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Appendices including disclosure index

Appendices for budget portfolio outcomes, financial information, governance, workforce data, environmental performance and statutory compliance.

Appendices

  1. The budget portfolio outcomes statements provide a comparison between the actual financial information of all general government entities within the portfolio and the forecast financial information published in the State Budget Papers by the Department of Treasury and Finance.

    The budget portfolio outcomes statements comprise the comprehensive operating statement, balance sheet, cash flow statement, statement of changes in equity and the administered items statement.

    The budget portfolio outcomes statements have been prepared on a consolidated basis and include all general government entities within the portfolio. Consistent with the budget papers, financial transactions and balances are classified into either ‘controlled’ or ‘administered’.

    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 because they also include the consolidated financial information of the following entities:

    • Victorian Electoral Commission
    • Victorian Public Sector Commission
    • Cenitex.

    From 2021–22 the operations of the Portable Long Service Authority and the Labour Hire Authority are separately reported as regulatory bodies and are no longer included in this report.

    Comprehensive operating statement for the year ended 30 June 2022

    Controlled

    2021–22 actual

    $m

    2021–22 budget

    $m

    Variation

    $m

    Income from transactions

    Output appropriations (1)

    599.8

    470.0

    129.8

    Special appropriations

    50.7

    43.1

    7.6

    Interest

    1.5

    (1.5)

    Sale of goods and services (2)

    226.6

    186.8

    39.8

    Grants (3)

    33.5

    3.2

    30.3

    Resources received free of charge

    11.4

    11.4

    Other income

    0.2

    1.4

    (1.2)

    Total income from transactions

    922.2

    706.0

    216.2

    Expenses from transactions

    Employee benefits (4)

    390.8

    340.5

    (50.3)

    Depreciation

    49.8

    43.6

    (6.2)

    Interest expense

    0.4

    (0.4)

    Grants expense (5)

    154.2

    82.7

    (71.5)

    Capital asset charge

    Other expenses (6)

    296.7

    239.5

    (57.2)

    Total expenses from transactions

    891.9

    706.3

    (185.6)

    Net result from transactions

    30.3

    (0.3)

    30.6

    Other economic flows included in net result

    Net gain/(loss) on non-financial assets

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

    (0.4)

    (0.4)

    Other gains/(losses) from other economic flows

    4.4

    4.4

    Total other economic flows included in net result

    4.0

    4.0

    Net result

    34.3

    (0.3)

    34.6

    Other economic flows — other comprehensive income

    Items that will not be reclassified to net result

    Changes in physical asset revaluation reserve (7)

    207.0

    207.0

    Other

    Total other economic flows — other comprehensive income

    207.0

    207.0

    Comprehensive result

    241.3

    (0.3)

    241.6

    Summary:

    The net result from transactions for the DPC portfolio is a surplus of $30.3 million, which is primarily due to increased project and service delivery volumes in Cenitex and assets received free of charge by the Public Record Office Victoria. The comprehensive result for the portfolio was a surplus of $241.3 million, which includes a $207 million gain on the revaluation of assets.

    Notes:

    The notes below provide an explanation of the major variances between the 2021–22 comprehensive result compared with the budgeted comprehensive result.

    (1) Higher output appropriations mainly relate to additional budget funding approved after the original budget publication.

    (2) Higher sale of goods and services is driven by higher customer volume and additional services provided by Cenitex.

    (3) The increase in grant revenue mainly relates to trust revenues.

    (4) Employee benefits increase mainly relates to staffing requirements associated with budget initiatives approved after the original budget publication.

    (5) The increase in grants expense relates to grant transfers to Breakthrough Victoria Pty Ltd. Funding is approved after original budget publication.

    (6) Higher other expenses relate to professional services costs associated with budget initiatives approved after the original budget publication.

    (7) The increase in revaluation reserve relates to land and buildings within the portfolio and cultural assets held by the Public Record Office Victoria.

    Balance sheet as at 30 June 2022

    Controlled

    2022 actual

    $m

    2022 budget

    $m

    Variation

    $m

    Financial assets

    Cash and deposits

    91.3

    111.5

    (20.2)

    Receivables(1)

    56.5

    101.0

    (44.5)

    Other financial assets (2)

    129.0

    76.7

    52.3

    Total financial assets

    276.8

    289.2

    (12.4)

    Non-financial assets

    Inventories

    6.2

    3.7

    2.5

    Property, plant and equipment (3)

    955.4

    761.2

    194.2

    Intangible assets

    63.0

    62.3

    0.7

    Other non-financial assets

    34.1

    12.4

    21.7

    Total non-financial assets

    1,058.7

    839.6

    219.1

    Total assets

    1,335.5

    1,128.8

    206.7

    Liabilities

    Payables

    76.3

    105.9

    29.6

    Borrowings

    34.0

    38.7

    4.7

    Provisions

    95.3

    71.7

    (23.6)

    Total liabilities

    205.6

    216.3

    10.7

    Net assets

    1,129.9

    912.5

    217.4

    Equity

    Contributed capital

    435.7

    465.5

    (29.8)

    Reserves(4)

    599.1

    402.1

    197.0

    Accumulated surplus

    95.1

    44.6

    50.5

    Total equity

    1,129.9

    912.3

    217.6

    Summary:

    Net assets (or total equity) for the DPC portfolio at 30 June 2022 have increased by $217.6 million when compared with the budgeted balance sheet published in the State Budget Papers. This is mainly attributable to gains on the revaluation of assets within the portfolio.

    Notes:

    The notes below provide an explanation of the major variances in asset, liability and equity items.

    (1) The decrease in receivables from government is due to machinery of government changes and timing of expense recoupment from other government departments. A budget update is made after the original budget publication.

    (2) The increase in other financial assets is due to a higher level of debtors.

    (3) The increase in property, plant and equipment relates to land and buildings within the portfolio and cultural assets held by the Public Record Office Victoria.

    (4) The increase in revaluation reserve relates to land and buildings within the portfolio and cultural assets held by the Public Record Office Victoria.

    Cash flow statement for the year ended 30 June 2022

    Controlled

    2021–22 actual

    $m

    2021–22 budget

    $m

    Variation

    $m

    Cash flows from operating activities

    Receipts from government (1)

    617.0

    494.6

    122.4

    Receipts from other entities

    20.2

    4.0

    16.2

    Other receipts(2)

    251.6

    188.0

    63.6

    Total receipts

    888.8

    686.6

    202.2

    Payments of grants(3)

    (154.2)

    (82.7)

    (71.5)

    Payments to suppliers and employees(4)

    (682.3)

    (581.0)

    (101.3)

    Capital asset charge

    Total payments

    (836.5)

    (663.7)

    (172.8)

    Net cash flows from operating activities

    52.3

    22.9

    29.4

    Cash flows from investing activities

    Net investment

    0.6

    0.6

    Payments for non-financial assets

    (44.2)

    (30.2)

    (14.0)

    Proceeds from the sale of non-financial assets

    1.0

    1.0

    Net cash flows used in investing activities

    (42.6)

    (30.2)

    (12.4)

    Cash flows from financing activities

    Owner contributions by the state government

    4.7

    (11.0)

    15.7

    Net borrowings

    (7.8)

    (9.5)

    1.7

    Net cash flows from financing activities

    (3.1)

    (20.5)

    17.4

    Net increase/(decrease) in cash held

    6.6

    (27.8)

    34.4

    Cash at the beginning of the financial year

    84.7

    139.3

    (54.6)

    Cash at the end of the financial year

    91.3

    111.5

    (20.2)

    Summary:

    The net cash position for the DPC portfolio at 30 June 2022 is $91.3 million. This is $20.2 million lower than the original budgeted balance of $111.5 million.

    Notes:

    The notes below provide an explanation of the major variances in the 2021–22 cash flow statement.

    (1) The variance in receipts from the government is mainly due to appropriations received for initiatives approved after the original budget publication.

    (2) The variance in other receipts relates mainly to increased Cenitex services revenue.

    (3) The variance in payments of grants primarily relates to the grants payments to Breakthrough Victoria Pty Ltd.

    (4) The variance in payments to suppliers and employees relates to costs associated with initiatives approved after original budget publication.

    Statement of changes in equity for the year ended 30 June 2022

    Controlled

    2021–22 actual

    $m

    2021–22 budget

    $m

    Variation

    $m

    Contributed capital

    Opening balance

    428.1

    428.1

    Contribution from owners

    7.4

    37.4

    (30.0)

    Closing balance

    435.5

    465.5

    (30.0)

    Reserves

    Opening balance

    392.4

    392.4

    Comprehensive result

    206.7

    64.3

    142.4

    Closing balance

    599.1

    402.1

    197.0

    Accumulated surplus

    Opening balance

    64.3

    64.3

    Machinery of government

    Comprehensive result

    30.8

    (19.7)

    50.5

    Closing balance

    95.1

    44.6

    50.5

    Total equity

    1,129.7

    912.3

    217.4

    Summary:

    Total equity for the DPC portfolio is $217.4 million favourable when compared with the original budgeted balance sheet published in the State Budget Papers. This is mainly attributable to cultural asset revaluations.

    Administered items statement for the year ended 30 June 2022

    2021–22 actual

    $m

    2021–22 budget

    $m

    Variation

    $m

    Administered income

    Special appropriations

    12.6

    12.8

    (0.2)

    Sales of goods and services

    2.2

    0.8

    1.4

    Other income

    1.0

    0.3

    0.7

    Total administered income

    15.8

    13.9

    1.9

    Administered expenses

    Expenses on behalf of the state

    6.6

    6.3

    (0.3)

    Payments into the Consolidated Fund

    9.5

    1.1

    (8.4)

    Total administered expenses

    16.1

    7.4

    (8.7)

    Income less expenses

    (0.3)

    6.5

    (6.8)

    Administered assets

    Cash and deposits

    1.0

    0.4

    0.6

    Receivables

    30.7

    31.5

    (0.8)

    Total administered assets

    31.7

    31.9

    (0.2)

    Administered liabilities

    Payables

    1.7

    (1.7)

    Total administered liabilities

    1.7

    (1.7)

    Net assets

    30.0

    31.9

    (1.9)

    Summary:

    Administered items for the DPC portfolio include receipts and payments made by the DPC portfolio on behalf of the state.

  2. Financial performance

    Significant factors that affected DPC’s performance in 2021–22 are summarised below.

    DPC recorded a net profit result from operations of $20 million for 2021–22.

    The profit result is primarily due to assets received free of charge from the Public Record Office Victoria and trust funds operation, where funds received during 2021–22 will be expended in future years.

    Sources of income ($ million)

    Pie graph - Income from government appropriations $650.5 million (94%); Other income $44.4 million (6%).

    The above graph shows the sources of income available to DPC during the 2021–22 financial year.

    DPC’s main source of income is from government appropriations, which account for 94% of income. The balance is derived from government grants and services.

    Compared with 2020–21 the overall increase in DPC’s income is mainly due to new government initiatives delivered during the year, including digital vaccination certification, the business licensing initiative and development of the Digital Victoria Marketplace, along with an increase associated with 2022 State Election readiness. This resulted in higher government appropriations.

    Expenses ($ million)

    Pie graph - Employee expenses $257.4 million (38%); Grant expenses $226.0 million (34%); Other $191.8 million (28%).

    The above graph shows the distribution of expenses in delivering DPC’s services.

    DPC’s total expenses have increased by $43 million compared with 2020–21. This is mainly due to delivering new government initiatives and increased expenditure to prepare for the 2022 State Election.

    Financial position — balance sheet

    DPC’s assets have increased due to the revaluation of property, plant and equipment. Liabilities have increased as a result of higher employee leave liabilities and provision for the early retirement packages announced during the year.

    Cash flows

    DPC had a net cash inflow from operating activities of $30 million. Compared with last year, this is a $6 million decrease. This decrease is mainly due to working capital movements including the timing of payment of liabilities.

    Capital projects / asset investment

    During 2021–22 DPC completed one capital project that met the disclosure threshold of $10 million or greater — Australian Quarantine Accommodation and Planning — with a total estimated investment of $15 million.

    Consultancies and major contracts

    Consultancies and major contracts

    Details of consultancies

    In 2021–22 there were 25 consultancies engaged with a total approved value at $10,000 or greater. The total expenditure incurred during 2021–22 in relation to these consultancies was $4.01 million (excluding GST). Details of individual consultancies can be viewed at www.vic.gov.au/dpc-annual-reportsExternal Link .

    In 2021–22 there were two consultancies engaged with a total approved value less than $10,000. The total expenditure incurred during 2021–22 in relation to these consultancies was $10,200 (excluding GST).

    Disclosure of major contracts

    DPC is required to disclose, in accordance with the requirements of government policy and accompanying guidelines, all contracts greater than $10 million entered into during the financial year.

    DPC did not enter into any new contracts greater than $10 million during the financial year ended 30 June 2022. Details of contracts that have been disclosed in the Victorian Government Contracts Publishing System can be viewed at www.tenders.vic.gov.au External Link .

    Contractual details have not been disclosed for those contracts for which disclosure is exempted under the Freedom of Information Act 1982 or government guidelines.

    Direct costs attributable to machinery of government changes

    There were no direct costs attributable to machinery of government changes that have been incurred by the entities that are consolidated into the department’s annual report pursuant to section 53(1)(b) of the Financial Management Act 1994.

    Grant payments

    Details of DPC grant payments in 2021–22 can be viewed at www.vic.gov.au/dpc-annual-reports External Link .

    Financial management compliance

    Attestation for compliance with Ministerial Standing Direction 5.1.4

    Department of Premier and Cabinet

    I, Jeremi Moule, the Secretary of the Department of Premier and Cabinet, certify that Service Victoria has the following Material Compliance Deficiency with respect to the applicable Standing Directions under the Financial Management Act 1994 and Instructions in 2021–22.

    Relevant Direction and Instruction

    4.2 Contract management and performance

    3.1 The Accountable Officer must ensure the Agency facilitates contract performance, including by:

    1. establishing a sound governance framework for effectively managing contracts.

    Reasons for Material Compliance Deficiency

    In December 2021 controls in the DPC purchasing system identified a number of high-value invoices attached to Service Victoria contracts that were not fully compliant with the appropriate procurement governance framework.

    Remedial actions

    Service Victoria has collaborated with DPC Procurement to develop a remediation plan that includes appropriate level of management oversight of major procurements, and further staff education on procurement processes, compliance, and obligations.

    Service Victoria’s Board of Management has communicated and will enforce zero tolerance for non-compliance with procurement policies.

    Jeremi Moule
    Secretary
    Department of Premier and Cabinet
    Melbourne

    2 September 2022

    Wage Inspectorate Victoria

    I, Robert Hortle, the Commissioner of the Wage Inspectorate Victoria, certify that the Wage Inspectorate Victoria has no Material Compliance Deficiency with respect to the applicable Standing Directions under the Financial Management Act 1994 and Instructions.

    Robert Hortle
    Commissioner
    Wage Inspectorate Victoria
    Melbourne

    8 July 2022

    Government advertising expenditure

    Details of government advertising expenditure in 2021–22

    (Campaigns with a media spend of $100,000 or greater)

    Information and communications technology expenditure

    For the 2021–22 reporting period, DPC had a total ICT expenditure of $38.7 million, with details shown below.

    Expenditure

    $’000

    All operational ICT expenditure

    Business as usual (BAU) ICT expenditure (total)

    31,001

    ICT expenditure related to projects to create or enhance ICT capabilities

    Operational expenditure

    2,140

    Capital expenditure

    5,531

    Non‑business as usual (non‑BAU) ICT expenditure (total)

    7,671

    ICT expenditure refers to DPC’s costs in providing business-enabling ICT services. It comprises BAU ICT expenditure and non-BAU ICT expenditure. Non-BAU ICT expenditure relates to extending or enhancing DPC’s current ICT capabilities. BAU ICT expenditure is all remaining ICT expenditure, which primarily relates to ongoing activities to operate and maintain the current ICT capability.

  3. Board of Management

    The Board of Management comprises DPC’s senior-level executive officers who:

    • provide organisation oversight
    • provide strategic direction
    • ensure DPC is operating in a fiscally and environmentally sustainable manner
    • ensure DPC is meeting changing community needs and government priorities.

    As of June 2022 DPC’s Board of Management members are:

    • Jeremi Moule, Secretary
    • Toby Hemming, Deputy Secretary, Legal, Legislation and Governance, and General Counsel
    • Michael McNamara, Chief Executive Officer, Digital Victoria
    • Vivien Allimonos, Deputy Secretary, Cabinet, Communications and Corporate
    • Kate Houghton, PSM, Deputy Secretary, Social Policy and Intergovernmental Relations
    • Tim Ada, Deputy Secretary, Economic Policy and State Productivity
    • Elly Patira, Deputy Secretary, First Peoples–State Relations
    • Matt O’Connor, Deputy Secretary, Industrial Relations Victoria
    • Sandy Pitcher, Deputy Secretary, Social Services Workforce Reform.

    Audit and Risk Management Committee

    The Audit and Risk Management Committee provides independent assurance and advice on the effectiveness of DPC’s financial management systems and controls, performance, stability, compliance with laws and regulations and risk management.

    The committee reports to DPC’s Secretary and is established in accordance with the Financial Management Act.

    All members of the committee are independent.

    As of 30 June 2022, the committee comprised the following members:

    • Geoff Harry (chair)
    • Claire Filson
    • Andrew Whittaker.

    Internal audit

    In 2021–22 PricewaterhouseCoopers provided DPC’s internal audit services.

    DPC’s internal audit program includes reviews into the department’s state of governance, risk management practices and internal controls.

    Audit results and follow-up actions are reported to the Audit and Risk Management Committee.

    Health, Safety and Wellbeing Committee

    The Health, Safety and Wellbeing Committee is a consultative committee made up of DPC’s health and safety representatives and may also include first aid officers.

    The committee has been established in accordance with the Occupational Health and Safety Act 2004 to:

    • facilitate cooperation between the employer and employees in instigating, developing and carrying out measures designed to ensure the health and safety of employees in the workplace
    • assist formulation, review and dissemination to employees of policies and procedures relating to health and safety that are to be implemented and complied with at DPC
    • investigate any matter that may be a risk to the health and safety of persons at DPC
    • review reported accidents and incidents, and DPC’s Occupational Health and Safety (OHS) Risk Register, including risk ratings and controls
    • attempt to resolve any matter or request for DPC to conduct a review of the matter where no resolution can be determined
    • establish designated working groups to reflect the DPC working environment
    • ensure elections are conducted to fulfil the health and safety representative requirement across the department.

    The committee members have met quarterly to ensure any emerging issues were identified early to enable a timely and proactive response.

    Procurement Governance Committee

    The DPC Procurement Governance Committee members as of 30 June 2022 were:

    • Genevieve Dolan, Executive Director Corporate Services (chair)
    • Bernard Baudoin, Director Digital Strategy and Enterprise Architecture
    • Anthony Bale, Chief Financial Officer
    • Kylie Callander, Chief Procurement Officer
    • Carolynne Hamilton, Director Product Management and Development
    • Nicola Ramsay, Chief Operating Officer.

    The main responsibilities of the Procurement Governance Committee are to:

    • ensure strategic direction of procurement activities at DPC
    • provide governance and assurance to the Secretary and Board of Management through its oversight of procurement strategies, policies, procedures, practices and probity
    • ensure compliance with Victorian Government Purchasing Board supply policies and the Financial Management Act.
  4. Comparative data

    Executive officer data

    • For a department, a member of the Senior Executive Service (SES) is defined as a person employed as an executive under Part 3 of the Public Administration Act 2004 (PAA).
    • For a portfolio entity, an executive is defined as a person employed as an executive under Part 3 of the PAA or a person to whom the Victorian Government’s Public Entity Executive Remuneration Policy applies.
    • All figures in the following tables reflect employment levels at the last full pay period in June of the current and corresponding previous reporting year.
    • The definition of an SES does not include a statutory office holder, an Accountable Officer or an Administrative Office Head.

    Table 8: DPC Senior Executive Service numbers for 2022 and 2021

    Class

    Men

    Women

    Self-described

    Total

    2022

    2021

    Var

    2022

    2021

    Var

    2022

    2021

    Var

    2022

    2021

    Var

    SES 3

    4

    1

    3

    4

    2

    2

    0

    0

    0

    8

    3

    5

    SES 2

    11

    12

    –1

    15

    14

    1

    0

    0

    0

    26

    26

    0

    SES 1

    19

    16

    3

    39

    29

    10

    0

    0

    0

    58

    45

    13

    Total

    34

    29

    5

    58

    45

    13

    0

    0

    0

    92

    74

    18

    Table 9: DPC portfolio entity Senior Executive Service numbers for 2022 and 2021

    Portfolio entity

    Men

    Women

    Self-described

    Total

    2022

    2021

    Var

    2022

    2021

    Var

    2022

    2021

    Var

    2022

    2021

    Var

    Office of the Chief Parliamentary Counsel

    1

    1

    0

    1

    2

    –1

    0

    0

    0

    2

    3

    –1

    Office of the Governor

    2

    0

    2

    1

    1

    0

    0

    0

    0

    3

    1

    2

    Office of the Victorian Government Architect

    0

    0

    0

    0

    0

    0

    0

    0

    0

    0

    0

    0

    Public Record Office Victoria

    0

    0

    0

    0

    0

    0

    0

    0

    0

    0

    0

    0

    Service Victoria

    4

    6

    –2

    1

    3

    –2

    0

    0

    0

    5

    9

    –4

    Wage Inspectorate Victoria

    0

    0

    0

    1

    0

    1

    0

    0

    0

    1

    0

    1

    Total

    7

    7

    0

    4

    6

    –2

    0

    0

    0

    11

    13

    –2

    Note: Executive numbers for the Office of the Governor reflect employment levels as at 17 June 2022. The total number of substantive executives employed is two.

    Table 10: Reconciliation of DPC Senior Executive Service numbers

    2022

    2021

    Executives (1)

    109

    99

    Accountable Officer (Secretary)

    1

    1

    Less

    Separations

    17

    25

    Total executive numbers

    93

    75

    Note:

    (1) Excludes DPC portfolio entity executive officers.

    Table 11: Annualised total salary, by $20,000 bands, for executives and other senior non-executive staff

    Table 11 discloses the annualised total salary for senior employees of DPC categorised by classification. The salary amount is reported as the full-time annualised salary.

    Income band (salary)

    Executives

    STS

    PS

    SMA

    SRA

    Other

    < $160,000

    $160,000–$179,999

    4

    $180,000–$199,999

    17^

    11

    $200,000–$219,999

    20^

    9

    $220,000–$239,999

    13^

    5

    $240,000–$259,999

    11

    $260,000–$279,999

    7^

    $280,000–$299,999

    7^

    $300,000–$319,999

    5^

    $320,000–$339,999

    1

    $340,000–$359,999

    1

    $360,000–$379,999

    5

    $380,000–$399,999

    3

    $400,000–$419,999

    $420,000–$439,999

    1

    $440,000–$459,999

    $460,000–$479,999

    $480,000–$499,999

    1

    > $500,000

    1

    Total

    93

    29

    ^ Includes employees on part-time arrangements, which cover the following FTE: 0.60, 0.70, 0.80 and 0.90.

    Executives’ remuneration includes superannuation.

    Legend: FTE: full-time equivalent; STS: senior technical specialists; PS: principal scientists; SMA: senior medical advisers; SRA: senior regulatory analysts.

    Workforce inclusion policy

    DPC values the diversity of our workforce and is committed to the principles of diversity, inclusion and equality, to ensure all staff are treated with dignity and respect; have equitable access to employment opportunities and outcomes; have the ability to participate in all aspects of work life; and can achieve their full potential. Table 12 outlines the progress DPC has made against key workforce inclusion targets relating to gender profiles at the executive level, people with disability and employees who identify as Aboriginal and/or Torres Strait Islander.

    Gender profile at the executive levels

    DPC acknowledges gender diversity within our workforce and is committed to developing strategies to ensure everyone at DPC, including women and gender diverse staff, has safe and equal access to resources, opportunities and leadership roles and is always treated with dignity, respect and fairness.

    Consistent with Safe and Strong: A Victorian Gender Equality Strategy, DPC has a target to ensure at least 50% of women are represented in executive-level officer roles. The representation of women in executive level roles at DPC was 63% in 2021–22, an increase from 61% in 2020–21.

    Under the Gender Equality Act 2020, DPC has developed a new Gender Equality Action Plan 2021–2025 that outlines the department’s commitment to taking positive action towards achieving workplace gender equality including strategies and measures for promoting gender equality in the workplace over the next four years. The plan identifies six key areas of focus for improving gender equality at DPC including reducing the gender pay gap.

    People with disability

    DPC’s target rate of 12% employment of people with disability by 2025 is outlined in our Disability Access and Inclusion Plan 2021–2025. The DPC Enablers Network supports the goals of the plan and continues to advocate for issues affecting employees with disability. DPC has a dedicated position of Senior Adviser, Disability Access and Inclusion to oversee the improvements to attracting and supporting people with disability through inclusive recruitment, retention and promotion practices.

    Aboriginal and Torres Strait Islander staff

    DPC is committed to improving the recruitment and retention of Aboriginal and Torres Strait Islander staff by creating a culturally safe workplace, strengthening cultural capability and providing flexible and progressive career opportunities.

    Barring Djinang is the Victorian public sector’s five-year Aboriginal employment strategy. The strategy adopts an Aboriginal employment target of 2% for the Victorian public sector. DPC met this target in 2021–22, with 2.3% of staff identifying as Aboriginal and/or Torres Strait Islander over the past 12 months. However, this represents a decrease compared with 2.8% in 2020–21.

    Under the Victorian Government Self-Determination Reform Framework, DPC began developing a new Aboriginal workforce strategy in 2021–22, which is expected to be finalised in October 2022. The strategy aims to create a culturally safe workplace and support the recruitment and retention of Aboriginal staff across the department.

    Table 12: Workforce inclusion policy

    Workforce inclusion policy initiative

    Target

    2021–22 actual

    (headcount)

    2020–21 actual

    (headcount)

    Gender profile at executive levels

    Representation of at least 50% women in executive officer roles

    63%

    61%

    People with disability

    People with disability at DPC increases to 12% by 2025 (1)

    0.2%

    0.4%

    Aboriginal and/or Torres Strait Islander staff

    Barring Djinang has adopted an Aboriginal employment target of 2% for the Victorian public service

    2.3%

    2.8%

    Note:

    (1) Headcount is based on payroll system data.

    Note that DPC’s 2022 People Matter Survey results indicate that 8% of DPC’s survey respondents have a disability.

    Note that DPC’s 2022 People Matter Survey results indicate that 3% of DPC’s survey respondents identify as Aboriginal and/or Torres Strait Islander.

    Occupational health and safety management

    DPC is committed to the health and safety of our staff and has developed an OHS strategy that promotes physical and psychosocial safety within the workplace. DPC’s safety strategy features support activities that will embed improved safety systems, develop leadership capability and support a proactive approach to fostering the positive mental health of our employees.

    Vision: A workforce that demonstrates both physical and psychosocially safe practices in all aspects of our work.

    Mission: To develop a holistic, values aligned, integrated approach to health, safety and wellbeing.

    During 2021–22 DPC continued to review and implement measures that would ensure the health, safety and wellbeing of all staff is well maintained. DPC’s health, safety and wellbeing team developed a system of OHS tools that would equip staff with crucial OHS information to support the return to the office environment. These policies, procedures and guidelines equip staff to work safely in a hybrid environment, with updates made to the e-learning OHS module, COVID-19 protocols, and Return to Office FAQ. In addition, quarterly reports were provided to DPC’s Board of Management, relaying performance indicator data developed from the Victorian Government’s Leading the Way strategy, with the aim of providing transparent information to improve health and safety performance.

    Incident management

    Reported incidents across DPC decreased by 0.43% per 100 FTE staff in 2021–22, with five incidents reported. This decrease equates to five fewer incidents reported compared with the previous year. Incidents include injuries, detected hazards and ‘near misses’.

    ‘Slips, trips and bumps’ were the most commonly reported incident (80%). This differs from 2020–21, where ‘psychological injury’ was the most common incident. These changes reflect the increased number of staff returning to the workplace since the lifting of pandemic orders.

    There were no notifiable incidents across DPC in 2021–22. Notifiable incidents are those that require the OHS Regulator (WorkSafe) to be notified if they occur.

    Figure 1: Number of incidents and rate per 100 FTE

    Double line graph - number of incidents and rate per 100 FTE. 2019–20: 27 incidents (rate per 100 FTE 2.66); 2020–21: 10 incidents (rate per 100 FTE 1.08); 2021–22: 5 incidents (rate per 100 FTE 0.65).

    The number of standard claims received during 2021–22 decreased from six in 2020–21 to two. The rate per 100 FTE also decreased by 0.44. One claim was a minor claim (medical costs only) and one claim was for psychological injuries.

    The total number of WorkCover claims lodged in 2021–22 has decreased compared with the previous year (Figure 2), with one of the two accepted claims exceeding 13 weeks (Figure 4).

    Similarly, the number of lost-time claims has decreased in comparison with the previous year (Figure 3). The average cost per claim has continued to decrease from $30,365 in 2020–21 to $12,692 in 2021–22.

    Figure 2: Number of standard claims and rate per 100 FTE

    Double line graph - number of claims and rate per 100 FTE. 2019–20: 6 claims (rate per 100 FTE 0.59); 2020–21: 6 claims (rate per 100 FTE 0.65); 2021–22: 2 claims (rate per 100 FTE 0.21).

    Figure 3: Lost time claims and rate per 100 FTE

    Double line graph - number of claims and rate per 100 FTE. 2019–20: 6 claims (rate per 100 FTE 0.59); 2020–21: 6 claims (rate per 100 FTE 0.65); 2021–22: 1 claim (rate per 100 FTE 0.11).

    Figure 4: Claims exceeding 13 weeks and rate per 100 FTE

    Double line graph - number of claims and rate per 100 FTE. 2019–20: 4 claims (rate per 100 FTE 0.39); 2020–21: 3 claims (rate per 100 FTE 0.33); 2021–22: 1 claim (rate per 100 FTE 0.12).

    DPC’s WorkCover premium rate decreased by 0.02% for 2021–22 (Figure 5). DPC is performing 27.27% better than industry average, which contributed to the reduction in DPC’s WorkCover premium for 2021–22.

    Figure 5: Department of Premier and Cabinet premium rate

    Line graph - per cent. 2019–20: 0.42; 2020–21: 0.48; 2021–22: 0.46.

    DPC’s performance against occupational health and safety management measures

    Measure

    Key performance indicator

    2019–20

    2020–21

    2021–22

    Incidents

    Number of incidents

    27

    10

    5

    Rate per 100 FTE

    2.66

    1.08

    0.65

    Number of incidents requiring first aid or further medical treatment(1)

    15

    4

    2

    Claims

    Number of standard claims

    6

    6

    2

    Rate per 100 FTE

    0.59

    0.65

    0.22

    Number of lost-time claims

    6

    6

    1

    Rate per 100 FTE

    0.59

    0.65

    0.11

    Number of claims exceeding 13 weeks

    4

    3

    1

    Rate per 100 FTE

    0.39

    0.33

    0.11

    Fatalities

    Fatality claims

    0

    0

    0

    Claim costs

    Average cost per standard claim

    $34,955

    $30,365

    $12,692

    Return to work

    Percentage of claims with return-to-work plan < 30 days

    33%

    16%

    0%

    Management commitment

    Evidence of OHS policy statement, OHS objectives, OHS plans and regular reporting to senior management about OHS

    Completed

    Completed

    Completed

    Evidence of OHS criteria in purchasing guidelines (including goods, services and personnel)

    Completed

    Completed

    Completed

    Consultation and participation

    Compliance with agreed structure on designated work groups, health and safety representatives (HSRs) and issue resolution procedures

    Completed

    Completed

    Completed

    Evidence of agreed structure of designated workgroups, HSRs and issue resolution procedures(2)

    n/a

    Completed

    Completed

    Number of quarterly OHS Committee meetings

    4

    4

    4

    Risk management

    Percentage of internal audits and inspections conducted as planned (3)

    67%

    n/a

    67%

    Percentage of reported incidents investigated

    100%

    100%

    100%

    Number of improvement notices issued by a WorkSafe inspector

    0

    0

    0

    Number of prosecutions

    0

    0

    0

    Percentage of issues arising from:

    • internal audits

    n/a

    n/a

    n/a

    • HSR provisional improvement notices

    n/a

    n/a

    n/a

    • WorkSafe notices

    n/a

    n/a

    n/a

    Training

    Percentage of managers and staff who have received OHS training (online induction module):

    • induction(2)

    n/a

    93%

    93%

    • management training

    42%

    93%

    93%

    • contractors and temps (4)

    n/a

    n/a

    n/a

    Percentage of HSRs trained:(5)

    • upon acceptance of the role (initial training)

    19%

    31%

    33%

    • retraining (refresher)

    0%

    8%

    7%

    This information only incorporates the core groups of DPC.

    Notes:

    (1) Number of incidents reported for 2019–20 do not include detectable hazards or near misses.

    (2) Newly introduced measures that were not reported in 2019–20.

    (3) Workplace inspections were on hold from July 2021 to October 2021 due to COVID-19.

    (4) Due to COVID-19 only urgent contractors and temps were used.

    (5) All HSRs are given the opportunity to register for WorkSafe-approved optional HSR training, which all HSRs are encouraged to attend. Further information and reminders are provided in quarterly OHS Committee meetings.

  5. DPC maintains a strong focus on sustainability through a range of operational activities and the ongoing management of our workspaces.

    DPC continued to commit to the below sustainable practices:

    • environmental considerations in tender specifications for all tender documents
    • three streams of waste disposal: landfill, commingled and organics
    • energy-efficient appliances and sensor lighting
    • sustainably made furniture and, where possible, locally produced furniture
    • sustainable relocation practices, whereby relocating work areas undertake significant clean-up activities and all waste is sustainably disposed of
    • recycling any usable furniture or equipment to other government departments during refurbishments or relocations
    • development of more digital solutions to reduce paper-based activities.

    Office-based environmental impacts

    Over the past 12 months, DPC further consolidated our real estate portfolio in the Melbourne central business district, which has enabled the department to further minimise our environmental footprint.

    The ongoing effects of COVID-19 has led to a significant reduction in all environmental measures, primarily due to DPC staff working remotely over the past 12 months.

    The environmental indicators presented on the following pages are based on Financial Reporting Direction 24.

    Energy

    DPC’s energy consumption covers tenancies at 1 Macarthur Street, 1 Treasury Place, 3 Treasury Place, 1 Spring Street and 35 Collins Street.

    (See the glossary at the end of this section for an explanation of the abbreviations used.)

    Electricity

    Indicator

    2021–22

    2020–21

    Total energy usage segmented by primary source (MJ)

    7,474,021

    8,419,946

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

    2,325

    2,620

    Units of energy used per FTE (MJ/FTE)

    7,846

    8,839

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

    562

    633

    Actions undertaken:

    • DPC has adopted a more efficient footprint through consolidating most staff into 35 Collins Street.

    DPC’s gas consumption covers tenancies at 1 Macarthur Street, 1 Treasury Place, 3 Treasury Place and 35 Collins Street.

    Gas

    Indicator

    2021–22

    2020–21

    Total energy usage segmented by primary source (MJ)

    2,076,117

    2,338,874

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

    132

    149

    Units of energy used per FTE (MJ/FTE)

    2,179

    2,455

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

    158

    176

    Actions undertaken:

    • DPC participated in the 2022 Earth Hour event.

    Note: Where billing is unavailable, consumption was estimated using average consumption from the previous period. This is the third year that DPC has been able to report our gas usage.

    Result

    • Electricity consumption decreased by 12%.
    • Gas consumption decreased by 11%.

    Explanatory notes

    • Improved reporting from our service providers has resulted in a more accurate result for gas and electricity consumption.

    Paper

    DPC’s paper use covers tenancies at 1 Macarthur Street, 1 Treasury Place, 3 Treasury Place, 1 Spring Street and 35 Collins Street.

    Indicator

    2021–22

    2020–21

    Total units of copy paper (reams)

    553

    803

    Units of copy paper per FTE (reams/FTE)

    0.6

    0.9

    Percentage of 75–100% recycled content copy paper purchased (%)

    34

    35

    Percentage of 0–50% recycled content copy paper purchased (%)

    66

    0

    Greenhouse gas emissions related to paper use (t CO2 e)

    3.5

    5

    Result

    • Paper use decreased by 69%.

    Explanatory notes

    • The introduction of systems such as ABC (electronic briefing system) has contributed to the reduction of paper usage.

    Water

    DPC’s water consumption covers tenancies at 1 Macarthur Street, 1 Treasury Place, 1 Spring Street and 35 Collins Street.

    Indicator

    2021–22

    2020–21

    Total units of metered water consumed by usage types (kL)

    2,222

    3,137

    Units of metered water consumed in offices per FTE (L/FTE)

    2,332

    3,293

    Units of metered water consumed in offices per unit of office area (L/m2)

    167

    236

    Note: Where billing data is unavailable, consumption was estimated using average consumption from the previous period.

    Result

    • Water consumption decreased by 29%.

    Explanatory notes

    • Improved reporting from our service providers resulted in a more accurate result for water consumption.

    Transport

    DPC uses vehicles from the Shared Service Provider vehicle pool for operational car travel.

    Operational vehicles

    2021–22

    2020–21

    ULP

    Hybrid

    DSL

    Total

    ULP

    Hybrid

    DSL

    Total

    Total energy consumption by vehicles (MJ)

    135,158

    0

    8,260

    143.418

    26,368

    5,267

    55,430

    87,065

    Total vehicle travel associated with entity operations (km)

    3,952

    0

    214

    4,166

    34,300

    90

    2,421

    36,811

    Total greenhouse gas emissions from vehicle fleet (t CO2 e)

    9.42

    0

    0.58

    10.0

    1.84

    0.4

    3.91

    6.15

    Greenhouse gas emissions from vehicle fleet per 1,000 km travelled (t CO2 e)

    0.39

    0

    0.34

    0.73

    0.13

    0.20

    0.10

    0.43

    2021–22

    2020–21

    Total distance travelled by aeroplane (km)

    252,870

    42,044

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

    0.0

    0.0

    Result

    • Motor vehicle use decreased by 89%.
    • Air travel increased by 600%.

    Explanatory notes

    • Air travel greenhouse gas emissions were offset by procuring carbon offsets through our service provider.
    • Amended methodology has resulted in an increase from previous years.

    Waste

    DPC’s waste reporting covers tenancies at 1 Macarthur Street and 1 Treasury Place.

    Waste generation

    2021–22

    2020–21

    Landfill

    Co-mingled recycling

    Compost

    Total

    Landfill

    Co-mingled recycling

    Compost

    Total

    Total units of waste by destination (kg/year)

    Units of waste per FTE by destination (kg/year)

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

    Recycling rate (% of total waste)

    Explanatory notes

    • A waste audit was not carried out during 2021–22 due to low office attendance rates resulting from COVID-19 settings.

    Greenhouse gas emissions

    The emissions disclosed in the table below are taken from the previous sections to show DPC’s greenhouse footprint.

    Indicator

    2021–22

    2020–21

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

    2,457

    2,769

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

    10.73

    6.58

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

    0

    8

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

    Total greenhouse gas emissions associated with paper use (t CO2 e)

    3.5

    5

    Total greenhouse gas emissions (t CO2 e)

    2,471.23

    2,788.58

    Green procurement

    • Environmental considerations are included in the specifications for all tender documents.
    • DPC complied with Green Purchasing Guidelines where applicable.

    Environmental performance trend charts

    DPC annual energy consumption

    Line graph - total megajoules (rounded). 2017–18: 9.61 million; 2018–19: 10.43 million; 2019–20: 8.57 million; 2020–21: 8.42 million; 2021–22: 7.47 million.

    DPC annual paper use

     Line graph - total units (reams) of paper used (rounded). 2017–18: 10,100; 2018–19: 11,300; 2019–20: 7,100; 2020–21: 800; 2021–22: 550.

    DPC annual water use

    Line graph - total kilolitres of water used (rounded). 2017–18: 7,500; 2018–19: 10,300; 2019–20: 6,100; 2020–21: 3,100; 2021–22: 2,200.

    DPC annual car travel

    Line graph - total travel (kilometres) associated with entity operation (rounded). 2017–18: 224,000; 2018–19: 225,000; 2019–20: 238,000; 2020–21: 37,000; 2021–22: 4,000.

    Glossary

    • DSL: diesel
    • FTE: full-time equivalent employee
    • kg: kilogram
    • kL: kilolitre
    • km: kilometre
    • L: litre
    • m2: square metre
    • MJ: megajoule
    • ream: 500 sheets of A4 paper
    • t CO2 e: tonnes of carbon dioxide equivalent
    • ULP: unleaded petrol
  6. Acts of Parliament

    Acts of Parliament administered by the Premier

    • Administrative Arrangements Act 1983
    • Australia (Acts) Request Act 1985
    • Climate Change Act 2017 — sections 7, 8, 10, 14, 16, 41, 42, 50, 54 and 55 (these sections are jointly administered with the Minister for Environment and Climate Change)
      (The Act is otherwise administered by the Minister for Environment and Climate Change and the Minister for Solar Homes)
    • Commonwealth Arrangements Act 1958
    • Constitution Act 1975 — except:
      • section 72 (this section is administered by the Minister for Government Services)
      • Part III (this Part is administered by the Attorney-General)
      • Division 1 of Part IIIAA (this Division is jointly administered with the Attorney-General)
      • Divisions 3 to 6 of Part IIIAA (these Divisions are administered by the Attorney-General)
      • section 88 in so far as it relates to the appointment of Crown Counsel and Crown Counsel (Advisings) (this section is administered by the Attorney-General)
      • section 88 in so far as it relates to the appointment of the Commissioner for Better Regulation (this section is administered by the Minister for Regulatory Reform)
    • Constitution (Appointments) Act 2009
    • COVID-19 Omnibus (Emergency Measures) Act 2020 — except:
      • Part 2.1 (this Part is jointly and severally administered by the Attorney-General, the Minister for Corrections, the Minister for Police, the Minister for Victim Support and the Minister for Youth Justice)
      • Part 2.2 (except section 16) (this Part is administered by the Minister for Small Business)
      • section 16 (this section is administered by the Minister for Industry Support and Recovery)
      • Part 6.1 in so far as it relates to the making of regulations relating to the repeal of provisions inserted into an Act by Chapter 3 before the repeal of Chapter 3 (in so far as it does relate to those matters, this Part is jointly and severally administered by the Attorney-General, the Minister for Corrections, the Minister for Police, the Minister for Victim Support and the Minister for Youth Justice)
      • Part 6.1 in so far as it relates to the making of regulations relating to the repeal of provisions inserted into an Act by Chapter 4 before the repeal of Chapter 4 (in so far as it does relate to those matters, this Part is jointly and severally administered by the Minister for Consumer Affairs, Gaming and Liquor Regulation, the Minister for Disability, Ageing and Carers and the Minister for Housing)
      • Part 6.1 in so far as it relates to the making of regulations relating to the repeal of provisions inserted into the Education and Training Reform Act 2006 by Part 5.1 before the repeal of Part 5.1 (in so far as it does relate to those matters, this Part is jointly and severally administered by the Minister for Early Childhood and Pre-Prep, the Minister for Education and the Minister for Training and Skills)
      • Part 6.1 in so far as it relates to the making of regulations relating to the repeal of provisions inserted into an Act by Part 5.2 before the repeal of Part 5.2 (in so far as it does relate to those matters, this Part is administered by the Minister for Environment and Climate Change)
      • Part 6.1 in so far as it relates to the making of regulations relating to the repeal of provisions inserted into an Act by Part 5.3 before the repeal of Part 5.3 (in so far as it does relate to those matters, this Part is administered by the Minister for Local Government)
      • Part 6.1 in so far as it relates to the making of regulations relating to the repeal of provisions inserted into an Act by Part 5.5 before the repeal of Part 5.5 (this Part is administered by the Minister for Planning, except in so far as this Part relates to decisions relating to the activities or interests of the Director of Housing or the Minister for Housing [in so far as it does relate to those matters, these provisions are jointly and severally administered with the Minister for Environment and Climate Change])
      • Part 6.1 in so far as it relates to the making of regulations relating to the repeal of provisions inserted into an Act by Part 5.6 before the repeal of Part 5.6 (in so far as it does relate to those matters, this Part is administered by the Minister for Health)
      • Part 6.1 in so far as it relates to the making of regulations relating to the repeal of provisions inserted into an Act by Part 5.7 before the repeal of Part 5.7 (in so far as it does relate to those matters, this Part is administered by the Minister for Workplace Safety)
    • Crown Land (Reserves) Act 1978
      • in so far as it relates to the land shown as Crown Allotment 2036, City of Melbourne, Parish of Melbourne South (Parish Plan No. 5514D) reserved for Public Purposes (Government House and Grounds)
        (The Act is otherwise administered by the Assistant Treasurer, the Minister for Business Precincts, the Minister for Corrections, the Minister for Environment and Climate Change, the Minister for Health, the Minister for Ports and Freight and the Minister for Tourism, Sport and Major Events)
    • Electoral Act 2002 — Division 1 of Part 5 and Part 9A
      (The Act is otherwise administered by the Attorney-General and the Minister for Government Services)
    • Essential Services Act 1958
    • Family Violence Reform Implementation Monitor Act 2016
    • Inquiries Act 2014
    • Melbourne Cricket Ground Act 2009
      (The Act is jointly and severally administered with the Minister for Business Precincts and the Minister for Tourism, Sport and Major Events)
    • Melbourne and Olympic Parks Act 1985
      (The Act is jointly and severally administered with the Minister for Business Precincts and the Minister for Tourism, Sport and Major Events — except:
      • sections 24–28 [these sections are administered by the Minister for Environment and Climate Change])
    • Ombudsman Act 1973 — sections 3–6
      (The Act is otherwise administered by the Attorney-General)
    • Parliamentary Administration Act 2005
      • Part 2 and sections 14–17
      • Part 5 (this Part is jointly and severally administered with the Minister for Government Services)
        (The Act is otherwise administered by the Minister for Government Services)
    • Parliamentary Committees Act 2003 — except:
      • sections 7, 7A and 52 (in so far as these sections relate to public interest disclosures about conduct by or in the Victorian Inspectorate [these sections are jointly and severally administered with the Attorney-General])
    • Project Development and Construction Management Act 1994 — except:
      • section 11 in so far as it relates to a project nominated under section 6 for which the Secretary referred to in Part 5A is the facilitating agency (in so far as it does relate to those matters, this section is jointly and severally administered with the Minister for Business Precincts and the Minister for Transport Infrastructure)
      • Part 4 (this Part is administered by the Assistant Treasurer)
      • Part 5A (this Part is jointly and severally administered by the Minister for Business Precincts and the Minister for Transport Infrastructure, except to the extent that it relates to the exercise of powers and functions under Part 9A of the Planning and Environment Act 1987, in so far as it relates to those powers and functions this Part is administered by the Minister for Planning)
      • section 46 (this section is administered by the Minister for Planning)
      • Part 7 (this Part is administered by the Minister for Planning)
      • Parts 8, 9 and 10 (these Parts are jointly and severally administered by the Minister for Business Precincts and the Minister for Transport Infrastructure)
    • Public Administration Act 2004
      • Parts 1, 2 and 8, section 67(3)(d) and Divisions 2 and 3 of Part 6 (these provisions are jointly and severally administered with the Minister for Government Services)
      • Part 3
      • Part 5A
      • sections 66(3), 98 and 98A
      • Part 7A
        (The Act is otherwise administered by the Minister for Government Services)
    • Public Records Act 1973 — in so far as the Act relates to public records in the possession of, transferred from or to be transferred from the Cabinet Office
      (The Act is otherwise administered by the Minister for Government Services)
    • Public Safety Preservation Act 1958
    • Public Sector (Union Fees) Act 1992
    • Senate Elections Act 1958
    • Statute Law Revision Acts
    • Subordinate Legislation Act 1994 — sections 5A, 9 and 12G
      (The Act is otherwise administered by the Minister for Government Services)
    • Succession to the Crown (Request) Act 2013
    • Superannuation (Public Sector) Act 1992
    • Vital State Industries (Works and Services) Act 1992
    • Vital State Projects Act 1976 — except:
      • sections 5–16 (these sections are administered by the Attorney-General)
    • Wrongs (Public Contracts) Act 1981

    Acts of Parliament administered by the Minister for Treaty and First Peoples*

    • Advancing the Treaty Process with Aboriginal Victorians Act 2018
    • Aboriginal Heritage Act 2006
    • Aboriginal Lands Act 1970
    • Aboriginal Lands Act 1991, which is jointly and severally administered with the Minister for Environment and Climate Change

    * The Minister for Treaty and First Peoples was formerly known as the Minister for Aboriginal Affairs until 27 June 2022.

    Acts of Parliament administered by the Minister for Industrial Relations

    • Child Employment Act 2003
    • Construction Industry Long Service Leave Act 1997
    • Fair Work (Commonwealth Powers) Act 2009
    • Labour Hire Licensing Act 2018
    • Long Service Leave Act 2018
    • Long Service Benefits Portability Act 2018
    • Outworkers (Improved Protection) Act 2003
    • Owner Drivers and Forestry Contractors Act 2005
    • Public Sector Employment (Award Entitlements) Act 2006
    • Trade Unions Act 1958
    • Wage Theft Act 2020

    Acts of Parliament administered by the Minister for Government Services

    • Constitution Act 1975, section 72
      (The Act is otherwise administered by the Attorney-General, the Minister for Regulatory Reform and the Premier)
    • Electoral Act 2002 — except:
      • Division 1 of Part 5 and Part 9A, which are administered by the Premier and Part 8, which is administered by the Attorney-General
    • Electoral Boundaries Commission Act 1982
    • Land Act 1958, subdivisions 1 and 2 of Division 9 of Part 1, in so far as they relate to the exercise of powers in respect of the land described as Crown Allotment 13A of section 92 at North Melbourne in the Parish of Jika, being the site of the Public Record Office Victoria; the Act is otherwise administered by the Assistant Treasurer, the Attorney-General, the Minister for Corrections, the Minister for Creative Industries, the Minister for Environment and Climate Change, the Minister for Health, the Minister for Ports and Freight and the Minister for Roads and Road Safety
    • Members of Parliament (Standards) Act 1978
    • Parliamentary Administration Act 2005 — except:
      • Part 2 and sections 14–17 (these provisions are administered by the Premier)
      • and Part 5 (Part 5 is jointly and severally administered with the Premier)
    • Parliamentary Precincts Act 2001
    • Parliamentary Salaries and Superannuation Act 1968 — except:
      • sections 6(6), 9K(3), 9K(5), 9L and Part 3, which are administered by the Assistant Treasurer
    • Public Administration Act 2004 — except:
      • Parts 1, 2 and 8, section 67(3)(d) and Divisions 2 and 3 of Part 6 (these provisions are jointly and severally administered with the Premier)
      • Part 3 (this Part is administered by the Premier)
      • Part 5A (this Part is administered by the Premier)
      • sections 66(3), 98 and 98A (these sections are administered by the Premier)
      • Part 7A (this Part is administered by the Premier)
    • Public Records Act 1973 — except:
      • in so far as the Act relates to public records in the possession of, transferred from or to be transferred from the Cabinet Office (in so far as the Act does relate to those matters, the Act is administered by the Premier)
    • Service Victoria Act 2018
    • State Owned Enterprises Act 1992 —Division 2 of Part 2 in so far as it relates to Cenitex
      (The Act is otherwise administered by the Minister for Environment and Climate Change, the Minister for Multicultural Affairs, the Minister for Water and the Treasurer)
    • Subordinate Legislation Act 1994 — except:
      • sections 5A, 9 and 12G (these sections are administered by the Premier)
    • Victorian Data Sharing Act 2017
    • Victorian Independent Remuneration Tribunal and Improving Parliamentary Standards Act 2019.

    Aboriginal Heritage Act

    Compliance with the Aboriginal Heritage Act

    Under section 192 of the Aboriginal Heritage Act 2006, the Secretary must report on the operation of the Act including:

    • the exercise and performance by authorised officers of their powers, functions and duties under the Act
    • any complaints received in relation to authorised officers
    • actions taken to address those complaints.

    The Act establishes the role of authorised officers and makes provision for appointing authorised officers. The key functions to be carried out by an authorised officer include:

    • monitoring compliance with the Act
    • investigating suspected offences against the Act
    • directing the conduct of a cultural heritage audit to assess the impact of an activity on Aboriginal cultural heritage
    • issuing and delivering stop orders without formal approval if there are reasonable grounds for believing that Aboriginal cultural heritage is under threat from an activity.

    On 30 June 2022:

    • 27 authorised officers, all DPC employees, are appointed under the Act
    • 13 Aboriginal heritage officers, all employees of a Registered Aboriginal Party, are also appointed under the Act.

    All appointees have successfully completed a Certificate IV in Government Investigations within the past five years and receive ongoing training about the operation of the Act. There were no complaints made about authorised officers during this period.

    In 2021–22 authorised officers exercised their powers, functions and duties as set out on the following page.

    Information on the exercise and performance by authorised officers of their powers, functions and duties under the Aboriginal Heritage Act

    Section

    Function/power

    Exercised

    83

    Cultural heritage audit must be conducted under the direction of an authorised officer

    No cultural heritage audits were conducted

    84

    Give a written report of the findings of a cultural heritage audit to the minister

    No written reports were provided to the minister

    159(a)

    Monitor compliance with the Act

    44 inspections were carried out by authorised officers to monitor compliance with the Act

    159(b)

    Investigate suspected offences against the Act

    119 investigations were carried out or are ongoing

    159(c)

    Direct the conduct of cultural heritage audits

    No cultural heritage audits were ordered

    159(d)

    Issue and deliver stop orders

    Two stop orders were issued or delivered

    159(e)

    Report to the Secretary

    No reports were required

    165

    Present identification card for inspection

    Identification cards were presented for inspection on 47 occasions

    166

    Enter land or premises with the consent of the occupier

    General powers to enter land or premises were used 22 times

    167

    Obtain consent to enter land or premises

    Land or premises were entered 93 times with the consent of the occupier

    168

    Enter land or premises open to the public

    Land or premises open to the public were entered 187 times

    169

    Enter land or premises for a cultural heritage audit

    No land was entered for the purposes of a cultural heritage audit

    170

    Search upon entry

    Search powers on entering land were executed 283 times

    171

    Seizure powers on entry without a search warrant

    Seizure powers by consent were not required

    172

    Seizure power without consent

    Seizure powers without consent were not required on three occasions

    173

    Search warrants

    Three search warrants were obtained

    176

    Receipts for seized things

    Three receipts were issued

    177

    Security of seized things

    Three seized things (records) were required to be secured

    178(4)

    Return of seized objects

    No seized things were required to be returned

    180

    Require the giving of name and address

    No one was required to give their name and address

    181

    Require the giving of assistance and information

    No one was required to provide assistance or information

    182

    Take affidavits

    No affidavits were taken

    184

    Report to be given about entry

    No reports were required

    Full details of all powers and functions exercised by authorised officers in previous years can be requested via email to the Director, Heritage Services, First Peoples–State Relations at aboriginal.heritage@dpc.vic.gov.au.

    Building Act

    Compliance with the Building Act

    DPC complied with obligations under the Building Act 1993, the Building Regulations 2006 and associated statutory requirements and amendments. An occupancy permit or certificate of final inspection endorsed by a registered building surveyor is obtained for all upgrades to existing facilities requiring a permit. Design consultants and building contractors engaged are registered practitioners, and registrations are maintained during the course of the work.

    DPC manages the Victorian Archives Centre and Government House and its outbuildings. There are several mechanisms for inspection, reporting and carrying out of maintenance works at these two sites including:

    • regular property inspections conducted by staff, tenants and external contractors
    • independent, formal condition audits undertaken every five years
    • site risk surveys undertaken at least biennially by the Victorian Managed Insurance Authority
    • onsite facilities managers responding to and prioritising identified issues and managing breakdown, preventative and cyclical maintenance contracts.

    Major works projects (greater than $50,000)

    99 Shiel Street,
    North Melbourne

    Replacement of CCTV cameras at the Victorian Archives Centre

    Government House Drive, Melbourne

    Continuation of conservation works, including accessibility improvements and upgrade to essential services

    Carers Recognition Act

    Compliance with the Carers Recognition Act

    The department has taken all practical measures to comply with its obligations under the Act. These include:

    Considering the care relationships principles set out in the Act when setting policies and providing services

    For example:

    • ensuring flexible work arrangements are embedded as part of the DPC working culture (in line with requirements under the Gender Equality Act 2020) and are available to all staff for any reason including supporting employees with family and caring responsibilities. During 2021–22 DPC introduced a new Flexible Work Policy to support the way Victorian public service organisations will work in the future
    • embedding a hybrid working model to support diversity, inclusion and a more equitable workplace
    • provision of the Parental Leave Transition Support Coaching Program.

    Ensuring our staff have an awareness and understanding of the care relationship principles set out in the Act

    For example:

    • championing the DPC Enablers Network, a network run by people with disability for people with disability, with an executive sponsor, open to all staff including carers
    • delivering a mental health and wellbeing training program for all staff and leaders including those who have caring responsibilities
    • using qualified psychologists, delivering a range of webinars about wellbeing and working remotely during COVID-19 for all staff including those who have caring responsibilities
    • providing support to all staff through the Peer Support Program and the Employee Assistance Program.

    Gender Equality Act

    Compliance with the Gender Equality Act

    DPC acknowledges gender diversity within our workforce and is committed to developing strategies that promote opportunities for all staff.

    DPC’s obligation under the Gender Equality Act began on 31 March 2020 and requires defined entities including the public sector, local councils and universities to take positive action towards achieving workplace gender equality.

    Under the Act DPC is required to:

    • develop and implement a Gender Equality Action Plan, including results of a workplace gender audit and strategies for achieving workplace gender equality
    • promote gender equality in policies, programs and services that affect the public
    • complete gender impact assessments
    • publicly report on our progress in relation to workplace gender equality.

    The Act also requires defined entities to consider intersectionality when developing strategies and measures to promote gender equality in the workplace.

    DPC has taken appropriate actions to comply with the Act during 2021–22 including completing a workplace gender audit and developing a Gender Equality Action Plan, both of which received compliant report outcomes against the Act from the Commission for Gender Equality in the Public Sector.

    Competitive Neutrality Policy

    Competitive neutrality requires government businesses to ensure that, where services compete or potentially compete with the private sector, any advantage arising solely from their government ownership be removed if it is not in the public interest. Government businesses are required to cost these services as if they were privately owned. The Competitive Neutrality Policy supports fair competition between public and private businesses and provides government businesses with a tool to enhance decisions on resource allocation. This policy does not override other policy objectives of government and focuses on efficiency in service provision.

    DPC continues to ensure Victoria fulfils its requirements on competitive neutrality reporting for government businesses against the enhanced principles as required under the Competition Principles Agreement.

    Disability Act

    Compliance with the Disability Act

    The department has complied with its obligations under the Disability Act 2006. DPC continues to proactively address the key actions under the DPC Disability and Access Inclusion Plan 2021–2025. This plan provides a framework for DPC to ensure equitable access to employment opportunities for people with disability.

    Highlights under the Disability Act during 2021–22 included the following:

    Reducing barriers to persons with a disability obtaining and maintaining employment

    • DPC runs employment programs for people with disability. DPC has previously partnered with the Australian Network on Disability on employment programs such as the ‘Stepping Into’ program.
    • The DPC Workplace Adjustment Policy ensures accessibility for employees who may require adjustments to equipment or process to undertake their roles.

    Achieving tangible changes in attitudes and practices that discriminate against people with a disability

    • DPC has a dedicated Senior Adviser, Disability Access and Inclusion who is active in promoting access and inclusion.
    • DPC will be partnering with the Australian Network on Disability (AND) to deliver disability confidence training to the DPC board in 2022–23.
    • A communications campaign is being undertaken to promote completion and awareness of the key initiatives being undertaken from the DPC Disability Inclusion Action Plan.

    Promoting inclusion and participation in the community

    • DPC hosts the department-level DPC Enablers Network for people with disability, representing the needs, interests and concerns of government employees with lived experience of disability to ensure fair and equitable treatment. The network is supported by a dedicated executive champion – Matt O’Connor, Deputy Secretary, Industrial Relations Victoria.
    • DPC continued our partnership with AND in 2021–22. AND is a national, membership-based, for-purpose organisation that supports organisations to advance inclusion for people with disability.

    Freedom of Information Act

    Compliance with the Freedom of Information Act

    The Freedom of Information Act 1982 (FOI Act) gives members of the public a right to access documents held by DPC. The purpose of the Act is to extend as far as possible the right of the community to access information held by government departments, local councils, ministers and other bodies subject to the FOI Act.

    An applicant has a right to apply for access to any document held by DPC, which comprises documents both created and received by DPC. Other than regular electronic and paper records, applicants may also request access to documents such as maps, films, computer discs and tape recordings.

    The FOI Act allows DPC to refuse access, either fully or partially, to certain documents or information. Examples of documents that may not be accessed include Cabinet documents; certain internal working documents; law enforcement documents; documents covered by legal professional privilege; documents containing personal information; documents containing certain commercial and financial information; and information provided to DPC in confidence.

    If an applicant is not satisfied with an FOI decision made by DPC, under section 49A of the Act they have the right to seek a review from the Office of the Victorian Information Commissioner within 28 days of receiving a decision letter.

    For the 12 months ended 30 June 2022, the FOI Unit received 81 requests for DPC documents, 13 for the Office of the Premier and two for the Office of the Minister for Treaty and First Peoples.

    No requests were received during this period for any other DPC portfolio ministers.

    The department finalised 88 FOI requests to DPC during the 12 months ending 30 June 2022. Sixty per cent of access decisions were made within the statutory time period, 6% were between one and 45 days overdue and 34% were overdue by more than 45 days. DPC also finalised 12 requests for the Office of the Premier and one request for the Office of the Minister for Treaty and First Peoples.

    Ten DPC matters went to the Information Commissioner for review and one complaint about a DPC matter was made to the Information Commissioner.

    Making a request

    Requests to access documents should be made in writing to DPC’s FOI officer. The requirements of a request are set out in section 17 of the FOI Act.

    In summary, a request should:

    • be in writing
    • identify as clearly as possible the documents requested
    • be accompanied by the appropriate application fee (which may be waived if it would cause hardship to the applicant).

    Requests for documents in DPC’s possession should be addressed to:

    Freedom of Information Officer
    Department of Premier and Cabinet
    GPO Box 4912
    Melbourne 3001

    Requests can also be lodged via https://online.foi.vic.gov.auExternal Link . Access charges may apply once documents have been processed and an access decision has been made.

    Charges may be applied — for example, for costs associated with photocopying and for search and retrieval of documents.

    More information about DPC’s FOI arrangements can be found at www.vic.gov.au/foi-part-ii-statementsExternal Link .

    Local Jobs First Act

    Compliance with the Local Jobs First Act

    The Local Jobs First Act 2003, introduced in August 2018, brings together the Victorian Industry Participation Policy (VIPP) and the Major Project Skills Guarantee (MPSG) policy, which were previously administered separately.

    Departments and public sector bodies are required to apply the Local Jobs First policy in all projects valued at $3 million or more for metropolitan Melbourne or statewide projects, or $1 million or more for projects in regional Victoria.

    MPSG applies to all construction projects valued at $20 million or more. The MPSG guidelines and VIPP guidelines will continue to apply to MPSG-applicable and VIPP-applicable projects respectively where contracts have been entered prior to 15 August 2018.

    During 2021–22 DPC had five Local Jobs First Standard projects valued at $34.2 million under contract. The projects were in metropolitan Victoria. No projects began in regional Melbourne or were deemed as statewide. The MPSG did not apply to this project. Of the four Local Jobs First projects in progress, the expected outcomes are:

    • an average of 100% of local content commitment
    • the retention of 17 jobs (annualised employee equivalent).

    Public Interest Disclosure Act

    The Public Interest Disclosure Act 2012 (formerly the Protected Disclosure Act 2012) encourages and assists people to disclose improper conduct or detrimental action involving public officers and public bodies. The Act provides protection to people who make disclosures in accordance with the Act and establishes a system for the matters disclosed to be investigated.

    DPC is committed to the Act’s objectives. DPC does not tolerate improper conduct by our employees or reprisals against those who make disclosures about such conduct.

    Compliance with the Public Interest Disclosure Act

    The Guide to Making and Handling Public Interest Disclosures, which outlines the system for reporting disclosures of improper conduct or detrimental action by DPC or any of our employees or officers, is available online at www.vic.gov.au/dpc-public-interest-disclosures External Link .

    Public interest disclosures must remain confidential under the law, so it is difficult to be accurate about the number of disclosures in any year. For example, managers or executives can receive public interest disclosures and may report these straight to the Independent Broad-based Anti-corruption Commission (IBAC) without anyone knowing. Equally, people can report directly to IBAC themselves without DPC necessarily knowing.

    There have been no disclosures made to DPC under the Public Interest Disclosures Act that have been notified to IBAC in 2021–22.

    Social Procurement Framework

    During 2021–22 DPC continued the implementation of its Social Procurement Strategy, which was developed in line with Victoria’s Social Procurement Framework.

    In 2021–22 DPC improved our social procurement performance against four objectives:

    • opportunities for Victorian Aboriginal people
    • opportunities for Victorians with disability and disadvantaged Victorians
    • supporting safe and fair workplaces
    • opportunities for Victorian social enterprises.

    Purchases from social suppliers, 1 July 2021 to 30 June 2022

    Social procurement opportunity

    Metric

    Number of businesses engaged

    Actual spend
    (excl. GST)

    $

    Opportunities for Victorian Aboriginal people

    Total spend with Victorian Aboriginal businesses

    6,104,850

    Number of Victorian Aboriginal businesses engaged

    53

    Opportunities for Victorians with disability

    Total spend with Victorian social enterprises led by a mission for people with disability and Australian Disability Enterprises

    6,026,095

    Number of Victorian social enterprises led by a mission for people with disability and Australian Disability Enterprises engaged

    25

    Opportunities for disadvantaged Victorians

    Total spend with Victorian social enterprises led by a mission for the disadvantaged

    9,950,544

    Number of Victorian social enterprises led by a mission for the disadvantaged engaged

    48

    Sustainable Victorian social enterprises and Aboriginal business sectors

    Total spend with Victorian social enterprises

    19,410,470

    Number of Victorian social enterprises engaged

    106

    Summary of contributing activities and initiatives

    • The Multi-functional Devices and Printers State Purchase Contract has been updated with four additional social procurement objectives from each supplier to a total of seven as part of their contractual obligations. Reporting against social procurement objectives will begin from Quarter 1, 2022–23, and this is a great example of working with industry to represent these important needs. Another example of inclusion of social procurement objectives is the State Primary Data Centre contract. DPC expects that this will be represented in the head agreement for Quarter 1, 2022–23.
    • The eService and ICT infrastructure registers are being enhanced to support government buyers that are looking to purchase from social suppliers. This will support government and industry in supporting social traders and will drive opportunities to these types of businesses.
    • Invitations to supply during the financial year included requirements for a minimum of one social procurement objective to be included in supplier proposals. As a result, DPC awarded contracts to the value of $43,000,000 to suppliers who provided a social benefit.
    • DPC’s social procurement achievements from 1 July 2021 to 30 June 2022 include 53 Victorian Aboriginal businesses engaged and $6,104,850 (including GST) of actual expenditure, achieving a 2.3% Aboriginal procurement, exceeding the 1% procurement target for procuring goods and services from Aboriginal businesses, as set through Tharamba Bugheen: Victorian Aboriginal Business Strategy 2017–2021.
    • Through refined procurement and business processes DPC continued to encourage direct spend with Aboriginal suppliers where Aboriginal knowledge and expertise is needed.
    • DPC procured a range of services from several Victorian Aboriginal businesses in 2021–22, including professional advisory and communication services.
    • DPC has a social procurement spend dashboard that is updated monthly so spend is monitored.
    • DPC continues to build on our relationship with Kinaway to identify further initiatives for more procurements with Aboriginal businesses.
    • DPC’s ‘Stay Engaged’ program continued during 2021–22. The program gives people with disability a chance to engage in meaningful employment within DPC through fixed-term paid work placements offered in various areas such as administration and policy.
    • All suppliers engaged via a competitive procurement process with DPC have committed to the Victorian Government Supplier Code of Conduct by signing a commitment letter before the engagement.
    • DPC contributed to social outcomes through Barring Djinang – Coaching and Career Development program, which has enabled approximately 80 Aboriginal and/or Torres Strait participants to progress into leadership opportunities.
    • DPC contributed to social outcomes through the Career Seekers Internship Program by providing the opportunity for approximately 28 disadvantaged Victorians to take part in intern type employment within the Victorian Government.

    Subsequent events

    Refer to the section on subsequent events at Note 8.10 in DPC’s financial statements.

    Other information available on request

    In compliance with the requirements of the Standing Directions of the Assistant Treasurer, details of items listed below have been retained by DPC and are available on request, subject to the provisions of the FOI Act. These items include:

    1. a statement that declarations of pecuniary interests have been duly completed by all relevant DPC officers
    2. details of shares held by a senior officer as nominee or held beneficially in a statutory authority or subsidiary
    3. details of publications produced by DPC about itself and how these can be obtained
    4. details of changes in prices, fees, charges, rates and levies charged by DPC
    5. details of any major external reviews carried out on DPC
    6. details of major research and development activities undertaken by DPC
    7. details of overseas visits undertaken, including a summary of the objectives and outcomes of each visit
    8. details of major promotional, public relations and marketing activities undertaken by DPC to develop community awareness of DPC and our services
    9. details of assessments and measures undertaken to improve the occupational health and safety of employees
    10. a general statement on industrial relations within DPC and details of time lost through industrial accidents and disputes
    11. a list of major committees sponsored by DPC, the purposes of each committee and the extent to which the purposes have been achieved
    12. details of all consultancies and contractors including:
      • consultants/contractors engaged
      • services provided
      • expenditure committed for each engagement.

    This information is available on request from:

    Director
    Corporate Governance
    Department of Premier and Cabinet
    1 Treasury Place
    East Melbourne 3002
    Email: dp&c@dpc.vic.gov.au

Disclosure index

The Department of Premier and Cabinet’s annual report is prepared in accordance with all relevant Victorian legislation and pronouncements. This index has been prepared to help identify the department’s compliance with statutory disclosure requirements.

Legislation

Requirement

Page

Standing Directions (SD) and Financial Reporting Directions (FRD)

Report of operations

Charter and purpose

FRD 22

Manner of establishment and the relevant ministers

6–10, 71

FRD 22

Purpose, functions, powers and duties

1, 12–17

FRD 8

Departmental objectives, indicators and outputs

20

FRD 22

Key initiatives and projects

21–46

FRD 22

Nature and range of services provided

12–17

Management and structure

FRD 22

Organisational structure

11

Financial and other information

FRD 8

Performance against output performance measures

47–61

FRD 8

Budget portfolio outcomes

117–123

FRD 10

Disclosure index

166–167

FRD 12

Disclosure of major contracts

125

FRD 15

Executive disclosures

138–139

FRD 22

Employment and conduct principles

140–141

FRD 22

Occupational health and safety policy

142–145

FRD 22

Summary of the financial results for the year

124

FRD 22

Significant changes in financial position during the year

124

FRD 22

Major changes or factors affecting performance

124

FRD 22

Subsequent events

164

FRD 22

Application and operation of the Freedom of Information Act 1982

160–161

FRD 22

Compliance with building and maintenance provisions of the Building Act 1993

158

FRD 22

Statement on National Competition Policy

159

FRD 22

Application and operation of the Public Interest Disclosure Act 2012

162

FRD 22

Application and operation of the Carers Recognition Act 2012

158

FRD 22

Details of consultancies over $10,000

125

FRD 22

Details of consultancies under $10,000

125

FRD 22

Disclosure of government advertising expenditure

127

FRD 22

Disclosure of ICT expenditure

128

FRD 22

Statement of availability of other information

165

FRD 24

Reporting of office-based environmental impacts

146–151

FRD 25

Local Jobs First

161

FRD 29

Workforce data disclosures

131–141

SD 5.2

Specific requirements under Standing Direction 5.2

64

Compliance attestation and declaration

SD 5.2.3

Declaration in report of operations

1

SD 5.1.4

Attestation for compliance with Ministerial Standing Direction

126

Financial statements

Declaration

SD 5.2.2

Declaration in financial statements

64

Other requirements under Standing Directions 5.2

SD 5.2.1(a)

Compliance with Australian Accounting Standards and other authoritative pronouncements

71–72

SD 5.2.1(a)

Compliance with Standing Directions

64

SD 5.2.1(b)

Compliance with Model Financial Report

64

Other disclosures as required by FRDs in notes to the financial statements

FRD 9

Departmental disclosure of administered assets and liabilities by activity

111

FRD 11

Disclosure of ex gratia expenses

n/a

FRD 13

Disclosure of parliamentary appropriations

73–76

FRD 21

Disclosures of responsible persons, executive officers and other personnel (contractors with significant management responsibilities) in the financial report

104–108

FRD 103

Non-financial physical assets

94

FRD 110

Cash flow statements

69

FRD 112

Defined benefit superannuation obligations

77–78, 95

FRD 114

Financial instruments — general government entities and public non-financial corporations

99–101

Legislation

Aboriginal Heritage Act 2006

156–157

Building Act 1993

158

Carers Recognition Act 2012

158

Disability Act 2006

159–160

Financial Management Act 1994

64

Freedom of Information Act 1982

160–161

Gender Equality Act 2020

159

Local Jobs First Act 2003

161

Public Interest Disclosure Act 2012

162

Reviewed 21 September 2022

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