11 2009–10

ULP LPG TOTAL ULP LPG TOTAL Total energy consumption by vehicles (MJ) 36,868 4,899 41,767 78,489 3,063 81,551

Total vehicle travel associated with entity operations (km) 14,176 1,251 15,427 27,040 614 27,654

Total greenhouse gas emissions from vehicle fleet (t CO2-e) 2.6 0.3 2.9 5.9 0.2 6.1

Greenhouse gas emissions from vehicle fleet per 1,000km 0.2 0.3 0.2 0.2 0.4 0.6 travelled (t CO2-e)

2010–11 2009–10 Total distance travelled by aeroplane (km) 853,175 1,049,040

Total greenhouse gas emissions from air travel (t CO2-e) 523 352

CBD CBD Percentage of employees regularly (>75 per cent of work attendance days) using public transport, cycling, walking, or car pooling to and from work 97% 89% or working from home, by locality type.

EXPLANATORY NOTES __The vehicle travel data includes DPC hire car usage from the Stage Government Vehicle Pool and was provided by Vic Fleet. __Air travel was provided by the Victorian Government booking agency. __100 per cent of staff located at 1 Treasury Place, 1 Macarthur St and 2 Kavanagh Street were included in the above indicators. __An internal survey was conducted to ascertain the percentage of employees regularly using public transport. __Although the air travel decreased, the greenhouse gas emissions increased due to an increase in the factor used to calculate greenhouse gas emissions.

115 | APENDICES FOR THE YEAR ENDED 30 JUNE 2011 ENVIRONMENTAL REPORTING (CONTINUED)

WASTE Waste included in the indicators below covers the three kitchen waste streams (landfill, recycling and compost) and paper and cardboard.

WASTE GENERATION 2010‑11 2009‑10 LANDFILL CO- COMPOST TOTAL LANDFILL CO-MINGLED COMPOST TOTAL MINGLED RECYCLING RECYCLING TOTAL UNITS OF WASTE BY 4,313 65,383 4,446 74,141 4,398 42,971 4,647 52,016 DESTINATION (KG/YEAR)

Units of waste per FTE by destination 11 173 12 196 12 114 12 138 (kg/year)

Greenhouse gas emissions from waste to 5 4 landfill (t CO2-e)

RECYCLING RATE (% OF TOTAL WASTE) 94% 92%

ACTIONS UNDERTAKEN

New kitchen waste bins and signage were deployed in 1 Treasury Place and 1 Kitchen waste bins and signage Macarthur Street.

Toner cartridge recycling A recycling system for toner cartridges was established with a third party.

An annual swap and trade meeting was held within DPC and DTF to utilise Swap and trade meet existing supplies of office stationary. Surplus supplies were provided to Rotary International.

TARGETS Proportion of waste recycled greater than 90 per cent.

RESULT Proportion of waste recycled was 94 per cent.

EXPLANATORY NOTES __Waste data was collected from quarterly waste audits conducted at 1 Treasury Place and 1 Macarthur Street, which covers 84 per cent of staff. __The increase in total waste was attributable to a change in the waste audit methodology.

GREENHOUSE GAS EMISSIONS The emissions disclosed in the section below are taken from the previous sections and brought together here to show the department’s greenhouse footprint.

INDICATOR 2010‑11 2009‑10

Total greenhouse gas emissions associated with energy use (t CO2-e) 799 893

Total greenhouse gas emissions associated with vehicle fleet (t CO2-e) 3 6

Total greenhouse gas emissions associated with air travel (t CO2-e) 523 352

Total greenhouse gas emissions associated with waste production (t CO2-e) 5 4

Total greenhouse gas emissions (t CO2-e) 1,330 1,255

Greenhouse gas emissions offsets purchased (t CO2-e) See See notes notes

2010–2011 ANNUAL REPORT | 116 EXPLANATORY NOTES __The Department of Sustainability and Environment purchased carbon offsets to cover the emissions of the Victorian Government’s passenger vehicle fleet between 2002 and 2008–09. This commitment is currently being evaluated to assess its effectiveness to date and to ensure it takes into account new proposals such as the Commonwealth Carbon Farming Initiative and a national carbon price. __The increase in total greenhouse gas emissions is mainly attributable to an increase in the factor used to calculate greenhouse gas emissions from air travel.

GREEN PROCUREMENT __DPC purchased energy efficient multi-function devices to replace less efficient printers. __Environmental considerations are included in tender specifications for all tender documents.

OTHER INFORMATION __The department’s Executive Leadership Team endorsed an environmental improvement plan 2011–13, which sets a number of targets and actions to reduce the environmental impact of the department. __The department has a Green Defender network, which provides a forum for departmental staff to continually improve performance in cutting energy, water and paper use, and reducing waste to landfill. Staff assist the environmental coordinator to develop, implement and refine a range of initiatives aimed at changing staff behaviour.

TARGETS The following targets have been set for 2011–12: __Reduce the number of reams of paper used per FTE by one from 2010–11 levels __Proportion of waste recycled greater than 91 per cent.

GLOSSARY

FTE = Full time equivalent employee kg = Kilograms kL = Kilolitres km = Kilometres

L = Litres

LPG = Liquefied Petroleum Gas m2 = Metres squared

MJ = Mega joules Ream = 500 sheets of A4 paper t CO2-e = Tonnes of CO2 equivalent ULP = Unleaded petrol

117 | APENDICES FOR THE YEAR ENDED 30 JUNE 2011 ENVIRONMENTAL REPORTING (CONTINUED)

TREND CHARTS

DPC ANNUAL ENERGY CONSUMPTION

MEGAJOULES (METERED DATA) MEGAJOULES (BILLING DATA)

4.000,000

3.500,000

3,000,000

2.500,000

2,000,000

1.500,000

2006–07 2007–08 2008–09 2009–10 2010–11

DPC ANNUAL PAPER USE

REAMS TREND

11,000

10,000

9,000

8,000

7,000

6,000

2006–07 2007–08 2008–09 2009–10 2010–11

DPC ANNUAL WATER USE

KILOLITRES TREND

5,000

4,500

4,000

3,500

3,000

2007–09 2009–10 2010–11

DPC ANNUAL CAR TRAVEL

KILOMETRES TREND

60,000

50,000

40,000

30,000

20,000

10,000

2006–07 2007–08 2008–09 2009–10 2010–11

DPC ANNUAL WASTE GENERATION

KILOGRAMS TREND

80,000

70,000

60,000

50,000

40,000

30,000

20,000

2006–07 2007–08 2008–09 2009–10 2010–11

2010–2011 ANNUAL REPORT | 118 FREEDOM OF INFORMATION

COMPLIANCE WITH THE FREEDOM OF INFORMATION ACT 1982 The Department of Premier and Cabinet is an agency for the purposes of the Freedom of Information Act 1982 (the Act) and is therefore subject to this Act. For further information regarding the Act go to www.foi.vic.gov.au.

FREEDOM OF INFORMATION SERVICES In 2010–11, requests for documents from DPC were mostly related to policy and current political issues, programs or proposals. There were a small number of requests for personal documents. The Freedom of Information (FOI) Unit received a total of 112 requests for DPC, the Office of the Premier, the Office of the Chief Parliamentary Counsel, the Public Record Office Victoria and the Victorian Bushfire Reconstruction and Recovery Authority. Due to their subject matter, ten requests were transferred to another department, four requests were reviewed internally under section 51 of the Act, with two decisions affirmed in full and two reviews carried over to be completed in the 2011–12 financial year. DPC’s FOI Unit no longer processes FOI requests on behalf of the Office of the Premier. Requests to the Premier are now processed by staff in the Premier’s Private Office. In accordance with this, DPC transferred 16 of the 112 requests detailed above. Of the three appeals lodged with the Victorian Civil and Administrative Tribunal, two were withdrawn and the tribunal affirmed DPC’s decision in the other.

HOW TO MAKE A REQUEST Under the Act, DPC is required to maintain an extensive filing system from which the public can apply to view: __briefing documents __internal working papers __correspondence from Ministers and members, government departments and agencies, and members of the public and the private sector __accounts and personnel salary records __organisation and accommodation records.

REQUESTS FOR ACCESS TO DPC DOCUMENTS Access to documents is defined in section 5 of the Act and may be obtained under section 17 by writing to the DPC FOI Unit. The application fee may be waived in cases of proven financial hardship. To enable quick and efficient document location, applications must be specific. An applicant may request photocopies of documents and/or inspect specific documents by arrangement, or other appropriate methods. An officer can be made available to help determine relevant document request categories. Section 21 of the Act requires reasonable steps to be taken to notify an applicant of a decision concerning document(s) release within 45 days of receipt of the request. Please note certain documents are destroyed or transferred to the Public Record Office Victoria in accordance with the Public Records Act 1973.

119 | APENDICES FOR THE YEAR ENDED 30 JUNE 2011 FREEDOM OF INFORMATION (CONTINUED)

WHAT INFORMATION IS RELEASED? DPC will release material, unless it is exempt under the Act. In these cases, DPC will clearly outline all rights of appeal. Generally speaking, the Act exempts information relating to the personal affairs of third parties, information provided in confidence, information that might endanger lives or individuals’ safety, Cabinet documents, commercial-in- confidence information, and internal working documents where the release of those documents is deemed to be contrary to the public interest. Decisions are made under the Act by the Secretary of the department, or in line with arrangements made by the Secretary under sections 26 and 51 of the Act.

CHARGES UNDER THE ACT The application fee for an FOI request is $24.40. Access fees under section 22 of the Act are: __photocopy: $0.20 per A4 page __search: $20 per hour or part thereof __supervision: $5 per 15 minutes or part thereof, where a document is inspected by an applicant __deposits: a $25 deposit may be required if the charge is less than $100, or 50 per cent of any charge over $100. In some cases charges may be waived such as in the case of a document request relating to the personal affairs of someone who can prove financial hardship. CONTACTS Principal Officer: Helen Silver (Secretary) FOI Officer: Mark Follett FOI Unit: 1 Treasury Place Melbourne Victoria 3002 Telephone: 9651 5093 Facsimile: 9651 5199

2010–2011 ANNUAL REPORT | 120 IMPLEMENTATION OF THE VICTORIAN INDUSTRY PARTICIPATION POLICY

In October 2003, the Victorian Parliament passed the Victorian Industry Participation Policy Act 2003, which requires public bodies and departments to report on the implementation of the Victorian Industry Participation Policy (VIPP). Departments and public bodies are required to apply VIPP in all tenders over $3 million in metropolitan Melbourne and $1 million in regional Victoria. VIPP provides the Victorian Government with assurances that a genuine attempt has been made to identify and maximise local sourcing opportunities wherever they offer a value-for-money outcome. A focus of the VIPP is on improving the ability of regional suppliers to tender for projects that will boost the state’s overall development and the growth of regional economies. During 2010–11, the department and its agencies did not enter into any new engagements to which VIPP applied. Two engagements to which the VIPP applied were completed during 2010–11, which delivered 101 new positions, retaining 24 existing positions and two apprenticeship positions. Benefits of these engagements include the provision of training and experience in security operations, including: accredited training courses; continuous training and development of skilled and unskilled workforce across the organisation; and local sourcing of the majority of materials used in the project.

121 | APENDICES FOR THE YEAR ENDED 30 JUNE 2011 MACHINERY-OF-GOVERNMENT CHANGES

Changes to Ministerial portfolios were made following the November 2010 State election.

ABOLISHED OR RENAMED PORTFOLIOS __Minister Assisting the Premier on Multicultural Affairs __Minister Assisting the Premier on Veterans’ Affairs __Minister for Agriculture __Minister for Community Development __Minister for Finance, WorkCover and the Transport Accident Commission __Minister for Financial Services __Minister for Industrial Relations __Minister for Industry and Trade __Minister for Information and Communication Technology __Minister for Innovation __Minister for Multicultural Affairs __Minister for the Respect Agenda __Minister for Roads and Ports __Minister for Senior Victorians __Minister for Skills and Workforce Participation __Minister for Small Business __Minister for Sport, Recreation and Youth Affairs

NEW PORTFOLIOS __Assistant Treasurer __Minister for Ageing __Minister for Agriculture and Food Security __Minister responsible for the Aviation Industry __Minister for Bushfire Response __Minister for Crime Prevention __Minister for Employment and Industrial Relations __Minister responsible for the establishment of an anti-corruption commission __Minister for Finance __Minister for Higher Education and Skills __Minister for Innovation, Services and Small Business __Minister for Manufacturing, Exports and Trade __Minister for Multicultural Affairs and Citizenship __Minister for Ports __Minister for Regional Cities __Minister for Roads __Minister for Sport and Recreation __Minister responsible for the Teaching Profession __Minister for Technology __Minister for Youth Affairs Additionally, the Police and Emergency Services portfolio was split into separate ‘Police’ and ‘Emergency Services’ portfolios for a short period between October and December 2010.

2010–2011 ANNUAL REPORT | 122 CHANGES TO ADMINISTRATIVE OFFICES A new Regional Rail Link Authority was established as an administrative office in relation to the Department of Transport. A new Implementation Monitor was established as an administrative office in relation to the Department of Justice, and was later abolished.

CHANGES TO DEPARTMENTS The Department of Innovation, Industry and Regional Development was renamed the Department of Business and Innovation. Changes were made to the portfolios supported by the various departments.

OTHER WORK UNITS AND STAFF TO MOVE DEPARTMENTS INCLUDE THE FOLLOWING

WORK AREA/FUNCTION TRANSFERRED FROM TRANSFERRED TO Department of Business Department of Treasury Public Sector Industrial Relations Unit and Innovation and Finance

Department of Business Department of Education and Early Skills Victoria and Innovation Childhood Development

Department of Business Department of Planning and Regional Development Victoria and Innovation Community Development

Department of Treasury Promotion of improvement in affordable rental housing Department of Human Services and Finance

Adult Community and Further Education Business Unit – Department of Planning and Department of Education and Early central and regional offices Community Development Childhood Development

Department of Planning and Office of Senior Victorians Department of Health Community Development

Office for Disability; Office of Women’s Policy; Department of Planning and Office for Youth; various community programs Department of Human Services Community Development for disadvantaged groups

Department of Planning and Department of Treasury Administration of Community Support Fund Community Development and Finance

Coordination and preparation of integrated Department of Planning and Department of Transport transport network plans and land use plans Community Development

123 | APENDICES FOR THE YEAR ENDED 30 JUNE 2011 NATIONAL COMPETITION POLICY

The Commonwealth, state and territory governments agreed to a National Competition Policy (NCP) in 1995 to foster competition and economic growth. The policy aims to lower business costs and prices, increase consumer choice and provide more flexibility to take advantage of new technologies and opportunities. In 1996, all Australian governments – Commonwealth, state and territory – agreed to review and, where appropriate, reform all existing legislative restrictions on competition. Under National Competition Policy, the guiding legislative principle is that legislation, including future legislative proposals, should not restrict competition unless it can be demonstrated that: __the benefits of the restriction to the community as a whole outweigh the costs __the objectives of the legislation can only be achieved by restricting competition. In Victoria, these objectives are partly met through requirements, detailed in the Victorian Guide to Regulation, that a Regulatory Impact Statement or Business Impact Assessment be conducted when a proposal has a potentially significant impact on competition. These impact assessments must show that there are benefits to restricting competition to meet the objective. Following a review of NCP in 2005, the Council of Australian Governments (COAG) re-committed to the National Competition Policy principles. In 2005, COAG also agreed to annual reporting against enhanced competitive neutrality principles for incorporated government business entities engaged in significant business activities in competition with the private sector.

SEAMLESS NATIONAL ECONOMY: REGULATION AND COMPETITION REFORMS Building on the NCP and the subsequent National Reform Agenda, COAG has made further commitments to enhance productivity and the efficient functioning of Australian markets over the past year. COAG further progressed implementation of the National Partnership Agreement to Deliver a Seamless National Economy (the NPA). In addition, in February 2011, COAG agreed to develop a future wave of regulatory and competition reforms. As agreed by COAG in March 2008, the NPA includes 27 deregulation priorities to enhance business competitiveness. These include: __uniform national occupational health and safety laws __payroll tax harmonisation, with Victoria and New South Wales the first states to adopt harmonised payroll tax arrangements __a national trade licensing system to create a more mobile workforce __a national registration and accreditation scheme for health professionals. In July 2008, COAG agreed to eight priority areas for competition reform. These include reforms to anti-dumping, parallel importation of books, rationalisation of occupational licences, national transport policy and further reforms to infrastructure access. Many of these reforms have now been implemented, or are close to being implemented, and COAG is now developing a new wave of reforms to further improve the regulatory environment for Victorian and Australian businesses.

2010–2011 ANNUAL REPORT | 124 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 DPC leases all occupied premises and consequently is not affected by the guidelines relating to the Building Act 1993.

OFFICE OF THE GOVERNOR The Office of the Governor continued with ongoing maintenance of the buildings at Government House to comply with the Government’s Asset Management Strategy.

ARTS VICTORIA Condition assessment of the properties:

ASSET ASSET RELATIVE COMMENT 2011 CATEGORY CONDITION LEVEL

Circus OZ 3 -2 (-2) Minor maintenance items only

Federation Bells – Birrarung Marr 4 -2 (-2) Minor maintenance items only

Geelong Performing Arts Centre 3 -3 (-2) Critical maintenance items only Stone restoration and roof Heide Museum of Modern Art 3 0 (1) replacement completed OH&S and disability access Malthouse Theatre 3 -2 (-2) improvements completed Meat Market 3 0 (0) Minor maintenance items only

Melbourne Recital Centre 2 +1 (+1) Minor maintenance items only

Museum Victoria – Melbourne Museum 2 0 (0) Annex chiller replacement completed

Museum Victoria – Scienceworks Museum 2 -1 (-1) Minor maintenance items only

Museum Victoria – Immigration Museum 3 0 (0) Minor maintenance items only

Museum Victoria – Royal Exhibition Building 1 -1 (-1) Floors and lift upgrades completed

Museum Victoria – Spotswood Temporary Storage Facility 4 0 (0) Minor maintenance items only Contemporary Arts Space at National Gallery of Victoria (International) 2 +1 (+1) Federation Square completed Sprung floors completed and minor Ngargee Centre for Contemporary Art 3 0 (0) maintenance items Public Record Office Victoria 3 0 (0) Water Recycling Project completed Administration building refurbishment St Martins Youth Arts Centre 3 -3 (-3) in progress Music Bowl 3 +1 (+1) Minor maintenance items only Wheeler Centre and Roadshow State Library of Victoria 2 0 (1) Theatrette upgrade completed State Library – Ballarat Storage Facility 5 1 (1) Minor maintenance items only

The Arts Centre – Theatres Building 2 -2 (-2) Minor maintenance items only

The Arts Centre – Hamer Hall 2 Major upgrade in progress

125 | APENDICES FOR THE YEAR ENDED 30 JUNE 2011 NON-CURRENT PHYSICAL ASSETS (CONTINUED)

WORKS MORE THAN $50,000 COMPLETED OR IN PROGRESS

TEC EXPENDITURE IN 2010–11 $’000 $’000 PUBLIC RECORD OFFICE VICTORIA

Asset management support plan 5,891 549

MUSEUM VICTORIA

Scienceworks improvements 7,538 3,985

NATIONAL GALLERY

New children’s gallery and Asian art collection space 3,147 1,147

ARTS VICTORIA

Circus Oz new premises 2,970 850

Southbank Cultural Precinct Redevelopment 125,105 44,252

Royal Exhibition Building Historic Sites Program Contribution 792 784

Cultural Asset Maintenance Fund 20,622 4,137

2010–2011 ANNUAL REPORT | 126 OTHER INFORMATION AVAILABLE ON REQUEST

In compliance with the requirements of the Standing Directions of the Minister for Finance, details in respect of the items listed below have been retained by DPC and are available to the relevant Ministers, members of Parliament and the public on request (subject to Freedom of Information requirements, if applicable): a a statement that declarations of private interests have been duly completed by all relevant officers of DPC b details of shares held by senior officers as nominees or held beneficially in a statutory authority or subsidiary c details of publications produced by DPC about its activities and where they can be obtained d details of changes in prices, fees, charges, rates and levies charged by DPC for its services, including services that are administered e details of any major external reviews carried out in respect of the operation of DPC f details of any other research and development activities undertaken by DPC that are not otherwise covered either in the report of operations or in a document that contains the financial report and report of operations g details of overseas visits undertaken, including a summary of the objectives and outcomes of each visit h details of major promotional, public relations and marketing activities undertaken by DPC to develop community awareness of the services provided by DPC i details of assessments and measures undertaken to improve the occupational health and safety of employees, not otherwise detailed in the report of operations j a general statement on industrial relations within DPC and details of time lost through industrial accidents and disputes, which are not otherwise detailed in the report of operations k a list of major committees sponsored by DPC, the purposes of each committee and the extent to which their purposes have been achieved.

The information is available on request from: Executive Director, Governance Department of Premier and Cabinet Level 3, 1 Macarthur Street Melbourne Victoria 3001 Email: [email protected]

127 | APENDICES FOR THE YEAR ENDED 30 JUNE 2011 OCCUPATIONAL HEALTH AND SAFETY

Occupational health and safety (OH&S) has continued to be a high priority for the Department of Premier and Cabinet and its portfolio agencies in 2010–11, through our commitment to providing and maintaining a healthy and safe working environment and by developing Safety: Our Priority – An Occupational Health and Safety Strategy for DPC. This strategy and related action plans focus on: __safety culture and work performance __injury and workers compensation claims __safety leadership. Key initiatives in 2010–11:

OH&S ACTIVITY NUMBER

Ergonomic Assessments 16 *

Flu Vaccinations 80 *

Online OH&S Training 112 **

Incidents and Injuries 21 *

WorkCover Claims 7 *

* Does not include State Services Authority or DPC portfolio agencies ** Includes DPC portfolio agencies

2010–2011 ANNUAL REPORT | 128 TRAINING/INITIATIVES 2010–11 COMMENTS

Senior Staff Health Checks All eligible senior employees were offered a health assessment.

OH&S Worksafe Week 2010–11 Health Expo offered staff the following: Focus on: Stress Buster Seminar _Behavioural change Healthy Cooking Demonstration _Work health Bone Density Screening _Lifestyle choices Behaviour change education to assist in injury prevention Tips and techniques for exercises in office-based environments Behavioural change education to identify hot spots and safety hazards

OH&S Training DPC has made training opportunities available to all Health & Safety Representatives, including: Completing OH&S Incident/Accident reports Online OH&S training Conducting investigations

Refresher Courses First Aid Officers (Level 2 and CPR) Fire Warden training

WORKHEALTH AT THE DEPARTMENT OF PREMIER AND CABINET DPC provides WorkHealth Checks each year to employees. During 2010–11, WorkHealth Checks were conducted with 264 employees.

HEALTH AND WELLBEING PROGRAM – YOUR WELLBEING@DPC DPC’s health and wellbeing program, Your Wellbeing@DPC, included the following activities offered through the ‘Be Well’ calendar during 2010–11: __online skin cancer risk assessments and skin checks (education about sun protection) __Health Heart Seminar __flu vaccinations __Seven Steps to Sit Right __back and posture screening __Healthy Eating on the Run __lung function screening.

129 | APENDICES FOR THE YEAR ENDED 30 JUNE 2011 PERFORMANCE MEASURES AND RESULTS

2010-2011 DPC OUTPUT PERFORMANCE MEASURE OUTCOMES

OUTPUT STRATEGIC POLICY ADVICE AND PROJECTS

PERFORMANCE MEASURES UNIT OF 2010–11 2010–11 MEASURE TARGET OUTCOME (I.E. FOR THE 12 MONTHS ENDED 30 JUNE 2011)

Quantity Development of the Growing Victoria number 1 0 Together outcomes report for the public (a)

Quantity Policy briefs prepared (b) number 3,500 1,895

Quantity Whole-of-government strategic number 31 30 policy projects

Quality Policy services rating % 86 85

Timeliness Advice provided to government about the bushfire reconstruction and recovery process % 100 100 within agreed timelines (c)

Timeliness Delivery of bushfire reconstruction and % 85 24 recovery projects within agreed timelines (d)

Timeliness Development of the Growing Victoria Together outcomes report within required yes/no yes no timeframe (e)

Timeliness Policy projects completed within % 100 98 required timelines

Timeliness Policy services rating % 95 91

COST TOTAL OUTPUT COST (f) $ MILLION 66.0 75.4

COMMENT (a) Due to the change in government, a progress report on Growing Victoria Together was not developed for the 2011–12 State Budget publication. This measure is discontinued for 2011–12. (b) There was a reduction in policy briefs during the caretaker period of the 2010 State Election. Additionally, a new brief management system has enabled more detailed and accurate tracking of the type and number of briefs generated by the department. (c) Discontinued in 2011–12 because the Victorian Bushfire Reconstruction and Recovery Authority closed in June 2011. (d) Project delays were caused by: planning and environmental compliance issues; redesign as a result of funding variations and site issues; and adverse weather conditions. This measure is discontinued in 2011–12 because the Victorian Bushfire Reconstruction and Recovery Authority closed in June 2011. (e) Due to the change in government, a progress report on Growing Victoria Together was not developed for the 2011–12 State Budget publication. This measure is discontinued in 2011–12. (f) Predominantly due to increased funding provided to the Victorian Bushfire Reconstruction and Recovery Authority during 2010–11.

2010–2011 ANNUAL REPORT | 130 OUTPUT GOVERNMENT INFORMATION SERVICES AND SUPPORT

PERFORMANCE MEASURES UNIT OF 2010–11 2010–11 MEASURE TARGET OUTCOME (I.E. FOR THE 12 MONTHS ENDED 30 JUNE 2011)

Quantity Communication activities/products reviewed by the Government Communications Review number 250 195 Group (GCRG) (g)

Quantity Develop communications resource products, standards and guidelines in response to number 3 7 identified government requirements (h)

Quantity Policy briefs prepared (i) number 70 53

Quality Policy services rating % 86 83

Timeliness Communications activities/requests reviewed % 95 95 by the GCRG by due date (j)

COST TOTAL OUTPUT COST $ MILLION 44.6 44.7

COMMENT (g) The caretaker period at the time of the 2010 State Election led to a reduction in the number of activities/products reviewed. The wording of this measure will change for 2011–12 because the Government Communications Review Group (GCRG) will be discontinued and has been replaced by a new Advertising and Communications Review Group (ACRG). (h) The 2010 State Election process and the change in government led to an increase in the number of communications resource products, standards and guidelines developed. (i) The caretaker period at the time of the 2010 State Election led to a reduction in the number of policy briefs prepared. (j) The wording of this measure will change for 2011–12 because the Government Communications Review Group (GCRG) has been discontinued and been replaced by a new Advertising and Communications Review Group (ACRG).

OUTPUT PROTOCOL AND SPECIAL EVENTS

PERFORMANCE MEASURES UNIT OF 2010–11 2010–11 MEASURE TARGET OUTCOME (I.E. FOR THE 12 MONTHS ENDED 30 JUNE 2011)

Quantity Annual special events (k) number 6 7

Quantity Official visitors to Victoria number 20 20

Quality Policy services rating % 86 85

Timeliness Timely delivery of events, functions and visit % 100 100 arrangements

COST TOTAL OUTPUT COST $ MILLION 3.2 3.2

COMMENT (k) The Melbourne Cup Carnival was added to the special events program in 2010.

131 | APENDICES FOR THE YEAR ENDED 30 JUNE 2011 PERFORMANCE MEASURES AND RESULTS (CONTINUED)

OUTPUT ADVICE AND SUPPORT TO THE GOVERNOR

PERFORMANCE MEASURES UNIT OF 2010–11 2010–11 MEASURE TARGET OUTCOME (I.E. FOR THE 12 MONTHS ENDED 30 JUNE 2011)

Quantity Events and services arranged in response to % 100 100 requests by the Governor and the Premier

Quality Maintenance of assets in accordance with % 100 100 asset management strategy

Quality Management of the program of events and services meets the expectations of the % 95 95 Governor

Quality Standard, physical appearance and security of Government House, the gardens and grounds % 95 95 meet appropriate standards as per the asset management strategy

Timeliness Contract milestones are met % 100 100

Timeliness Timely arrangement of events and services % 100 100

COST TOTAL OUTPUT COST $ MILLION 9.2 9.4

OUTPUT STATE SERVICES AUTHORITY

PERFORMANCE MEASURES UNIT OF 2010–11 2010–11 MEASURE TARGET OUTCOME (I.E. FOR THE 12 MONTHS ENDED 30 JUNE 2011)

Quantity Formal events and activities delivered across the public sector that promote values and employment principles; effective workforce number 100 155 planning and development; good governance in public sector entities; and effectiveness in public administration (l)

Quantity Referred reviews underway or completed, aimed at improving service delivery, number 12 9 governance and/or public administration efficiency and effectiveness (m)

Quality Recommendations arising from reviews of actions (section 64) implemented by % 100 100 the public service

Timeliness Referred reviews completed within % 90 90 agreed timelines

COST TOTAL OUTPUT COST $ MILLION 12.2 11.6

COMMENT (l)  There was greater than expected demand for workshops and information relating to State Services Authority products. (m)  The State Services Authority conducts reviews by request. There were fewer reviews requested for this period than anticipated.

2010–2011 ANNUAL REPORT | 132 OUTPUT OMBUDSMAN VICTORIA

PERFORMANCE MEASURES UNIT OF 2010–11 2010–11 MEASURE TARGET OUTCOME (I.E. FOR THE 12 MONTHS ENDED 30 JUNE 2011)

Quantity Internal reviews of complaint investigations number 80 55 conducted at the request of the complainant (n)

Quantity Jurisdictional complaints finalised, including general, Freedom of Information and number 10,000 13,281 Whistleblower complaints (o)

Quantity Outreach initiatives delivered under the number 100 125 Outreach program (p)

Quantity Reports tabled in Parliament (q) number 4 13

Quality Proportion of complaint investigations reviewed at the request of complainants (by a fresh, senior investigator) where the % 80 89 original findings were found to be sound and well founded (r)

Quality Recommendations made in jurisdictional complaint investigations that are accepted % 80 96 by respondent agencies (s)

Quality Recommendations made in reports tabled in Parliament which respondent agencies agreed % 80 92 to implement (t)

Timeliness Complaints resolved within required % 93 99 timelines (u)

COST TOTAL OUTPUT COST (u) $ MILLION 7.7 8.4

COMMENT (n) There were fewer internal reviews of completed investigations required than anticipated. (o) The number of jurisdictional complaints continues to increase which is in line with trends over several years. (p) An increased focus on communications and learning/development has resulted in the delivery of a greater quantity of Outreach initiatives. (q) The number of reports tabled is unpredictable and was greater than anticipated in 2010–11. (r) The findings of 49 of the 55 internally reviewed completed investigations were found to be sound and well founded. (s) There were a greater proportion of recommendations accepted by respondent agencies than was anticipated. (t) There were a greater proportion of complaints resolved within required timeframes than was anticipated. (u) Due to a realignment of operating costs across outputs in 2010–11.

133 | APENDICES FOR THE YEAR ENDED 30 JUNE 2011 PERFORMANCE MEASURES AND RESULTS (CONTINUED)

OUTPUT CHIEF PARLIAMENTARY COUNSEL SERVICES

PERFORMANCE MEASURES UNIT OF 2010–11 2010–11 MEASURE TARGET OUTCOME (I.E. FOR THE 12 MONTHS ENDED 30 JUNE 2011)

Quantity Advice given on legislation in response to number 400 393 written requests

Quantity Statutory Rules made and bills prepared and number 260 215 introduced into Parliament (v)

Quantity Versions of Acts and Statutory Rules published number 800 931 electronically (w)

Quality Accuracy levels maintained in terms of % 96 96 document management, printing and publishing

Quality Bills drafted, Statutory Rules drafted or settled, % 96 99 and advice provided is to the required standard

Timeliness Bills drafted, Statutory Rules drafted or settled, % 96 98 and advice provided within required timelines

Timeliness Electronic versions published within required % 96 96 timelines

COST TOTAL OUTPUT COST $ MILLION 4.9 5.0

COMMENT (v) The Victorian Election and caretaker period resulted in a reduced number of Bills being introduced. Additionally, a lower number of Statutory Rules expired under the Subordinate Legislation Act during the period. (w) Legislation such as the Transport Integration Act 2010 and Statute Law Amendment Act 2010 (National Health Practitioner Regulation) amended a large number of Acts, which in turn created a larger than forecast number of consolidated versions of legislation.

OUTPUT MULTICULTURAL AFFAIRS

PERFORMANCE MEASURES UNIT OF 2010–11 2010–11 MEASURE TARGET OUTCOME (I.E. FOR THE 12 MONTHS ENDED 30 JUNE 2011)

Quantity Active refugee support service agreements number 9 9

Quantity Celebrate our Cultural Diversity Week number 200 200 events held

Quantity Consultations with cultural and linguistically number 60 60 diverse (CALD) communities

Quantity Language Services Partnerships implemented number 10 10

Quantity Metropolitan grants approved (x) number 2,400 2,578

Quantity Regional/rural grants approved (y) number 370 283

Quality Community satisfaction with Celebrate our % 100 100 Cultural Diversity Week events

Quality Cultural Precincts Enhancement projects % 100 90 completed against milestones in the strategic plan (z)

Quality Local refugee communities developing % 100 100 local plans

Quality Victorian Multicultural Grants: grants paid % 100 100 against milestones of funding agreements

Timeliness Multicultural projects completed within the % 85 85 required timeframe

COST TOTAL OUTPUT COST (aa) $ MILLION 13.8 12.6

COMMENT (x) There was a larger than anticipated number of strong applications for metropolitan grants received over the year. (y) There was a lower than anticipated number of applications for regional/rural grants received over the year. (z) Project completion was delayed for a small number of projects due to adverse weather conditions, approvals from utility services and building owners, and delays in documentation of completion. (aa) Mainly due to the carryover of funds for the Cultural Precincts Enhancement projects into 2011–12.

2010–2011 ANNUAL REPORT | 134 OUTPUT ARTS DEVELOPMENT AND ACCESS

PERFORMANCE MEASURES UNIT OF 2010–11 2010–11 MEASURE TARGET OUTCOME (I.E. FOR THE 12 MONTHS ENDED 30 JUNE 2011)

Quantity Access to a diverse range of supported number 39 37 projects: artist residencies in schools (bb)

Quantity Access to a diverse range of supported number 19 25 projects: local festivals funded (cc)

Quantity Access to a diverse range of supported number 45 59 projects: regional Touring Victoria destinations (dd)

Quantity Attendances at major festivals number 2,200 2,186 (‘000)

Quantity Attendances at major performing arts number 960 971 organisations (‘000)

Quantity Diverse range of product, producers and number 107 108 cultural venues supported: organisations recurrently funded

Quantity Diverse range of product, producers and number 45 45 cultural venues supported: regionally based organisations recurrently funded

Quantity Diverse range of product, producers and number 300 349 cultural venues supported: project companies and artists funded (ee)

Quantity Diverse range of product, producers and % 22 20 cultural venues supported: project companies and artists funded that are regionally based (ff)

Quantity International markets accessed (gg) number 20 25

Quality Grant recipients who met or exceeded agreed % 85 88 outcomes

Timeliness Arts Development applications processed for days 60 48.5 ministerial consideration (hh)

Timeliness All other applications processed for ministerial days 40 45 consideration (ii)

Timeliness Performance and grant agreements acquitted % 80 85 within timeframes specified in the funding agreement (jj)

COST TOTAL OUTPUT COST $ MILLION 43.2 44.1

COMMENT (bb) There was a change to the program model during the year, whereby fewer residencies are supported but at an increased grant level. (cc) The number of local festivals funded depends on the number and quality of applications. In 2010–11 there were a high number of strong applications. (dd) There was a greater number of touring destinations than anticipated due to a pilot project which saw a peak industry body work with local government managed performing arts centres to tour a show to satellite towns and communities. (ee) The outcome is higher than anticipated due to the inclusion of Victoria Rocks projects in this measure. (ff) The number of products, producers and cultural venues supported depends on the number and quality of applications. In 2010–11 there was a lower than expected number of strong applications. (gg) A number of projects involved touring to multiple destinations, increasing the total number of markets accessed. (hh) The processing period for funding applications was better than anticipated. (ii) A larger number of applications than anticipated resulted in a longer processing period. (jj) There was an improvement in the timeliness of the organisations in providing acquittal information.

135 | APENDICES FOR THE YEAR ENDED 30 JUNE 2011 PERFORMANCE MEASURES AND RESULTS (CONTINUED)

OUTPUT CREATING PLACE AND SPACE

2010–11 OUTCOME (I.E. UNIT OF 2010–11 PERFORMANCE MEASURES FOR THE 12 MEASURE TARGET MONTHS ENDED 30 JUNE 2011)

Quantity Infrastructure development projects number 4 4

Quantity Risk management projects number 3 3

Quantity State-owned cultural facilities maintained to number 27 27 meet service and statutory standards

Quality Success measures of projects achieved % 90 90

Timeliness Performance and grant agreements % 90 90 completed within agreed timeframes

COST TOTAL OUTPUT COST $ MILLION 96.6 97.6

OUTPUT PORTFOLIO SERVICES AND POLICY

PERFORMANCE MEASURES UNIT OF 2010–11 2010–11 MEASURE TARGET OUTCOME (I.E. FOR THE 12 MONTHS ENDED 30 JUNE 2011)

Quantity Agency service agreements in place number 6 6

Quantity Ministerial briefs (kk) number 600 398

Quantity Planning and research projects number 13 13

Quality Level of satisfaction with policy advice % 95 95

Quality Public information rated ‘informative’ or ‘very % 90 88 informative’

Timeliness Arts Portfolio public body annual reports % 100 100 tabled in Parliament by the required statutory dates

COST TOTAL OUTPUT COST (ll) $ MILLION 3.7 3.9

COMMENT (kk) Due to the caretaker period at the time of the 2010 State Election and the winding down of the Cultural Ministers Council in 2010–11. (ll) Due to a realignment of overhead costs across the Arts portfolio outputs in 2010–11.

2010–2011 ANNUAL REPORT | 136 OUTPUT ARTS PORTFOLIO AGENCIES

2010–11 OUTCOME (I.E. UNIT OF 2010–11 PERFORMANCE MEASURES FOR THE 12 MEASURE TARGET MONTHS ENDED 30 JUNE 2011)

Quantity Access: agency website visitation (mm) number 9,630 13,580 (‘000)

Quantity Access: users/attendances at all agencies (nn) number 7,770 9,360 (‘000)

Quantity Community engagement: members and number 35,000 40,243 friends of agencies (oo)

Quantity Community engagement: volunteer hours (pp) number 93,850 104,353

Quantity Education: students participating in agency number 490,000 559,604 education programs (qq)

Quantity Public Record Office Victoria: digital records number 100,000 113,840 preserved (rr)

Quantity Public Record Office Victoria: records shelf metres 1,200 2,274 transferred (ss)

Quantity Public Record Office Victoria: Victorian number 100 96 Electronic Records Strategy departmental consultants

Quality Agency collections stored to industry standard % 85 85

Quality Visitors satisfied with visit: Australian Centre for % 90 95 the Moving Image (tt)

Quality Visitors satisfied with visit: % 98 99 Geelong Performing Arts Centre

Quality Visitors satisfied with visit: % 90 98 Melbourne Recital Centre (uu)

Quality Visitors satisfied with visit: Museum Victoria % 95 93

Quality Visitors satisfied with visit: % 95 97 National Gallery of Victoria

Quality Visitors satisfied with visit: % 90 92 Public Record Office Victoria

Quality Visitors satisfied with visit: % 90 92 State Library of Victoria

Quality Visitors satisfied with visit: % 95 98 Victorian Arts Centre Trust

Timeliness Public Record Office Victoria: records issues % 95 95 within specified timeframes

COST TOTAL OUTPUT COST (vv) $ MILLION 305.9 336.8

COMMENT (mm) There was increased website visitation due to the flow-on effects of successful exhibitions, more diverse programming and improved on-line services. A new method of measurement (a browser based web analytics tool) was also introduced and has provided more accurate information. (nn) Melbourne Museum achieved record visitation in 2010–11, with the success of major exhibitions Titanic and Tutankhamun as well as the launch of new long- term exhibitions. Visitation to ACMI was driven by the successful Tim Burton and Disney exhibitions. NGV experienced increased attendances due to the 150th Anniversary weekend and the newly opened NGV Studio and NGV Kids Corner. (oo) The new member benefits package introduced by ACMI in June 2010 contributed to increased memberships. (pp) This measure now includes the time spent by volunteers in researching and preparing tours and programs for the NGV. NGV also experienced an increase in volunteer hours due to its 150th Anniversary. (qq) There were greater than expected school attendances at ACMI’s Tim Burton exhibition and Screen Worlds, and at Museum Victoria (Scienceworks). (rr) Processes and technology have been improved, increasing capacity to process a greater number of records in an equivalent timeframe. (ss) Departments finalised a larger number of multi-year transfer projects than originally scheduled. (tt) There was a high level of visitor satisfaction with the Tim Burton, Disney and permanent Screen Worlds exhibitions. (uu) The increased level of visitor satisfaction is attributed to enhanced program diversity. (vv) The actual output cost is higher than the target due to an increase in the arts agencies’ external revenue.

137 | APENDICES FOR THE YEAR ENDED 30 JUNE 2011 PRIVACY

COMPLIANCE WITH THE INFORMATION PRIVACY ACT 2000 DPC is committed to maintaining the privacy of personal information and health records. DPC’s Information and Health Records Privacy Policies are available from: __The Privacy Officer Department of Premier and Cabinet Level 3, 1 Treasury Place Melbourne Victoria 3002 Telephone: 9651 5478 Facsimile: 9651 5199 The Information Privacy Act 2000 (IP Act) aims to increase public confidence in the government’s ability to protect and manage personal information while promoting its free and appropriate exchange in Victoria. The IP Act came into effect on 1 September 2001 and its ten information privacy principles have been enforceable since 1 September 2002. On 1 July 2002, the Health Records Act 2001 (HR Act) came into force to protect the privacy of health information. Its 11 health privacy principles regulate the collection, handling and disposal of health information in the public and private sectors, including health service providers and other organisations. In 2010–11, no matters regarding DPC’s information privacy principles practices under the IP Act were referred to the Privacy Commissioner, and no matters regarding compliance with health privacy principles under the HR Act were referred to the Health Commissioner.

2010–2011 ANNUAL REPORT | 138 WHISTLEBLOWERS PROTECTION ACT 2001

COMPLIANCE WITH THE WHISTLEBLOWERS PROTECTION ACT 2001 This section of the report contains information that is required to be published annually under section 104 of the Whistleblowers Protection Act 2001 (the Act): a The current procedures established by the Department of Premier and Cabinet (DPC) under Part 6 of the Act can be found below. b DPC has received no disclosures during the year. c DPC has referred no disclosures during the year to the Ombudsman to determine whether they are public interest disclosures. d The Ombudsman has referred no disclosures to DPC during the year. e DPC has referred no disclosures to the Ombudsman to investigate during the year. f The Ombudsman has not taken over any investigation of disclosures from DPC during the year. g DPC has made no request under section 74 of the Act to the Ombudsman to investigate disclosures during the year. h DPC has not declined to investigate a disclosure during the year. i There have been no disclosures that were substantiated on investigation. There has been no requirement to take action on completion of an investigation. j The Ombudsman has made no recommendation under the Act that relates to DPC.

PROCEDURES FOR HANDLING DISCLOSURES UNDER SECTION 68 OF THE ACT

1 STATEMENT OF SUPPORT TO WHISTLEBLOWERS DPC is committed to the aims and objectives of the Whistleblowers Protection Act 2001 (the Act). It does not tolerate improper conduct by its employees, officers or members, nor the taking of reprisals against those who come forward to disclose such conduct.

2 PURPOSE OF THESE PROCEDURES These procedures establish a system for reporting disclosures of improper conduct or detrimental action by DPC and its employees. The system enables such disclosures to be made to the protected disclosure coordinator or to one of the nominated protected disclosure officers. Disclosures may be made by employees or by members of the public. The Australia Day Committee adopts these procedures as if they were their own. These procedures are designed to complement normal communication channels between supervisors and employees.

3 OBJECTS OF THE ACT The Whistleblowers Protection Act 2001 commenced operation on 1 January 2002. The purpose of the Act is to encourage and facilitate the making of disclosures of improper conduct by public officers and public bodies. The Act provides protection to whistleblowers who make disclosures in accordance with the Act, and establishes a system for the matters disclosed to be investigated and rectifying action to be taken.

139 | APENDICES FOR THE YEAR ENDED 30 JUNE 2011 WHISTLEBLOWERS PROTECTION ACT 2001 (CONTINUED)

4 DEFINITIONS OF KEY TERMS Three key concepts in the reporting system are improper conduct, corrupt conduct and detrimental action. Definitions of these terms are set out below.

4.1 IMPROPER CONDUCT A disclosure may be made about improper conduct by a public body or public official. Improper conduct means conduct that is corrupt, a substantial mismanagement of public resources, or conduct involving substantial risk to public health or safety or to the environment. The conduct must be serious enough to constitute, if proved, a criminal offence or reasonable grounds for dismissal. Examples: __To avoid closure of a town’s only industry, an environmental health officer ignores or conceals evidence of illegal dumping of waste. __An agricultural officer delays or declines imposing quarantine to allow a financially distressed farmer to sell diseased stock. __A building inspector tolerates poor practices and structural defects in the work of a leading local builder.

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

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

2010–2011 ANNUAL REPORT | 140 5 THE REPORTING SYSTEM

5.1 CONTACT PERSONS WITHIN THE DEPARTMENT OF PREMIER AND CABINET Disclosures of improper conduct or detrimental action by DPC or employees of the department, may be made to the following officers: __DPC’s Protected Disclosure Officer is Ms Zoe Gannon, Level 3, 1 Treasury Place, Melbourne 3002; Telephone: 9651 5514. __DPC’s Protected Disclosure Coordinator is Ms Brigid Sunderland, Level 3, 1 Treasury Place, Melbourne 3002; Telephone: 9651 2237. __Arts Victoria (an organisational unit of the department) also has a Protected Disclosure Officer, Ms Isolde Forstmanis, Level 6, 2 Kavanagh Street, Southbank 3006; Telephone: 8683 3176. The following table is a register of the Public Bodies and Public Officers for which DPC has responsibility.

ARTS BODIES

PUBLIC BODY ADDRESS PROTECTED TELEPHONE DISCLOSURE OFFICER

Australia Day Committee 1 Treasury Place, Melbourne 3002 Ms Zoe Gannon 9651 5514 Legal Branch

Australian Centre for the 196 Flinders Street, Melbourne 3000 Ms Janet Riley 8663 2269 Moving Image Head of Human Resources (PO Box 14, Flinders Lane VIC 8009) Ms Gael McIndoe Head of Public Programs 8663 2425

Geelong Performing 50 Little Malop Street, Geelong 3220 Mr Simon Guthrie 5221 6266 Arts Centre Trust (PO Box 991, Geelong 3220)

Library Board of Victoria 328 Swanston Street, Melbourne 3000 Ms Kate Molloy 8664 7511

Museums Board of Victoria 11 Nicholson Street, Carlton 3053 Mr Paul Leary, Manager 8341 7746 Human Resources (GPO Box 666E, Melbourne 3001)

Council of Trustees of the 180 St Kilda Road, Melbourne 3000 Ms Leigh Mackay 8620 2392 National Gallery of Victoria (PO Box 7259, Melbourne 8004)

Victorian Arts Centre Trust 100 St Kilda Road, Melbourne 3004 Mr Tony Chamberlain 9281 8359 (PO Box 7585, Melbourne 8004)

Victorian Council of the Arts Level 6, 2 Kavanagh Street, Ms Isolde Forstmanis 8683 3176 Southbank 3006 (Private Bag 1, South Melbourne 3205)

DPC ADMINISTRATIVE OFFICES

PUBLIC BODY ADDRESS PROTECTED TELEPHONE DISCLOSURE OFFICER

Government House, Ms Louise Kinder Office of the Governor 9655 4230 Melbourne 3004 Executive Officer

Office of the Chief Level 2, 1 Macarthur Street, Mr Terry Evans, Manager 9651 2192 Parliamentary Counsel Melbourne 3002 Business Administration

Ms Nicole Llewellyn Human Resources/ Public Record Office Victoria 99 Shiel Street, North Melbourne 3051 9348 5709 Organisation Development Consultant

Level 3, 3 Treasury Place, Ms Zoe Gannon Victorian Multicultural Commission 9651 5514 Melbourne 3002 Legal Branch

Victorian Bushfire Reconstruction Level 6, 55 Collins Street, Ms Louise Thompson 9092 5803 and Recovery Authority Melbourne 3000 Manager, Human Resources

141 | APENDICES FOR THE YEAR ENDED 30 JUNE 2011 WHISTLEBLOWERS PROTECTION ACT 2001 (CONTINUED)

PUBLIC OFFICERS

PROTECTED PUBLIC BODY ADDRESS TELEPHONE DISCLOSURE OFFICER

Secretary of the Department Level 3, 1 Treasury Place, Ms Zoe Gannon 9651 5514 of Premier and Cabinet Melbourne 3002 Legal Branch

Chief Parliamentary Counsel Level 2, 1 Macarthur Street, Mr Terry Evans 9651 2192 Melbourne 3002 Manager, Business Administration

Official Secretary, Government House, Ms Louise Kinder 9655 4230 Office of the Governor Melbourne 3004 Executive Officer

All correspondence, phone calls and emails from internal or external whistleblowers will be referred to the protected disclosure coordinator. Where a person is contemplating making a disclosure and is concerned about approaching the protected disclosure coordinator or a protected disclosure officer in the workplace, he or she can call the relevant officer and request a meeting in a discreet location away from the workplace.

5.2 ALTERNATIVE CONTACT PERSONS A disclosure about improper conduct or detrimental action by DPC or employees of the department may also be made directly to the Ombudsman. __The Ombudsman Victoria Level 9, 459 Collins Street (North Tower) Melbourne Victoria 3000 (DX 210174) __Internet: www.ombudsman.vic.gov.au Email: [email protected] Telephone: 9613 6222 Toll free: 1800 806 314 The following table sets out where disclosures about persons other than employees of DPC should be made.

PERSON WHO IS THE SUBJECT OF THE DISCLOSURE PERSON OR BODY TO WHOM THE DISCLOSURE MUST BE MADE

Employee of a public body That public body or the Ombudsman

Member of Parliament (Legislative Assembly) Speaker of the Legislative Assembly

Member of Parliament (Legislative Council) President of the Legislative Council

Councillor The Ombudsman

Chief Commissioner of Police The Ombudsman or Director, Police Integrity

Member of the police force The Ombudsman; Director, Police Integrity; or Chief Commissioner of Police

2010–2011 ANNUAL REPORT | 142 6 ROLES AND RESPONSIBILITIES

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

6.2 PROTECTED DISCLOSURE OFFICERS Protected disclosure officers will: __be a contact point for general advice about the operation of the Act for any person wishing to make a disclosure about improper conduct or detrimental action __make arrangements for a disclosure to be made privately and discreetly and, if necessary, away from the workplace __receive any disclosure made orally or in writing (from internal and external whistleblowers) __commit to writing any disclosure made orally __impartially assess the allegation and determine whether it is a disclosure made in accordance with Part 2 of the Act (that is, a protected disclosure) __take all necessary steps to ensure the identity of the whistleblower and the identity of the person who is the subject of the disclosure are kept confidential __forward all disclosures and supporting evidence to the protected disclosure coordinator.

6.3 PROTECTED DISCLOSURE COORDINATOR The protected disclosure coordinator has a central clearing-house role in the internal reporting system. He or she will: __receive all disclosures forwarded from the protected disclosure officers __receive all phone calls, emails and letters from members of the public or employees seeking to make a disclosure __impartially assess each disclosure to determine whether it is a public interest disclosure __refer all public interest disclosures to the Ombudsman __be responsible for carrying out, or appointing an investigator to carry out, an investigation referred to the public body by the Ombudsman __be responsible for overseeing and coordinating an investigation where an investigator has been appointed __appoint a welfare manager to support the whistleblower and to protect him or her from any reprisals __advise the whistleblower of the progress of an investigation into the disclosed matter __establish and manage a confidential filing system __collate and publish statistics on disclosures made __take all necessary steps to ensure the identity of the whistleblower and the identity of the person who is the subject of the disclosure are kept confidential __liaise with the chief executive officer of the public body.

143 | APENDICES FOR THE YEAR ENDED 30 JUNE 2011 WHISTLEBLOWERS PROTECTION ACT 2001 (CONTINUED)

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

6.5 WELFARE MANAGER The welfare manager is responsible for looking after the general welfare of the whistleblower. The welfare manager will: __examine the immediate welfare and protection needs of a whistleblower who has made a disclosure and seek to foster a supportive work environment __advise the whistleblower of the legislative and administrative protections available to him or her __listen and respond to any concerns of harassment, intimidation or victimisation in reprisal for making disclosure __ensure the expectations of the whistleblower are realistic.

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

8 COLLATING AND PUBLISHING STATISTICS The protected disclosure coordinator will establish a secure register to record the information required to be published in the annual report, and to generally keep account of the status of whistleblower disclosures. The register will be confidential and will not record any information that may identify the whistleblower. 2010–2011 ANNUAL REPORT | 144 The register will contain the following information: __the number and types of disclosures made to public bodies during the year __the number of disclosures referred to the Ombudsman for determination as to whether they are public interest disclosures __the number and types of disclosed matters referred to the public body by the Ombudsman for investigation __the number and types of disclosures referred by the public body to the Ombudsman for investigation __the number and types of investigations taken over from the public body by the Ombudsman __the number of requests made by a whistleblower to the Ombudsman to take over an investigation by the public body __the number and types of disclosed matters that the public body has declined to investigate __the number and types of disclosed matters that were substantiated upon investigation and the action taken on completion of the investigation __any recommendations made by the Ombudsman that relate to the public body.

9 RECEIVING AND ASSESSING DISCLOSURES

9.1 HAS THE DISCLOSURE BEEN MADE IN ACCORDANCE WITH PART 2 OF THE ACT? Where a disclosure has been received by the protected disclosure officer or by the protected disclosure coordinator, he or she will assess whether the disclosure has been made in accordance with Part 2 of the Act and is, therefore, a protected disclosure.

9.1.1 HAS THE DISCLOSURE BEEN MADE TO THE APPROPRIATE PERSON? For the disclosure to be responded to by DPC, it must concern an employee, member or officer of DPC. If the disclosure concerns an employee, officer or member of another public body, the person who has made the disclosure must be advised of the correct person or body to whom the disclosure should be directed (see the table in 5.2). If the disclosure has been made anonymously, it should be referred to the Ombudsman.

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

145 | APENDICES FOR THE YEAR ENDED 30 JUNE 2011 WHISTLEBLOWERS PROTECTION ACT 2001 (CONTINUED)

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

10 INVESTIGATIONS

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

2010–2011 ANNUAL REPORT | 146 10.2 TERMS OF REFERENCE Before commencing an investigation, the protected disclosure coordinator will draw up terms of reference and obtain authorisation for those terms by the Secretary of DPC. The terms of reference will set a date by which the investigation report is to be concluded, and will describe the resources available to the investigator to complete the investigation within the time set. The protected disclosure coordinator may approve, if reasonable, an extension of time requested by the investigator. The terms of reference will require the investigator to make regular reports to the protected disclosure coordinator who, in turn, is to keep the Ombudsman informed of general progress.

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

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

147 | APENDICES FOR THE YEAR ENDED 30 JUNE 2011 WHISTLEBLOWERS PROTECTION ACT 2001 (CONTINUED)

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

10.6 REFERRAL OF AN INVESTIGATION TO THE OMBUDSMAN The protected disclosure coordinator will make a decision regarding the referral of an investigation to the Ombudsman where, on the advice of the investigator: __the investigation is being obstructed by, for example, the non-cooperation of key witnesses __the investigation has revealed conduct that may constitute a criminal offence.

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

11 ACTION TAKEN AFTER AN INVESTIGATION

11.1 INVESTIGATOR’S FINAL REPORT At the conclusion of the investigation, the investigator will submit a written report of his or her findings to the protected disclosure coordinator. The report will contain: __the allegation/s __an account of all relevant information received and, if the investigator has rejected evidence as being unreliable, the reasons for this opinion being formed __the conclusions reached and the basis for them __any recommendations arising from the conclusions. Where the investigator has found that the conduct disclosed by the whistleblower has occurred, recommendations made by the investigator will include: __the steps that need to be taken by DPC to prevent the conduct from continuing or occurring in the future __any action that should be taken by DPC to remedy any harm or loss arising from the conduct. This action may include bringing disciplinary proceedings against the person responsible for the conduct, and referring the matter to an appropriate authority for further consideration. The report will be accompanied by: __the transcript or other record of any oral evidence taken, including tape recordings __all documents, statements or other exhibits received by the officer

2010–2011 ANNUAL REPORT | 148 and accepted as evidence during the course of the investigation. Where the investigator’s report is to include an adverse comment against any person, that person will be given the opportunity to respond and his or her defence will be fairly included in the report. The report will not disclose particulars likely to lead to the identification of the whistleblower.

11.2 ACTION TO BE TAKEN If the protected disclosure coordinator is satisfied that the investigation has found that the disclosed conduct has occurred, he or she will recommend to the Secretary the action that must be taken to prevent the conduct from continuing or occurring in the future. The protected disclosure coordinator may also recommend that action be taken to remedy any harm or loss arising from the conduct. The protected disclosure coordinator will provide a written report to the Premier or the Minister for the Arts (whomever is appropriate), the Ombudsman and the whistleblower setting out the findings of the investigation and any remedial steps taken. Where the investigation concludes that the disclosed conduct did not occur, the protected disclosure coordinator will report these findings to the Ombudsman and to the whistleblower.

12 MANAGING THE WELFARE OF THE WHISTLEBLOWER

12.1 COMMITMENT TO PROTECTING WHISTLEBLOWERS DPC is committed to the protection of genuine whistleblowers against detrimental action taken in reprisal for the making of protected disclosures. The protected disclosure coordinator is responsible for ensuring whistleblowers are protected from direct and indirect detrimental action, and that the culture of the workplace is supportive of protected disclosures being made. The protected disclosure coordinator will appoint a welfare manager to all whistleblowers who have made a protected disclosure. The welfare manager will: __examine the immediate welfare and protection needs of a whistleblower who has made a disclosure and, where the whistleblower is an employee, seek to foster a supportive work environment __advise the whistleblower of the legislative and administrative protections available to him or her __listen and respond to any concerns of harassment, intimidation or victimisation in reprisal for making disclosure __keep a contemporaneous record of all aspects of the case management of the whistleblower including all contact and follow-up action __ensure the expectations of the whistleblower are realistic. All employees will be advised that it is an offence for a person to take detrimental action in reprisal for a protected disclosure. The maximum penalty is a fine of 240 penalty units or two years imprisonment or both. The taking of detrimental action in breach of this provision can also be grounds for making a disclosure under the Act and can result in an investigation. Detrimental action includes: __causing injury, loss or damage __intimidation or harassment __discrimination, disadvantage or adverse treatment in relation to a person’s employment, career, profession, trade or business (including the taking of disciplinary action).

149 | APENDICES FOR THE YEAR ENDED 30 JUNE 2011 WHISTLEBLOWERS PROTECTION ACT 2001 (CONTINUED)

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

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

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

2010–2011 ANNUAL REPORT | 150 The protected disclosure coordinator will thoroughly document the process including recording the reasons why the disciplinary or other action is being taken, and the reasons why the action is not in retribution for the making of the disclosure. The protected disclosure coordinator will clearly advise the whistleblower of the proposed action to be taken, and of any mitigating factors that have been taken into account.

13 MANAGEMENT OF THE PERSON AGAINST WHOM A DISCLOSURE HAS BEEN MADE DPC recognises that employees against whom disclosures are made must also be supported during the handling and investigation of disclosures. DPC will take all reasonable steps to ensure the confidentiality of the person who is the subject of the disclosure during the assessment and investigation process. Where investigations do not substantiate disclosures, the fact that the investigation has been carried out, the results of the investigation, and the identity of the person who is the subject of the disclosure will remain confidential. The protected disclosure coordinator will ensure the person who is the subject of any disclosure investigated by or on behalf of a public body: __is informed as to the substance of the allegations __is given the opportunity to answer the allegations before a final decision is made __is informed as to the substance of any adverse comment that may be included in any report arising from the investigation __has his or her defence set out fairly in any report. Where the allegations in a disclosure have been investigated, and the person who is the subject of the disclosure is aware of the allegations or the fact of the investigation, the protected disclosure coordinator will formally advise the person who is the subject of the disclosure of the outcome of the investigation. DPC will give its full support to a person who is the subject of a disclosure where the allegations contained in a disclosure are clearly wrong or unsubstantiated. If the matter has been publicly disclosed, the Secretary of DPC will consider any request by that person to issue a statement of support setting out that the allegations were clearly wrong or unsubstantiated.

14 CRIMINAL OFFENCES DPC will ensure officers appointed to handle protected disclosures and all other employees are aware of the following offences created by the Act. It is an offence for a person to take detrimental action against a person in reprisal for a protected disclosure being made. The Act provides a maximum penalty of a fine of 240 penalty units or two years imprisonment or both. It is an offence for a person to divulge information obtained as a result of the handling or investigation of a protected disclosure without legislative authority. The Act provides a maximum penalty of 60 penalty units or six months imprisonment or both. It is an offence for a person to obstruct the Ombudsman in performing his responsibilities under the Act. The Act provides a maximum penalty of 240 penalty units or two years imprisonment or both. It is an offence for a person to knowingly provide false information under the Act with the intention that it be acted on as a disclosed matter. The Act provides a maximum penalty of 240 penalty units or two years imprisonment or both.

151 | APENDICES FOR THE YEAR ENDED 30 JUNE 2011 WHISTLEBLOWERS PROTECTION ACT 2001 (CONTINUED)

15 REVIEW These procedures will be reviewed annually to ensure they meet the objectives of the Act and accord with the Ombudsman’s guidelines.

REPORTING STRUCTURE FOR THE DEPARTMENT OF PREMIER AND CABINET

Investigator Secretary Welfare Manager Helen Silver Protected Disclosure Coordinator Brigid Sunderland Protected Disclosure Officer Zoe Gannon

Protected Disclosure Officer Isolde Forstmanis Arts Victoria

2010–2011 ANNUAL REPORT | 152 WORKFORCE INDICATORS AND DATA

PROFILE OF DEPARTMENT OF PREMIER AND CABINET’S WORKFORCE (INCLUDING ARTS VICTORIA): JUNE 2011

ONGOING EMPLOYEES FIXED TERM & CASUAL

NUMBER FULL TIME PART TIME FTE FTE (HEADCOUNT) (HEADCOUNT) (HEADCOUNT)

Jun–11 351 292 59 330.90 54.25

Jun–10 323 277 46 306.59 37.3

JUN–11 JUN–10

ONGOING FIXED TERM & ONGOING FIXED TERM & CASUAL CASUAL

NUMBER FTE FTE NUMBER FTE FTE (HEADCOUNT) (HEADCOUNT)

Gender

Female 228 210.11 38.09 211 195.70 23.50

Male 123 120.79 16.16 112 110.89 13.80

Age

Under 25 9 9.00 6.90 8 8.00 2.00

25–34 148 143.50 26.00 140 136.20 17.90

35–44 100 89.37 11.80 86 76.95 10.90

45–54 56 54.08 3.30 61 59.49 1.50

55–64 32 30.05 5.71 26 24.75 5.00

Over 64 6 4.90 0.54 2 1.20 0.00

Classification

Secretary 1 1.00 0.00 1 1.00 0.00

Executive 28 27.40 0.00 29 27.90 0.00

STS 2 2.00 2.30 3 2.90 1.50

Grade 6 65 62.20 2.00 55 52.00 1.40

Grade 5 78 70.17 13.60 67 61.78 10.80

Grade 4 75 71.57 15.60 58 55.95 10.40

Grade 3 57 54.26 14.20 57 55.60 8.20

Grade 2 14 12.20 3.00 19 16.66 0.00

Grade 1 0 0.00 0.00 0 0.00 0.00

Legal Officer 15 14.10 0.00 16 14.80 5.00

Casual 0 0.00 2.55 0 0.00 0.00

Other 16 16.00 1.00 18 18.00 0.00

153 | APENDICES FOR THE YEAR ENDED 30 JUNE 2011 WORKFORCE INDICATORS AND DATA (CONTINUED)

PROFILE OF OFFICE OF THE GOVERNOR OF VICTORIA: JUNE 2011

ONGOING EMPLOYEES FIXED TERM & CASUAL

NUMBER FULL TIME PART TIME FTE FTE (HEADCOUNT) (HEADCOUNT) (HEADCOUNT)

Jun–11 23 20 3 20.95 7.06

Jun–10 25 21 4 22.65 4.22

JUN–11 JUN–10

ONGOING FIXED TERM & ONGOING FIXED TERM & CASUAL CASUAL

NUMBER FTE FTE NUMBER FTE FTE (HEADCOUNT) (HEADCOUNT)

Gender

Female 15 12.95 3.59 18 15.65 1.01

Male 8 8.00 3.47 7 7.00 3.21

Age

Under 25 0 0.00 2.47 0 0.00 0.51

25–34 3 2.39 2.00 5 4.29 2.00

35–44 8 8.00 0.00 8 7.80 0.12

45–54 10 9.39 2.59 10 9.39 1.59

55–64 0 0.00 0.00 1 0.17 0.00

Over 64 2 1.17 0.00 1 1.00 0.00

Classification

Secretary 0 0.00 0.00 0 0.00 0.00

Executive 1 1.00 0.00 1 1.00 0.00

STS 0 0.00 0.00 0 0.00 0.00

Grade 6 1 1.00 0.00 1 1.00 0.00

Grade 5 2 2.00 0.00 3 3.00 0.00

Grade 4 3 3.00 4.00 4 3.80 2.00

Grade 3 7 6.39 1.59 7 6.39 1.59

Grade 2 8 7.39 0.47 8 7.29 0.00

Grade 1 1 0.17 1.00 1 0.17 0.00

Legal Officer 0 0.00 0.00 0 0.00 0.00

Casual 0 0.00 0.00 0 0.00 0.63

2010–2011 ANNUAL REPORT | 154 PROFILE OF THE OFFICE OF THE CHIEF PARLIAMENTARY COUNSEL’S WORKFORCE: JUNE 2011

ONGOING EMPLOYEES FIXED TERM & CASUAL

NUMBER FULL TIME PART TIME FTE FTE (HEADCOUNT) (HEADCOUNT) (HEADCOUNT)

Jun–11 38 34 4 36.03 0.41

Jun–10 35 31 4 33.13 1.11

JUN–11 JUN–10

ONGOING FIXED TERM & ONGOING FIXED TERM & CASUAL CASUAL

NUMBER FTE FTE NUMBER FTE FTE (HEADCOUNT) (HEADCOUNT)

Gender

Female 22 20.03 0.41 20 18.13 0.48

Male 16 16.00 0.00 15 15.00 0.63

Age

Under 25 0 0.00 0.00 1 1.00 0.68

25–34 12 11.10 0.00 10 9.60 0.00

35–44 11 9.93 0.00 8 6.93 0.00

45–54 7 7.00 0.41 7 6.60 0.00

55–64 7 7.00 0.00 8 8.00 0.43

Over 64 1 1.00 0.00 1 1.00 0.00

Classification

Secretary 0 0.00 0.00 0 0.00 0.00

Executive 4 4.00 0.00 4 4.00 0.00

STS 2 2.00 0.00 2 2.00 0.00

Grade 6 3 3.00 0.00 2 2.00 0.00

Grade 5 5 4.53 0.00 4 3.53 0.00

Grade 4 3 3.00 0.00 3 3.00 0.00

Grade 3 6 5.40 0.00 6 5.00 0.00

Grade 2 1 1.00 0.00 1 1.00 0.00

Grade 1 0 0.00 0.00 0 0.00 0.00

Legal Officer 14 13.10 0.00 13 12.60 0.00

Casual 0 0.00 0.41 0 0.00 1.11

155 | APENDICES FOR THE YEAR ENDED 30 JUNE 2011 WORKFORCE INDICATORS AND DATA (CONTINUED)

PROFILE OF THE VICTORIAN BUSHFIRE RECONSTRUCTION AND RECOVERY AUTHORITY’S WORKFORCE: JUNE 2011*

ONGOING EMPLOYEES FIXED TERM & CASUAL

NUMBER FULL TIME PART TIME FTE FTE (HEADCOUNT) (HEADCOUNT) (HEADCOUNT)

Jun–11 0 0 0 0 0

Jun–10 35 31 4 34.10 40.40

JUN–11 JUN–10

ONGOING FIXED TERM ONGOING FIXED TERM & CASUAL & CASUAL

NUMBER FTE FTE NUMBER FTE FTE (HEADCOUNT) (HEADCOUNT)

Gender

Female 0 0.00 0.00 24 23.10 30.40

Male 0 0.00 0.00 11 11.00 10.00

Age

Under 25 0 0.00 0.00 0 0.00 1.60

25–34 0 0.00 0.00 10 9.60 17.00

35–44 0 0.00 0.00 11 10.80 6.00

45–54 0 0.00 0.00 8 8.00 11.40

55–64 0 0.00 0.00 6 5.70 4.40

Over 64 0 0.00 0.00 0 0.00 0.00

Classification

Secretary 0 0.00 0.00 0 0.00 0.00

Executive 0 0.00 0.00 7 6.70 0.00

STS 0 0.00 0.00 0 0.00 1.00

Grade 6 0 0.00 0.00 15 14.60 7.00

Grade 5 0 0.00 0.00 6 6.00 8.60

Grade 4 0 0.00 0.00 4 3.80 11.20

Grade 3 0 0.00 0.00 1 1.00 9.20

Grade 2 0 0.00 0.00 2 2.00 3.00

Grade 1 0 0.00 0.00 0 0.00 0.00

Legal Officer 0 0.00 0.00 0 0.00 0.00

Casual 0 0.00 0.00 0 0.00 0.40

* The Victorian Bushfire Reconstruction and Recovery Authority ceased operation on 30 June 2011. Therefore, in accordance with Financial Reporting Direction 29, workforce indicators and data for the Authority as at the 2011 counting day (1 July 2011) are reported as nil.

2010–2011 ANNUAL REPORT | 156 PROFILE OF THE VICTORIAN MULTICULTURAL COMMISSION’S WORKFORCE: JUNE 2011

FIXED TERM & ONGOING EMPLOYEES CASUAL

NUMBER FULL TIME PART TIME FTE FTE (HEADCOUNT) (HEADCOUNT) (HEADCOUNT)

Jun–11 6 4 2 5.40 2.00

Jun–10 23 20 3 22.20 14.86

JUN–11 JUN–10

FIXED TERM & FIXED TERM & ONGOING ONGOING CASUAL CASUAL

NUMBER NUMBER FTE FTE FTE FTE (HEADCOUNT) (HEADCOUNT)

Gender

Female 4 3.40 1.00 13 12.60 12.09

Male 2 2.00 1.00 10 9.60 2.77

Age

Under 25 0 0 0.00 1 1.00 1.26

25–34 0 0.00 2.00 8 8.00 11.00

35–44 4 3.60 0.00 9 8.40 1.00

45–54 1 1.00 0.00 3 3.00 1.00

55–64 1 0.80 0.00 2 1.80 0.60

Over 64 0 0.00 0.00 0 0.00 0.00

Classification

Secretary 0 0.00 0.00 0 0.00 0.00

Executive 1 1.00 0.00 1 1.00 0.00

STS 0 0.00 0.00 0 0.00 0.00

Grade 6 0 0.00 0.00 3 3.00 1.00

Grade 5 2 2.00 1.00 8 7.80 2.00

Grade 4 2 1.80 1.00 9 8.40 7.60

Grade 3 1 0.60 0.00 1 1.00 3.00

Grade 2 0 0.00 0.00 1 1.00 1.00

Grade 1 0 0.00 0.00 0 0.00 0.00

Legal Officer 0 0.00 0.00 0 0.00 0.00

Casual 0 0.00 0.00 0 0.00 0.26

157 | APENDICES FOR THE YEAR ENDED 30 JUNE 2011 WORKFORCE INDICATORS AND DATA (CONTINUED)

PROFILE OF DPC INCLUDING ARTS VICTORIA EXECUTIVE OFFICERS: JUNE 2011

ONGOING SPECIAL PROJECTS TOTAL

MALE FEMALE MALE FEMALE

CLASS 2010 2011 VAR 2010 2011 VAR 2010 2011 VAR 2010 2011 VAR 2010 2011 VAR

EO–1 2 2 0 0 0 0 0 0 0 0 0 0 2 2 0

EO–2 8 9 1 5 6 1 0 0 0 0 0 0 13 15 2

EO–3 6 6 0 8 5 -3 0 0 0 0 0 0 14 11 -3

TOTAL 16 17 1 13 11 -2 0 0 0 0 0 0 29 28 -1

NOTE:

Table excludes the Secretary (Accountable Officer).

There were three vacancies in June 2011 and four vacancies in June 2010.

Var column indicates the variation between the current and previous reporting periods.

PROFILE OF DPC PORTFOLIO EXECUTIVES AS AT 30 JUNE 2011

ONGOING SPECIAL PROJECTS TOTAL

MALE FEMALE MALE FEMALE

ORGANISATION 2010 2011 VAR 2010 2011 VAR 2010 2011 VAR 2010 2011 VAR 2010 2011 VAR

Office of the Governor 1 1 0 0 0 0 0 0 0 0 0 0 1 1 0

Office of the Chief Parliamentary 2 2 0 2 2 0 0 0 0 0 0 0 4 4 0 Counsel

Victorian Bushfire Reconstruction and Recovery 3 0 -3 4 0 -4 0 0 0 0 0 0 7 0 -7 Authority

Victorian Multicultural 1 1 0 0 0 0 0 0 0 0 0 0 1 1 0 Commission

TOTAL 7 4 -3 6 2 -4 0 0 0 0 0 0 13 6 -7

NOTE: Table excludes the Secretary (Accountable Officer). Var column indicates the variation between the current and previous reporting period.

RECONCILIATION OF DPC EXECUTIVE OFFICER NUMBERS: JUNE 2010–2011

2011 2010

Executives whose total remuneration exceeded $100,000 ADD 44 41 during the reporting period

Vacancies 3 5

Executives whose total remuneration was below 12 13 $100,000 during the reporting period

Accountable Officer (Secretary) 1 1

LESS Separations 19 10

TOTAL EXECUTIVE NUMBERS 41 50

NOTE: This data includes OCPC, PROV, Office of the Governor, VMC and VBRRA

2010–2011 ANNUAL REPORT | 158 DPC WEBSITES

DPC PORTFOLIO ARTS AGENCIES The Premier of Victoria Australian Centre for the Moving Image www.premier.vic.gov.au www.acmi.net.au Department of Premier and Cabinet Geelong Performing Arts Centre Trust www.dpc.vic.gov.au www.gpac.org.au Arts Victoria Melbourne Recital Centre www.arts.vic.gov.au www.melbournerecital.org.au Australia Day Committee (Victoria) Museum Victoria www.australiaday.vic.gov.au www.museum.vic.gov.au Action for Victoria’s Future National Gallery of Victoria www.action.vic.gov.au www.ngv.vic.gov.au Media Releases Archive Public Record Office Victoria www.dpc.vic.gov.au/pressrel www.prov.vic.gov.au

PORTFOLIO AGENCIES State Library of Victoria www.slv.vic.gov.au Careers with the Victorian Government www.careers.vic.gov.au The Arts Centre www.theartscentre.net.au Office of Chief Parliamentary Counsel www.ocpc.vic.gov.au Theatre Alive www.theatrealive.com.au Ombudsman Victoria www.ombudsman.vic.gov.au PickVic www.pickvic.ssa.vic.gov.au Protecting Victoria’s Vulnerable Children Inquiry www.childprotectioninquiry.vic.gov.au Public Appointment Boards Victoria www.publicboards.vic.gov.au State Services Authority www.ssa.vic.gov.au The Governor of Victoria www.governor.vic.gov.au Victorian Government Gazette www.gazette.vic.gov.au Victorian Government Graduate Website www.graduates.vic.gov.au Victorian Leadership Development Centre www.vldc.vic.gov.au Victorian Legislation and Parliamentary Documents www.legislation.vic.gov.au Victorian Multicultural Commission www.multicultural.vic.gov.au

159 | APENDICES FOR THE YEAR ENDED 30 JUNE 2011 CONTACTS DEPARTMENT OF PREMIER AND CABINET

1 Treasury Place, East Melbourne 3002 DEPUTY SECRETARY, POLICY (DX 210753) AND CABINET GROUP (GPO Box 4912, Melbourne 3001) Pradeep Philip Telephone: 9561 5111 Facsimile: 9561 5115 Telephone: 9651 1399 Website: www.dpc.vic.gov.au Facsimile: 9651 5115 Email: [email protected] Email: [email protected]

SECRETARY EXECUTIVE DIRECTOR, CITIZENSHIP AND RESILIENCE Helen Silver Mark Duckworth Telephone: 9651 5072 Facsimile: 9651 5115 Telephone: 9651 2654 Facsimile: 9651 5115 DIRECTOR, ARTS VICTORIA Email: [email protected]

Penny Hutchinson EXECUTIVE DIRECTOR, Telephone: 8683 3101 COMPETITIVENESS AND PARTICIPATION Facsimile: 9686 6186 Katy Haire Email: [email protected] Level 6, Kavanagh Street, Southbank 3006 Telephone: 9651 5275 (DX 212559) Facsimile: 9651 5213 (Private Bag 1, South Melbourne 3205) Email: [email protected] Telephone: 8683 3100 Telephone: TTY 9682 4864 EXECUTIVE DIRECTOR, LIVEABILITY, Telephone: 1800 134 894 (free call) ENVIRONMENT AND INFRASTRUCTURE Facsimile: 9686 6186 Simon Hollingsworth Website: www.arts.vic.gov.au Telephone: 9651 2176 Email: [email protected] Facsimile: 9651 5115 DEPUTY SECRETARY, FEDERALISM, Email: [email protected] CITIZENSHIP AND CLIMATE CHANGE GROUP EXECUTIVE DIRECTOR, GOVERNANCE Donald Speagle Michael Kane Telephone: 9651 0735 Telephone: 9651 5644 Facsimile: 9651 5115 Facsimile: 9651 5071 Email: [email protected] Email: [email protected]

DEPUTY SECRETARY, GOVERNMENT AND CORPORATE GROUP Tony Cook Telephone: 9651 1252 Facsimile: 9651 5115 Email: [email protected]

2010–2011 ANNUAL REPORT | 160 PORTFOLIO AGENCIES

OFFICE OF THE GOVERNOR OFFICE OF THE CHIEF PARLIAMENTARY COUNSEL, VICTORIA Official Secretary Charles Curwen CVO OBE Chief Parliamentary Counsel Gemma Varley Government House, Melbourne 3004 Telephone: 9655 4211 Telephone: 9651 2109 Facsimile: 9650 9050 Facsimile: 9651 2107 Website: www.governor.vic.gov.au Email: [email protected] Level 2, 1 Macarthur Street, East Melbourne 3002 VICTORIAN BUSHFIRE RECONSTRUCTION Telephone: 9651 2103 AND RECOVERY AUTHORITY Facsimile: 9651 2107 Website: www.ocpc.vic.gov.au (Authority closed on 30 June 2011) Chair STATE SERVICES AUTHORITY Ian Dicker Chairman Chief Executive Officer Bruce C Hartnett Pam White 3 Treasury Place, East Melbourne 3002 Level 6, 55 Collins Street, Melbourne 3000 (DX 210753) Information Line: 1800 240 667 Telephone: 9651 0821 Facsimile: 9092 5878 Facsimile: 9651 1883 Website: www.wewillrebuild.vic.gov.au Email: [email protected] Email: [email protected] Chief Executive Officer Karen Cleave OMBUDSMAN VICTORIA Telephone: 9651 5090 Ombudsman Facsimile: 9651 1883 George Brouwer Email: [email protected] Level 9, 459 Collins Street, Melbourne 3000 Website: www.ssa.vic.gov.au Telephone: 9613 6222 Facsimile: 9614 0246 Email: [email protected] Website: www.ombudsman.vic.gov.au

VICTORIAN MULTICULTURAL COMMISSION Interim Chairperson Hakan Akyol Level 3, 3 Treasury Place, Melbourne 3000 GPO Box 4698 Melbourne 3001 Telephone: 9651 0651 Facsimile: 9651 0612 Website: www.multicultural.vic.gov.au

161 | APENDICES FOR THE YEAR ENDED 30 JUNE 2011 ARTS AGENCIES

AUSTRALIAN CENTRE NATIONAL GALLERY OF VICTORIA FOR THE MOVING IMAGE Director Director Gerald Vaughan Tony Sweeney Telephone: 8620 2276 Telephone: 8663 2241 Facsimile: 8620 2555 Facsimile: 8663 2244 Email: [email protected] Email: [email protected] Administration Centre Federation Square, Melbourne (PO Box 7259, Melbourne 8004) (PO Box 14, Flinders Lane, Melbourne 8009) Telephone: 8620 2222 Telephone: 8663 2200 Facsimile: 8620 2555 Facsimile: 8663 2211 Website: www.ngv.vic.gov.au Website: www.acmi.net.au Email: [email protected] Email: [email protected] PUBLIC RECORD OFFICE VICTORIA MUSEUM VICTORIA Victorian Archives Centre Chief Executive Officer Reading Room and Repository J. Patrick Greene 99 Shiel Street, North Melbourne 6051 Telephone: 8341 7101 (DX 210727) Email: [email protected] (PO Box 2100, North Melbourne 3051) General Administration Telephone: 9348 5600 Ground Floor, Melbourne Museum Facsimile: 9348 5656 11 Nicholson Street, Carlton 3053 Website: www.prov.vic.gov.au (GPO Box 666, Melbourne 3001) Director and Keeper of Public Records Telephone: 8341 7777 Justine Heazlewood General Enquiries Telephone: 131 102 Telephone: 9348 5602 Facsimile: 8341 7778 Facsimile: 9348 5656 Website: www.museumvictoria.com.au Email: [email protected] Public Records Advisory Council GEELONG PERFORMING ARTS CENTRE President General Manager Peter Harmsworth Jill Smith STATE LIBRARY OF VICTORIA Telephone: 5225 1213 Facsimile: 5225 1229 CEO/State Librarian Email: [email protected] Anne-Marie Schwirtlich (until 18 February 2011) 50 Little Malop Street, Geelong 3220 Acting CEO/State Librarian (from 19 February 2011) (PO Box 991, Geelong 3220) Sue Hamilton Telephone: 5225 1213 Facsimile: 5225 1229 328 Swanston Street, Melbourne 3000 Website: www.gpac.org.au (DX 210485) Email: [email protected] Telephone: 8664 7000 Facsimile: 9639 4737 THE ARTS CENTRE Website: www.slv.vic.gov.au Chief Executive Judith Isherwood Telephone: 9281 8300 Facsimile: 9281 8302 Email: [email protected] 100 St Kilda Road, Melbourne 3004 (PO Box 7585, Melbourne 8004) Telephone: 9281 8000 Facsimile: 9281 8282 Website: www.theartscentre.com.au

2010–2011 ANNUAL REPORT | 162 GLOSSARY OF TERMS

ACMI Australian Centre for the Moving Image ATO Australian Tax Office CAF Council for the Australian Federation CALD Culturally and Linguistically Diverse Communities COAG Council of Australian Governments CRC COAG Reform Council DPC Department of Premier and Cabinet DPCD Department of Planning and Community Development DSE Department of Sustainability and Environment DTF Department of Treasury and Finance EMS Environmental Management System EPB Economic Policy Branch FOI Freedom of Information FTE Full-time Equivalent GPAC Geelong Performing Arts Centre GST Goods and Services Tax IMT Information Management Technology NCP National Competition Policy NDIS National Disability Insurance Scheme NGV National Gallery of Victoria NPA National Partnerships Agreement OCPC Office of the Chief Parliamentary Counsel OH&S Occupational Health and Safety OMAC Office of Multicultural Affairs and Citizenship OV Ombudsman Victoria PSE Protocol and Special Events RAI Resources and Infrastructure Branch SCB Strategic Communications Branch SC and MC State Coordination and Management Council SEMB Security and Emergency Management Branch SIB Strategy and Innovation Branch SPB Social Policy Branch SSA State Services Authority VBRRA Victorian Bushfire Reconstruction and Recovery Authority VIPP Victorian Industry Participation Policy VMC Victorian Multicultural Commission VPS Victorian Public Service

163 | APENDICES FOR THE YEAR ENDED 30 JUNE 2011

DEPARTMENT OF PREMIER CONTENT COORDINATION DESIGN AND PRODUCTION AND CABINET 2010–11 Corporate Development Branch, Design Studio, ANNUAL REPORT Department of Premier and Cabinet Strategic Communications Branch, The 2010–11 Annual Report and Department of Premier and Cabinet accompanying financial statements PROOFREADING SERVICES This report is printed on Australian present a summary of DPC performance over the 2010–11 financial year. The Muse Copywriting made Saxton Carbon Neutral paper report covers core DPC work and that has been certified under the includes annual reports for the Office National Carbon Offset Standard. of the Governor, the Office of the PHOTOGRAPHS This has helped reduce global Chief Parliamentary Counsel, Victorian Hon Ted Baillieu, MLA greenhouse gas emissions by more Multicultural Commission and the than 640 kgs CO2e. This paper is Victorian Bushfire Reconstruction Hon Nicholas Kotsiras, MLA made under ISO 14001 Environmental and Recovery Authority. The report Management System certification provides information about key DPC Secretary, DPC by achievements and future challenges Mark Farrelly Photography against its output structure as set out The Governor of Victoria, The Hon Chief in the state budget papers. Justice and Elder of Bunerong, courtesy While the report highlights the work of the Office of the Governor of other portfolio agencies, like the Visions of Victoria Office of the Ombudsman and the State Services Authority, full information Cover image by can be obtained from their individual Mark Farrelly Photography 2010–11 annual reports. Visit www.dpc.vic.gov.au for more information. Authorised by the Victorian Government, Melbourne. Print Managed by Finsbury Green.

ACCESSIBILITY If you would like to receive this publication in an accessible format, such as large print or audio, please telephone 9651 5094 or email [email protected] This document is also available in PDF and Word format on the Internet at www.dpc.vic.gov.au ISSN 1833–0878