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Department of Premier and Cabinet Annual Report 2021-22

Find general and financial information about DPC's operations and performance in 2021-22.

DPC’s 2021–22 Annual Report and accompanying financial statements present a summary of the department’s performance over the 2021–22 financial year.

Further information about DPC portfolio entities can be obtained, where applicable, from their individual 2021–22 annual reports.


Date:
September 2022

Secretary’s foreword

As Victoria’s First Minister’s department, the Department of Premier and Cabinet (DPC) provides strategic leadership across the Victorian public service through its guidance and coordination of whole of government policy and performance.

Since 2020, there have been changes in how we live and work that have impacted us all — as individuals, as a community and as a public service.

In this context, DPC continues to demonstrate excellence through its delivery of strong policy outcomes. During 2021–22 this has been evident in our response to the persistent challenges of COVID-19 and the ongoing work to support the recovery and revitalisation of Victoria’s economy, industry, and communities.

In close partnership with the Department of Health, DPC has advised on significant investment in Victoria’s health system, to ensure it remains strong even in the face of the sustained peaks caused by COVID-19.

Supporting Victoria’s economic revitalisation has also seen DPC providing advice and coordination on the delivery of major infrastructure projects, new planning processes for state projects and a suite of other economic recovery initiatives.

DPC has also achieved major milestones for a number of key government policy commitments and reforms such as the establishment on 1 July 2021 of Wage Inspectorate Victoria as a statutory authority. Since then, Wage Inspectorate Victoria has worked to protect the safety and welfare of children working in Victoria, and a range of fundamental employment rights of workers and employees in Victoria.

Looking more broadly, following its establishment within DPC in April 2021, the First Peoples–State Relations group has been foundational to DPC’s support for First Peoples in Victoria to be strong and self-determining. This includes through participation in negotiations with the democratically elected First Peoples’ Assembly of Victoria, and leading whole of government reforms to progress the government’s commitment to treaty. First Peoples–State Relations has also provided leadership and coordination on the whole of government response to the historic Yoorrook Justice Commission since the Commission’s establishment in May 2021.

Another key pillar of our work is to uphold and improve the standards of professional public administration.

Changes in previous years to the way the public service works have now become enduring features, reflecting our capacity to adapt to a rapidly evolving environment. I am proud to see the public service embedding practices that ensure modern, responsive, innovative and collaborative delivery, reflecting the experiences of all Victorians.

DPC’s whole of government leadership has also been evident in the digital transition of services and supports to enable evidence-based policy making and the provision of safer, more efficient and accessible government services. Digital Victoria’s leadership of this transition in 2021–22 culminated with the release of the Victorian Government Digital Strategy 2021–2026. This strategy outlines whole of government objectives to create better, fairer and more accessible services, a digital-ready public sector and a thriving digital economy.

The Office of the Chief Parliamentary Counsel has continued to excel in its provision of legislative services, critical to progress government reforms, while also working with Digital Victoria to improve its project management practices and systems.

These improvements across the breadth of public administration have been achieved with a view to efficiency and effectiveness. Together with the Department of Treasury and Finance, DPC has provided advice to the government on the implementation of a range of budget efficiency initiatives to ensure the provision of government services to Victorians remains economical and delivers strong public value.

I look forward to the privilege of continuing to work alongside my colleagues at DPC and the Victorian Secretaries’ Board, to lead a department and a public service always committed to improving outcomes for all Victorians.

Jeremi Moule
Secretary


About us

DPC’s vision, mission, values and objectives.

Our vision

The Department of Premier and Cabinet’s (DPC) vision is to be a recognised and respected leader in whole of Victorian Government policy and performance.

Our mission

DPC’s mission is to support the people of Victoria by:

  • helping government achieve its strategic objectives
  • providing leadership to the public sector to improve its effectiveness
  • promoting collaboration across government to drive performance and improve outcomes.

DPC supports the Victorian Government’s commitment to a stronger, fairer, better Victoria by promoting excellence in government service delivery and reform.

Our values

DPC upholds the public sector values as outlined in the Public Administration Act 2004.

Responsiveness

  • Providing frank, impartial and timely advice to the government
  • Providing high-quality services to the Victorian community
  • Identifying and promoting best practice

Integrity

  • Being honest, open and transparent in our dealings
  • Using powers responsibly
  • Reporting improper conduct
  • Avoiding any real or apparent conflicts of interest
  • Striving to earn and sustain public trust of a high level

Impartiality

  • Making decisions and providing advice on merit without bias, caprice, favouritism or self-interest
  • Acting fairly by objectively considering all relevant facts and applying fair criteria
  • Implementing government policies and programs equitably

Accountability

  • Working to clear objectives in a transparent manner
  • Accepting responsibility for our decisions and actions
  • Seeking to achieve best use of resources
  • Submitting ourselves to appropriate scrutiny

Respect

  • Treating others fairly and objectively
  • Ensuring freedom from discrimination, harassment and bullying
  • Using others’ views to improve outcomes on an ongoing basis

Leadership

  • Actively implementing, promoting and supporting these values

Commitment to human rights

  • Making decisions and providing advice consistent with the human rights set out in the Charter of Human Rights and Responsibilities Act 2006
  • Actively implementing, promoting and supporting human rights

Our objectives

DPC’s objectives are as follows.

Strong policy outcomes

  • Pursue policy and service delivery excellence and reform
  • Lead the public sector response to significant state issues, policy challenges and projects
  • Support the effective administration of government

First Peoples in Victoria are strong and self-determining

  • Improve outcomes and services for First Peoples through prioritising actions to enable self-determination, including advancing treaty, protecting and promoting cultural rights and conducting a truth telling process
  • Address trauma and support healing; address racism established through colonisation
  • Provide culturally safe systems and services; and transfer power and resources to communities

Professional public administration

  • Foster and promote a high-performing public service
  • Ensure effective whole of government performance and outcomes
  • Protect the values of good public governance, integrity and accountability in support of public trust

Our ministers

Ministers supported by DPC.

Premier of Victoria

Premier of Victoria

The Hon Daniel Andrews MP

The Premier is Victoria’s head of government. DPC advises and supports the Premier and his portfolio.

The Premier is the main channel of communication between the Governor, as Head of State, and Cabinet, and between the Victorian Government and other state and territory governments.

The following DPC entities are part of the Premier’s portfolio:

  • Office of the Governor
  • Breakthrough Victoria Pty Ltd.

Contact details

1 Treasury Place
East Melbourne VIC 3002
Email: daniel.andrews@parliament.vic.gov.au
Website: www.premier.vic.gov.au External Link

The Hon Danny Pearson MP

Minister for Government Services

The Hon Danny Pearson MP

DPC advises and supports the Minister for Government Services and his portfolio, which includes Digital Victoria and public sector administration and reform.

The Minister for Government Services is also responsible for the following DPC portfolio entities:

  • Cenitex
  • Office of the Chief Parliamentary Counsel
  • Office of the Victorian Government Architect
  • Public Record Office Victoria
  • Service Victoria
  • Victorian Electoral Commission
  • Victorian Independent Remuneration Tribunal
  • Victorian Public Sector Commission.

In addition to his DPC responsibilities, Minister Pearson is the Minister for Housing, Assistant Treasurer and Minister for Regulatory Reform.

Contact details

1 Treasury Place
East Melbourne VIC 3002
Email: danny.pearson@parliament.vic.gov.au
Website: www.dannypearson.com.au External Link

Minister for Industrial Relations

Minister for Industrial Relations

Tim Pallas MP

DPC advises and supports the Minister for Industrial Relations and his portfolio. This includes Industrial Relations Victoria, which works towards achieving a positive working environment for all Victorians.

The Minister for Industrial Relations is also responsible for the following DPC portfolio entities:

  • Labour Hire Authority
  • Portable Long Service Authority
  • Wage Inspectorate Victoria.

In addition to his DPC responsibilities, Minister Pallas is the Treasurer, the Minister for Economic Development and the Minister for Trade.

Contact details

1 Treasury Place
East Melbourne VIC 3002
Email: tim.pallas@parliament.vic.gov.au
Website: www.timpallas.com.au External Link

Minister for Treaty and First Peoples

Gabrielle Williams MP

DPC advises and supports the Minister for Treaty and First Peoples* and her portfolio. This includes oversight of First Peoples–State Relations, which focuses on promoting cultural rights, self-determination, treaty and truth.

The Minister for Treaty and First Peoples is also responsible for the following DPC portfolio entity:

  • Victorian Aboriginal Heritage Council.

In addition to her DPC responsibilities, Minister Williams is the Minister for Mental Health.

Contact details

50 Lonsdale Street
Melbourne VIC 3000
Email: gabrielle.williams@parliament.vic.gov.au
Website: www.gabriellewilliams.com.au External Link

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

Other officials

Mr Steve McGhie, Cabinet Secretary

DPC’s Cabinet Office provides support to the Cabinet Secretary for the operations of the Cabinet process and supports the Cabinet Secretary in his role.

Contact details

Email: steve.mcghie@parliament.vic.gov.au
Website: www.stevemcghie.com.auExternal Link

The Hon Sonya Kilkenny MP was the Cabinet Secretary until 27 June 2022, when she was appointed to the ministry.

Mr Nick Staikos, Parliamentary Secretary to the Premier

Mr Staikos assists the Premier with his portfolio responsibilities.

Contact details

Email: nick.staikos@parliament.vic.gov.au
Website: www.nickstaikos.com.auExternal Link

The Hon Steve Dimopoulos MP was the Parliamentary Secretary to the Premier until 27 June 2022, when he was appointed to the ministry.


Organisational chart

DPC organisational chart.

DPC as at 30 June 2022:

The Secretary is Jeremi Moule, who leads the department comprised of 7 groups and its associated entities and agencies.

Department of Premier and Cabinet

Secretary, Jeremi Moule

Office of the Secretary

Executive Director, Jane Gardam

Social Services Workforce Reform

Deputy Secretary, Sandy Pitcher

Delivery and Strategy

Executive Director, Marcus Walsh

Deputy Secretary and General Counsel, Toby Hemming

Office of the General Counsel

Executive Director, Miriam Holmes

Governance

Executive Director, Jennifer Barton

Victorian Independent Remuneration Tribunal

Director, Nick Voukelatos

Diversity on Boards

Executive Director, Vicky Hudson

Digital Victoria

Chief Executive Officer, Michael McNamara

Digital

Deputy CEO and Chief Digital Officer, Lisa Tepper

Cyber Security

Chief Information Security Officer, John O’Driscoll

Strategy and Performance

Chief of Strategy and Operations, Suzanne Aitken

Technology and Transformation

Chief Technology Officer, Luke Halliday

Victorian Centre for Data Insights

A/Chief Data Officer, David Cullen

Cabinet, Communications & Corporate

Deputy Secretary, Vivien Allimonos

Cabinet Office

Executive Director, Rachel Cowling

Corporate Services

Executive Director, Genevieve Dolan

Corporate Governance

Director, Evelyn Loh

Strategic Communications, Engagement and Protocol

Chief Communications Officer and Chief of Protocol, Fin Bird

Social Policy and Intergovernmental Relations

Deputy Secretary, Kate Houghton

COVID-19 Coordination & Performance / Education / Social Recovery, Families, Fairness & Housing

Executive Director, Lucy Toovey

Health / Mental Health

Executive Director, Ross Broad

Intergovernmental Strategy

Executive Director, Lauren Kaerger

Justice / Community Security and Emergency Management

Executive Director, Emma Catford

Office of Family Violence Reform Implementation Monitor

Director, Shasta Holland

Economic Policy and State Productivity

Deputy Secretary, Tim Ada

Economic Development and International

Executive Director, Rob Holland

Economic Strategy

Executive Director, Heather Ridley

Energy, Resources and Environment

Executive Director, Matt Minchin

Infrastructure, Planning and Major Projects

Executive Director, Andrew Witchard

First Peoples–State Relations

Deputy Secretary, Elly Patira

Self-Determination, Transformation and Policy

Executive Director, Ruth Barson

Traditional Owner Relationships and Heritage

Executive Director, Travis Lovett

Treaty Negotiations and Strategy

Lead Negotiators:

  • David McAuley
  • Shen Narayanasamy

Industrial Relations Victoria

Deputy Secretary, Matt O’Connor

Private Sector

Executive Director, Lissa Zass

Public Sector

Executive Director, Jesse Maddison

Portfolio entities

Administrative Offices

  • Office of the Governor
  • Office of the Chief Parliamentary Counsel
  • Office of the Victorian Government Architect
  • Public Record Office Victoria
  • Service Victoria

Other entities

  • Victorian Public Sector Commission

Special bodies

  • Victorian Electoral Commission
  • Electoral Boundaries Commission
  • Victorian Independent Remuneration Tribunal

Public entities

  • Breakthrough Victoria Fund Pty Ltd
  • Cenitex
  • Labour Hire Authority
  • Portable Long Service Authority
  • Victorian Aboriginal Heritage Council
  • Wage Inspectorate Victoria

Who we are

Find changes to the department, our groups, senior executives, administrative offices and other entities.

Changes to the department during 2021–22

On 1 July 2021 Wage Inspectorate Victoria was transferred from DPC and established as a statutory entity following the appointment of its first commissioner. Wage Inspectorate Victoria promotes and enforces Victoria’s laws on wage theft and child employment, long service leave entitlements and owner driver, forestry contractor, hirer and freight broker obligations.

On 1 September 2021 the Public Sector Reform branch transferred from DPC to a DPC entity — the Victorian Public Sector Commission. Public Sector Reform was responsible for leading and coordinating work on major issues relating to the management and operations of the Victorian Government including the strategic direction and reform of the public sector and public sector performance.

On 28 February 2022 the Social Services Workforce Reform branch was established as a new project office within DPC to lead and coordinate whole of government reform efforts to support workforce development within the social services sector. The Social Services Workforce Reform project office focuses on addressing the challenges of training, recruiting and retaining the critical social services workers needed to deliver the government’s significant investments in prevention of family violence and mental health reforms, as well as reforms in child protection and family services, youth justice, housing and homelessness, early childhood and other areas.

Our groups

DPC consists of 7 groups:

  • Legal, Legislation and Governance
  • Digital Victoria
  • Cabinet, Communications and Corporate
  • Social Policy and Intergovernmental Relations
  • Economic Policy and State Productivity
  • First Peoples–State Relations
  • Industrial Relations Victoria.

The Legal, Legislation and Governance group delivers public sector legal, legislation and governance expertise and combines the Office of the General Counsel (OGC) and the Governance branch.

OGC provides legal and policy advice, including in the areas of administrative, constitutional and corporate law. OGC’s policy focus is on issues in the Premier’s and the Minister for Government Services’ portfolios, principally in relation to Victoria’s public sector, electoral system and subordinate legislation. OGC advises on the government’s legislative agenda and supports DPC in developing legislative and regulatory proposals. It also manages the department’s freedom of information and privacy functions.

Governance branch unifies DPC’s efforts to promote good governance and public administration, high-quality decision and policymaking, government integrity and accountability, and trust in public institutions. It also supports the critical work of the Victorian Independent Remuneration Tribunal.

Digital Victoria

Digital Victoria drives digital transformation across the Victorian Government to create better, fairer, more accessible services, a digital-ready public sector and a thriving digital economy. Digital Victoria launched the first Victorian Government Digital Strategy 2021–2026 in November 2021, setting a unified vision for a digital, thriving Victoria. As the steward of the whole of government digital agenda, Digital Victoria is building the foundations required to solve systemic whole of government or interdepartmental digital challenges and prepare the government to be future ready and digitally enabled for all Victorians. Digital Victoria comprises 5 branches: Digital; Cyber Security; Strategy and Performance; Technology and Transformation, and the Victorian Centre for Data Insights.

Cabinet, Communications and Corporate

The Cabinet, Communications and Corporate group provides services and Victorian public service-wide advice to support robust public administration and promote DPC’s role as the First Minister’s department. The group provides timely and practical guidance on the operation of Cabinet, Cabinet committees and the Executive Council. The group leads work to support DPC to meet integrity, financial accountability and institutional governance obligations to parliament and ministers and provides specialist communication, event, behavioural insights and protocol advice across government. The group also provides the operational backbone to DPC and its entities through finance; operations; people and culture; and procurement services and assistance.

Social Policy and Intergovernmental Relations

The Social Policy and Intergovernmental Relations group brings together social policy expertise by coordinating the state’s intergovernmental relations. The group provides policy advice on the following areas: health; mental health; education; skills and training; justice; community security and emergency management; and families, fairness and housing.

The group also leads oversight and coordination of intergovernmental advice, COVID-19 pandemic response efforts and the government’s response to the Royal Commission into Victoria’s Mental Health System. It also supports the Office of the Family Violence Reform Implementation Monitor.

Economic Policy and State Productivity

The Economic Policy and State Productivity group leads economic policy advice to the Premier. The group collaborates with relevant departments and agencies to support a coordinated whole of government approach to policy and projects in the areas of economic development and industry recovery; fiscal policy; regional and suburban development; local government; regulatory reform; consumer affairs; racing; workplace safety; creative industries; major events, tourism and sport; innovation; small business; employment; international engagement; infrastructure and planning; precincts; public transport; agriculture; resources; energy and climate change; and water and the environment.

First Peoples–State Relations

The First Peoples–State Relations group was established in April 2021 and is responsible for an extensive program of nation-leading work in the areas of cultural rights, self-determination, treaty and truth with First Peoples. The group recognises Victoria’s First Peoples as the self-determining drivers of Aboriginal affairs in Victoria and is committed to building ongoing, just and respectful relationships between self-determining First Peoples and the State.

Industrial Relations Victoria

Industrial Relations Victoria (IRV) provides strategic industrial relations legislative, policy and technical advice to government and departments. IRV engages with Victorian employers, employees and their representatives to support a positive industrial relations environment, and to advocate for fair and productive workplaces, secure work and gender pay equity. IRV also oversees industrial relations matters and enterprise bargaining policy and processes across the Victorian public sector. IRV comprises of the Private Sector Industrial Relations branch, the Public Sector Industrial Relations branch and the Office of the Deputy Secretary. IRV supports 3 portfolio entities: the Labour Hire Licensing Authority, the Portable Long Service Authority and Wage Inspectorate Victoria.

DPC’s senior executives

Secretary

Jeremi Moule was appointed as the Secretary of DPC in October 2020. Prior to this role, he was DPC’s Deputy Secretary of Governance Policy and Coordination, a position he held since August 2018.

Jeremi has held various executive positions in the Victorian and South Australian public services for more than 20 years. He started his career as a journalist and was the CEO of a registered training organisation. Jeremi lives in Bendigo and has worked extensively in regional Victoria.

He holds a journalism degree from the University of South Australia and is a graduate of the Australian Institute of Company Directors.

Toby Hemming was appointed as General Counsel in May 2018.

Toby has significant experience in the Victorian public sector, having held senior positions in organisations including the County Court of Victoria, the Victorian Managed Insurance Authority and the Emergency Services Telecommunications Authority.

Toby holds degrees in the areas of law, arts and corporate governance. He is a graduate of the Australian Institute of Company Directors and has completed Executive Fellows programs at Harvard University’s Kennedy School of Government and the Australia and New Zealand School of Government.

Chief Executive Officer, Digital Victoria

Michael McNamara was appointed CEO for Digital Victoria in September 2021.

Michael has more than 25 years of experience in the digital transformation paradigm. Prior to DPC, Michael was the Chief Information Officer and Deputy CEO for Services Australia where he was responsible for major digital transformation programs. Before joining the public sector, he had a lengthy private sector career supporting the likes of ANZ and other banking and energy providers to build and modernise their digital infrastructure. Michael was ranked in the top 10 in the CIO50 awards in 2021.

Deputy Secretary, Cabinet, Communications and Corporate

Vivien Allimonos is Deputy Secretary of Cabinet, Communications and Corporate. Vivien also acted as the Chief Executive Officer of Digital Victoria from March 2021 until September 2021. Prior to DPC, Vivien was the Chief Communications Officer at the Department of Education and Training. Vivien has more than 20 years of experience in public administration, with a focus on international affairs, trade and communications. She has held various executive positions in the Victorian and Australian public services as well as the US State Department. She holds an honours degree in commerce/arts from the University of Melbourne and was listed in IPAA Victoria’s Top 50 Public Sector Women 2020.

Deputy Secretary, Social Policy and Intergovernmental Relations

Kate Houghton PSM was appointed as a Deputy Secretary in DPC in November 2018, initially looking after Social Policy and Aboriginal Affairs. In April 2021 Aboriginal Affairs became the separate First Peoples–State Relations group and Kate took on responsibility for intergovernmental relations.

Kate has led many teams across a variety of portfolios within the Victorian public service. Before joining DPC she was Deputy Secretary of Police and Crime Prevention at the then Department of Justice and Regulation. Kate spent many years working within the natural resources and environment portfolio. She led the Water and Catchments group as Deputy Secretary and the Environment Policy Division as Executive Director.

Kate has an honours degree in economics and a Master of Environment. She is also an IPAA Fellow. In the June 2022 Queen’s Birthday Honours List, Kate was awarded the Public Service Medal in recognition of her contribution in support of Australia’s response to the COVID-19 pandemic.

Deputy Secretary, Economic Policy and State Productivity

Tim Ada began in the role of Deputy Secretary of Economic Policy and State Productivity in April 2019. Previously, Tim was Deputy Secretary at the Department of Jobs, Precincts and Regions, where he was responsible for the strategic development of key industry sectors including manufacturing, life sciences, international education and delivering telecommunications and employment programs.

Tim has a Master of Agriculture Sciences from the University of Melbourne. He grew up in rural Victoria.

Chris Miller acted in the role of Deputy Secretary of Economic Policy and State Productivity from April to October 2021. Chris substantively served as Executive Director of the Infrastructure, Planning and Major Projects branch at DPC. Chris departed DPC in February 2022.

Deputy Secretary, First Peoples–State Relations

Elly Patira was appointed as the Deputy Secretary of First Peoples–State Relations in April 2021. Elly is a lawyer and policy adviser with broad experience across constitutional, Indigenous and minority rights law and policy, both domestically and internationally. She holds a Bachelor of Arts and a JD (Juris Doctor) from the University of Melbourne and a Master of International Human Rights Law from the University of Oxford. Elly has held various executive positions in the Treaty and First Peoples portfolio at DPC. She has previously worked as an academic, in the corporate sector, for Aboriginal organisations and as an adviser during the Fijian constitution-making process.

As Deputy Secretary, Elly is responsible for an extensive program of priority work with First Peoples in the areas of treaty, truth and transitional justice, self-determination and cultural rights and protection.

Deputy Secretary, Industrial Relations Victoria

Matt O’Connor was appointed as the Deputy Secretary of Industrial Relations Victoria in April 2015.

Matt has worked in the Victorian Government since 2003. He has overseen the development of significant industrial relations legislative policy reforms including wage theft, labour hire licensing, long service leave and child employment.

Matt provides strategic input on a range of whole of government industrial relations matters. He has overseen the government’s participation in significant legal proceedings in the Fair Work Commission, advocating for secure and fair employment through increases to the national minimum wage; paid family and domestic violence leave; and a minimum wage floor for piece rates in the horticultural award. He has also represented the Victorian Government in consultations with the Commonwealth Government on federal industrial relations legislative proposals including amendments to the Fair Work Act 2009.

Matt has steered the government’s public sector industrial relations strategy for several years and, more recently, played a pivotal role in developing enduring flexible working arrangements and managing COVID-19 workforce issues.

Deputy Secretary, Social Services Workforce Reform

Sandy Pitcher began as Deputy Secretary, Social Services Workforce Reform in February 2022. Sandy has around 15 years of executive experience across the Victorian, South Australian and Commonwealth public sectors as well as the Commission for Racial Equality in the UK. Sandy was the inaugural Secretary of the Department of Families, Fairness and Housing in 2021, after co-leading the contact and case management COVID-19 response for Victoria from July 2020. She was the Secretary of the South Australian Department of Environment, Water and Natural Resources from 2015 to 2018. Sandy has held a number of community and university board positions. She also had a stint in an ASX company from 2018 to 2019.

Sandy holds degrees in law and arts from Adelaide University and was appointed an IPAA National Fellow in 2013, as well as being awarded the National Telstra Businesswoman of the Year in 2012.

Administrative offices

Administrative offices are established and abolished through orders under section 11 of the Public Administration Act, and each is established in relation to a department.

DPC is responsible for the effective, efficient and economical management of the following administrative offices.

Office of the Chief Parliamentary Counsel

The Office of the Chief Parliamentary Counsel transforms policy into legislation and advises the government on its legislative program. The office is responsible for ensuring up-to-date public access to authoritative Victorian legislation. The Office of the Chief Parliamentary Counsel is also the Government Printer for Victoria, responsible for printing Victorian legislation.

Office of the Governor

The Office of the Governor supports the Governor of Victoria in carrying out all aspects of their official duties for the benefit of the Victorian community. It also maintains Government House and grounds as a unique heritage community asset. The Governor’s role includes constitutional and ceremonial duties, community and international engagement as well as official municipal, regional and overseas visits.

Office of the Victorian Government Architect

The Office of the Victorian Government Architect (OVGA) provides leadership and independent advice to government about architecture and urban design. OVGA puts quality of design at the centre of all conversations about the shape, nature and function of our cities, buildings and landscapes. OVGA’s activities include reviewing significant state and local government projects as well as commercial projects with a significant impact on the public. OVGA also leads on significant good-design initiatives and provides input, advice and advocacy on policies and issues of relevance to the Victorian Government.

Public Record Office Victoria

Public Record Office Victoria (PROV) maintains the archives of the State Government of Victoria, holding records dating from the mid-1830s to today. PROV manages these for use by the government and people of Victoria. PROV’s collection contains records of decisions, events, people and places that have shaped our history. PROV sets mandatory recordkeeping standards for state and local government agencies and provides support and advice on recordkeeping to government.

Service Victoria

Service Victoria is a whole of government service capability with responsibility for improving and modernising the way government transactions are delivered online.

Service Victoria brings together more than 80 government services into a central access point — the Service Victoria app and website — making it easier for Victorians to transact with government.

Service Victoria is responsible for implementing the Service Victoria Act 2018, which helped Victoria to become the first jurisdiction to offer Level of Assurance 3 online identity verification, which is the highest rigour possible online.

Other entities

DPC supports the Premier and its ministers in their responsibilities for the Victorian Public Sector Commission and the following special bodies and public entities.

Special bodies

Special bodies are defined in section 6 of the Public Administration Act and are created under separate legislation:

  • Electoral Boundaries Commission
  • Victorian Electoral Commission
  • Victorian Independent Remuneration Tribunal.

Public entities

Public entities include statutory authorities, state-owned enterprises, state-owned corporations and formally constituted advisory boards that perform functions outside of the public service:

  • Breakthrough Victoria Pty Ltd
  • Cenitex
  • Labour Hire Authority
  • Portable Long Service Authority
  • Victorian Aboriginal Heritage Council
  • Wage Inspectorate Victoria.

Five-year financial summary

Summary of factors that affected our performance in 2021–22 and the preceding 4 reporting periods.

Key financial indicators from 2017–18 to 2021–22

Department-controlled activities

2021–22

2020–21

2019–20

2018–19

2017–18

$’000

(1)

$’000

(2)

$’000

(3)

$’000

(4)

$’000

(5)

Income from government

650,501

607,413

726,920

720,119

520,002

Total income from transactions

694,868

642,804

818,062

760,318

580,778

Total expenses from transactions

(675,126)

(632,174)

(825,276)

(750,323)

(573,028)

Net result from transactions

19,742

10,630

(7,214)

9,995

7,750

Net result for the period

21,986

13,048

(7,666)

8,583

7,966

Net cash flow from operating activities

29,706

35,597

17,883

35,134

15,980

Total assets

1,118,658

881,214

866,022

876,813

847,231

Total liabilities

106,858

95,703

116,514

116,711

90,268

The above table shows a summary of key financial indicators for DPC.

Notes:

(1) The increase in 2021–22 income and expenditure is mainly due to new government initiatives delivered during the year including digital vaccination certification, business licensing initiatives and the development of the Digital Victoria Marketplace. In addition, there is an increase associated with 2022 State Election readiness. Assets increased as a result of revaluation from formal valuation of property, plant and equipment. Department liabilities increased as a result of higher employee leave liabilities and provision for the early retirement packages announced during the year.

(2) The decrease in 2020–21 income and expenditure is mainly due to machinery of government changes where Fairer Victoria transferred from DPC to the Department of Families, Fairness and Housing on 1 February 2021, and Bushfire Recovery Victoria transferred to the Department of Justice and Community Safety from 1 July 2020. An increase in assets is driven by asset revaluations. Transfer of employee and supplier liabilities to the Department of Families, Fairness and Housing contributed to a decrease in liabilities.

(3) The increase in 2019–20 income and expenditure is mainly due to bushfire recovery activities and responses to the COVID-19 pandemic. DPC’s assets decreased due to reductions in financial assets from the use of funding received in prior financial years and machinery of government decisions where functions were transferred from DPC.

(4) The increase in 2018–19 income and expenditure is mainly due to new government initiatives delivered during the year including Pick My Project, Multicultural Community Infrastructure programs and the Victorian Jobs and Investment Fund. Separately, there was increased income and expenditure due to the 2018 State Election. Assets increased due to investments in modernising DPC’s office spaces and further investments in Service Victoria’s digital services platform. DPC’s liabilities increased due to higher payables and employee liabilities because of growth and machinery of government transfers into DPC.

(5) The increase in income from transactions and an increase in expenses from transactions in 2017–18 relate to new government initiatives carried out during the year. Separately, the increase in total assets is mainly due to building Service Victoria's digital services platform.


Progress towards achieving departmental objectives

Outcomes we achieved during the year against our key initiatives and projects.

Progress towards achieving departmental objectives

This section reports on the outcomes the Department of Premier and Cabinet (DPC) achieved during the year against key initiatives and departmental objectives.

Departmental output changes during 2021–22

Following the transfer of departmental outputs to the Department of Families, Fairness and Housing on 1 February 2021, DPC established a new departmental objective and made the following changes to its output structure in 2021–22.

2021–22 objective

Indicator

Output

First Peoples in Victoria are strong and self-determining

First Peoples in Victoria have increased control over decisions that impact their lives

Aboriginal policy, strengthening Aboriginal cultural heritage and communities

Departmental objectives, indicators and linked outputs

DPC’s medium-term objectives, associated indicators and linked outputs as set out in the 2021–22 Victorian Budget Paper No. 3 — Service Delivery are shown below.

Objectives

Indicators

Outputs

Strong policy outcomes

DPC’s policy advice and its support for Cabinet, committee members and the Executive Council are valued and inform decision making

The development and effective use of technology supports productivity and competitiveness

Government-wide leadership, reform and implementation

Strategic advice and government support

Digital government and communications

Office of the Victorian Government Architect

Industrial relations

First Peoples in Victoria are strong and self-determining

First Peoples in Victoria have increased control over decisions that impact their lives

Aboriginal policy, strengthening Aboriginal cultural heritage and communities

Professional public administration

A values-driven, high-integrity public service characterised by employees who collaborate across government and in partnership with the community and other sectors, and who use evidence to support decisions that drive the progress of Victoria socially and economically

Advice and support to the Governor

Chief Parliamentary Counsel services

Management of Victoria’s public records

Public administration advice and support

State electoral roll and electoral events


Strong policy outcomes — key initiatives

This objective pursues policy, service and administration excellence and reform. It leads the public sector response to significant state issues, policy challenges and projects. It supports the effective administration of government and the delivery of policy and projects that enable increased productivity and competitiveness in Victoria.

DPC’s outcomes on the following key initiatives have helped us achieve the ‘Strong policy outcomes’ strategic objective.

Provide support for core government systems and activities vital to the Victorian response to, and recovery from, the COVID-19 pandemic

COVID-19 communications evolved throughout 2021–22 to promote self-protective decision making, supporting public health orders and integration with COVID-19 advertising campaigns.

Behavioural insights were further applied to communications and campaigns to encourage individuals and communities to take proactive steps to protect themselves and others against COVID-19, and to adhere to public health measures.

COVID-19 communications continued to ensure consistency of message, reinforced accessibility requirements, advocated for in-language communications for First Nations and culturally diverse audiences, and facilitated collaboration across departments to ensure coronavirus.vic.gov.auExternal Link remained the central source of COVID-19 information.

The Public Sector Administration Committee (PSAC) met regularly during 2021–22 to consider a range of issues connected with ensuring the public service could continue to deliver core services through the pandemic.

PSAC coordinated advice to the Emergency Management Commissioner at the beginning of 2022 on risks to critical services in the face of rising COVID-19 case numbers due to the emergence of the Omicron variant. PSAC has been a central coordination point for developing and implementing the Victorian public service (VPS) approach to flexible working, including on matters such as COVIDSafe workspaces, staff wellbeing and vaccination policy.

Suburban Hubs have been established to support flexible and remote working for VPS staff. The Health, Safety and Wellbeing team provided audit and COVIDSafe compliance support to the project team while establishing and opening the hubs.

Supporting the government’s response to COVID-19

DPC has continued to support government decision making on Victoria’s approach to COVID-19 management, including at National Cabinet. DPC played a key role in coordinating and delivering strategic communications in year 2 of the pandemic and has worked with departments to provide advice on significant policy changes throughout 2021–22. The key COVID-19 measures that DPC supported throughout 2021–22 included: delivering COVID-19 vaccinations; implementing the Victorian vaccinated economy; changing quarantine requirements for international arrivals; delivering rapid antigen tests through testing sites, schools and early childhood education and care services; and continued engagement and support for at-risk and priority communities.

Throughout the year DPC continued to collaborate with the Department of Health (DH) to deliver equitable access to vaccinations for all eligible Victorians, particularly with the increased availability of booster doses in late 2021. Extension of state sites in early 2022 ensured Victorians had safe, efficient and easy access to vaccines as soon as they were eligible. Over time the vaccination program transitioned to be predominantly delivered through primary care settings, with Victoria continuing targeted engagement and outreach to support vaccination for at-risk and priority communities.

DPC worked closely with COVID-19 Quarantine Victoria and the Commonwealth Government to deliver the Victorian Quarantine Hub, which started accepting residents from February 2022 and provides a safe place for community members to self-isolate or quarantine.

DPC collaborated with DH to implement Victoria’s new pandemic management framework under Part 8A of the Public Health and Wellbeing Act 2008. DPC briefed the Premier to consider making and extending the pandemic declaration and helped prepare reports to parliament as a key measure to promote transparency and accountability in relation to the government’s COVID-19 response. The reports are tabled in parliament and publish the Premier’s statement of reasons for making or extending a pandemic declaration. They also include advice from the Chief Health Officer and the Minister for Health in respect of the making or extending of the pandemic declaration. They summarise pandemic orders made, the public health risk powers and pandemic management powers exercised and the reasons for exercising those powers.

Supporting the Victorian Government to deliver improved health outcomes for Victorians in the context of unprecedented challenges

Working closely with DH, DPC plays a key role in ensuring the Victorian health system is prepared and supported to manage fluctuations in demand, including COVID-19 demand, across the state. This year DPC continued to provide advice to government on the investment and responses needed to respond to COVID-19, including supporting significant investments in workforce, hospital-based and primary care, critical infrastructure and equipment.

DPC has also worked closely with DH to support the recovery of Victoria’s health system — for example, the Victorian Government’s COVID Catch-Up Plan to address non-urgent surgery that had been deferred due to the pandemic.

In 2021–22 DPC continued to work closely with the Department of Treasury and Finance and other departments to support the government’s economic recovery following COVID-19. This included advising on budget and fiscal strategy, industry recovery, employment, consumer affairs, local government, transport policy and infrastructure delivery. DPC also supported the Premier in the annual State Budget process and in implementing budget efficiency initiatives. Since the onset of COVID-19, DPC has actively supported the Victorian Government to identify and implement measures to assist businesses and individuals affected financially by the pandemic.

Advocate for Victoria’s interests in intergovernmental forums, including supporting the Premier at National Cabinet

In 2021–22 DPC led the provision of advice to the Premier and senior departmental officials to support their participation in a high volume of formal intergovernmental meetings. In the 12-month period DPC supported and coordinated strategic advice for more than 90 intergovernmental meetings. The highest number of meetings took place in the period from July 2021 to March 2022. Issues included vaccine rollout and implementation of the national plan for transitioning Australia’s response to COVID-19. This addressed recovery and financial measures to support workers and businesses.

DPC also provided strategic policy advice and collaborated across government to support the negotiation of key National Cabinet reform matters and priority portfolio agreements. These covered health, education and energy, maintaining a focus on Victorian priorities and maximising benefits to the Victorian community. In total, DPC helped negotiate more than 20 agreements including multilateral and bilateral Mental Health Agreements, Public Dental Services for Adults and the National Plan to End Violence against Women and Children.

Ensure strategic decision-makers are supported in their efforts to strengthen the disaster resilience and security of all Victorians, including through implementing the recommendations of state and national reviews and inquiries

Through coordination and collaboration with all Victorian Government departments, DPC has continued to strengthen emergency management arrangements and to support a strong reform agenda in response to several reviews and inquiries. These included the Inspector-General for Emergency Management (IGEM) Inquiry into the 2019–20 Victorian Fire Season, IGEM’s Review of 10 Years of Reform in the Emergency Management Sector, the COVID-19 Hotel Quarantine Inquiry and the ESTA Capability and Service Review. DPC, in partnership with Emergency Management Victoria, also continues to work with other jurisdictions through the Australia–New Zealand Emergency Management Committee to strengthen disaster resilience.

Further in 2021–22 DPC supported national counterterrorism reforms through the Australia–New Zealand Counter-Terrorism Committee. DPC also supported reforms to tackle the early warning signs of radicalisation and violent and extremist behaviour, delivering on recommendations of the Expert Panel on Terrorism and Violent Extremism Prevention and Response Powers. DPC continued to provide protective security measures for government personnel and its information and physical assets through coordinating VPS personnel vetting and the Member of Parliament Protective Security Program.

Support the Victorian Government to deliver critical social policy reforms, including recommendations from the Royal Commission into Victoria’s Mental Health System, continuing to strengthen the VET system, justice reforms, and continuing the rollout of Three-Year-Old Kindergarten

DPC has continued to support landmark social policy reforms through providing a whole of government lens to ensure their successful implementation.

In 2021–22 DPC continued to support implementation of reforms across the justice system, including helping to progress legislation to transform financial assistance for victims of crime, with the existing Victims of Crime Assistance Tribunal set to be replaced with an administrative Financial Assistance Scheme built around the needs of victims and aiming to minimise trauma. DPC also supported development of the government response to the Parliamentary Inquiry into Historical Forced Adoption in Victoria, with work underway to design Australia’s first redress scheme for historical forced adoption practices and administer an exceptional circumstances fund. DPC also continued to support work to modernise Victoria’s youth justice system via oversight of the new youth justice facility, Cherry Creek, which is set to open in mid-2023. DPC also continued to support work to modernise Victoria’s youth justice system via oversight of the new youth justice facility, Cherry Creek, which is set to open in mid-2023.

In partnership with DH, DPC has continued to support a coordinated government response to the Royal Commission into Victoria’s Mental Health System. In the year since the final report was tabled, work has begun on more than 90% of the Royal Commission’s 74 recommendations to lay the foundations for Victoria’s future mental health system.

Key achievements in 2021–22 include introducing the new Mental Health and Wellbeing Bill into the Victorian Parliament, releasing the Mental Health and Wellbeing Workforce Strategy 2021–2024 and Victoria signing the National Mental Health and Suicide Prevention Agreement. DPC also continues to work with DH to facilitate government-wide decision making to improve the mental health and wellbeing system, including a Mental Health and Wellbeing Cabinet Committee, a Mental Health and Wellbeing Victorian Secretaries’ Board Committee, a Suicide Prevention and Response Victorian Secretaries’ Board Committee and an interdepartmental Committee on Mental Health and Wellbeing Promotion.

DPC continued to play a key role in supporting the design and delivery of major education and training reforms in 2021–22. In the past year, DPC worked closely with the Department of Education and Training (DET) to strengthen the training and skills system, including:

  • helping establish the Victorian Skills Authority to respond to Victoria’s training needs
  • supporting the introduction of a new TAFE funding model to strengthen Victoria’s economic and social recovery and improve the sector’s financial sustainability
  • progressing the Senior School Pathways Reform agenda to provide greater vocational and applied learning opportunities for school students.

During 2021–22 DPC continued to support DET’s implementation of universal funded three-year-old kindergarten. The reform has progressed according to the public rollout schedule, and in 2022 all services across the state are delivering at least 5 hours of funded three-year-old kindergarten each week. Further, DPC informed the design and ongoing implementation of the newly announced Best Start, Best Life agenda, which will overhaul early childhood education and care in Victoria including making kindergarten free from 2023 and introducing a new year of universal Pre-Prep for 4-year-olds.

Support the successful delivery of the Victorian Government’s Big Housing Build to help increase the state’s social housing supply by 10% in 4 years and support Victorians in need

DPC continues to support the work of Homes Victoria in delivering the Big Housing Build, including through key governance forums and ongoing engagement in policy reform to enable system improvements. DPC co-chairs the Housing Interdepartmental Committee, supporting coordinated discussion of housing policy issues across government, and is a member of a range of other governance forums across the housing portfolio. DPC will continue to support regular reporting on delivering the Big Housing Build to the Victorian Government, to support appropriate oversight and monitoring of this generational reform to the social housing system.

In 2021–22 DPC provided strong policy advice and administration to support Cabinet, parliament, legislation, Executive Council and ministerial correspondence matters. This included guidance and support for the Premier and DPC ministers, as well as across all departments and the ministry where needed, as well as for the Governor in relation to Executive Council matters.

Provide behavioural science capability to all Victorian Government departments to support the delivery of behaviourally informed programs and services

Throughout 2021–22 the Behavioural Insights Unit provided advice and research support and delivered projects across a range of policies and services. This included the uptake of grant initiatives, enhancing the accessibility of forms and website communications and improving internal government processes such as procurement and recruitment activity.

The Behavioural Insights Unit also continued to support departments and agencies to understand the likely impact of policies and programs on Victorians’ behaviours in relation to COVID-19. The unit used international evidence to support effective implementation of policies, programs and communications for COVID-19–related requirements, including getting vaccinated, mask wearing and other COVIDSafe behaviours.

Provide central media relations, communications, advertising and research governance advisory services to Victorian departments and stakeholders in relation to private and ministerial offices

DPC’s Strategic Communications, Engagement and Protocol Branch delivered a range of products and services including speeches, media releases, internal communications and events, video production, photography and live streaming throughout 2021–22. It also fulfilled its key role of coordinating and delivering COVID-19 strategic communications.

As part of its strategic governance and central advisory role for all government advertising campaigns, DPC:

  • ensured adherence to the Victorian Government Communication Guidelines and relevant legislation
  • supported the consistent development of campaign creative and media buying across government
  • provided strategic advice on communicating with diverse and regional audiences
  • led coordinated communications for COVID-19 policies and projects to ensure a consistent and cohesive approach across government.

DPC’s dedicated media team provided media and communications support to the department. In 2021–22 the team:

  • developed whole of government media protocols for enquiries on the Yoorrook Justice Commission
  • led on support for major ministerial announcements around Treaty negotiations with the First Peoples’ Assembly of Victoria
  • supported a partnership between Digital Victoria and Code Like a Girl
  • supported the role of the Service Victoria app in the state’s COVID-19 response.

DPC developed and delivered communication strategies to support campaigns and announcements including the Recognition Matters campaign, the Diversity on Boards campaign and VPS-wide COVID-19–related internal communications and announcements. Products included more than 115 videos covering content including on the State Budget, NAIDOC Week live events and milestones such as the path to Treaty, Truth and Justice for First Peoples in Victoria.

DPC’s Protocol and Events team provided strategic advice and oversight of the protocol policies and functions of government and delivered numerous events, visits and meetings including Australia Day public events and programs; the ANZAC Day State Luncheon; facilitation support for the QUAD Foreign Ministers’ Meeting and Commonwealth Games Federation delegation visit; and significant ceremonial events including the State Memorial Services for Victoria Police and Mr Shane Warne AO.

Support strong policy outcomes for First Peoples by driving whole of government policy and reform in the Treaty and First Peoples portfolio

In 2021–22 DPC, primarily through the First Peoples–State Relations group, continued to drive both whole of government and internal Aboriginal affairs policy and reform in partnership with First Peoples. A key milestone was establishing the DPC Board of Management Subcommittee on Self-Determination Reform. The subcommittee has an advisory role and supports DPC to progress significant reform underway in the Treaty and First Peoples portfolio such as progressing treaty; responding to and supporting the Yoorrook Justice Commission; leading whole of government reform under the National Agreement on Closing the Gap and the Victorian Aboriginal Affairs Framework 2018–2023 (VAAF); and promoting cultural rights. The subcommittee also performs a key role in improving internal systems, policies and processes to enable self-determination.

In March 2022 DPC, in partnership with the Department of Justice and Community Safety, set up the landmark $155 million Stolen Generations Reparations Package. The package is testament to the strength of Stolen Generations and their families, who have long fought for justice. To ensure the package was developed for and by Stolen Generation survivors, DPC established the community-led Stolen Generations Reparations Steering Committee to lead engagement on the package’s design. Assessment of applications is underway, with some advance payments to people who are terminally or critically ill. DPC will continue to work alongside the Department of Justice and Community Safety to ensure the package meets community expectations.

DPC is driving preparation across government to support Victoria’s ongoing treaty process. To build capability for this critical work, DPC is engaging with Victorian Government departments and agencies to ensure government is ready to respond to the transformational change that treaty is expected to bring. This includes a Treaty Interdepartmental Committee of senior representatives and a working-level network of Treaty Coordinators from each government department to facilitate whole of government engagement.

Support the delivery of energy, climate change and environmental priorities

In 2021–22 DPC supported the Premier, departments (including the departments of Environment, Land, Water and Planning and Jobs, Precincts and Regions) and government entities in delivering the government’s energy, resources and environment commitments including:

  • launching the second Victorian Renewable Energy Target Auction to bring online at least 600 megawatts of new renewable energy capacity in Victoria
  • steps to establish Australia’s first offshore wind industry including through the announcement of offshore wind targets of 2 gigawatts (GW) by 2032, 4GW by 2035 and 9GW by 2040
  • securing the future of gas in Victoria by remaking the Petroleum Regulations 2021 to safely govern the onshore conventional gas sector and developing the Gas Substitution Roadmap to guide the transition to sustainable gas alternatives and greater electrification
  • supporting Victorian energy consumers through the extension of the $250 Power Saving Bonus for concession card holders until 30 June 2022 and eligibility expansion of the payment to all Victorian households from 1 July 2022
  • introducing legislation to reform governance arrangements for Victoria’s alpine sector, including establishing the new statutory authority, Alpine Resorts Victoria
  • supporting the release of the Marine and Coastal Strategy, Victoria’s first 5-year implementation plan to support sustainable use and improve how marine and coastal environments are managed
  • continuing to support circular economy reforms including introducing Recycling Victoria as the new waste and recycling sector regulator and developing Victoria’s Container Deposit Scheme.

Support delivery of the government’s infrastructure program

In 2021–22 DPC continued to work with the Department of Transport and the Major Transport Infrastructure Authority on many of the major transport projects in construction including the Level Crossing Removal Project, Metro Tunnel Project, North East Link Project, West Gate Tunnel Project and multiple road upgrades. The government has 165 major road and rail projects being constructed or planned at an investment of $90 billion and the creation of more than 18,000 jobs. DPC has also continued to work across government in supporting the Suburban Rail Loop Authority to progress the Suburban Rail Loop project.

DPC worked with partners across government and, in particular, the Department of Environment, Land, Water and Planning to introduce new planning pathways for state projects including establishing the State Project Concierge service.

Support to establish Breakthrough Victoria and administration of the Victorian Jobs and Investment Fund

In 2021–22 DPC has:

  • supported the establishment and early operation of Breakthrough Victoria Pty Ltd as a government-owned company to administer the $2 billion Breakthrough Victoria Fund. This fund is supporting research and technology commercialisation in the health and life sciences, digital technology, advanced manufacturing, agri-food and clean economy sectors to deliver economic and societal outcomes and grow jobs
  • administered the Victorian Jobs and Investment Fund, a whole of government framework that governs investment attraction programs across multiple departments. In 2021–22 the fund helped secure more than 3,800 new jobs and over $850 million in new investment.

Support the efficient operation of markets and appropriate consumer protections

DPC has worked with the departments of Justice and Community Safety and Treasury and Finance to improve the design of government regulation to protect consumers while minimising costs on businesses and the community. In 2021–22 this included changes to casino regulation in response to the Royal Commission into the Casino Operator and Licence, establishing new gambling and liquor regulators, decriminalising sex work in Victoria, adopting an automatic mutual recognition scheme for occupational licences and various projects funded through the Regulatory Reform Incentive Fund.

Support engagement with international partners to improve investment, trade and other whole of government outcomes

DPC has worked across government in 2021–22 to further Victoria’s international engagement objectives by:

  • supporting whole of government cooperation with key international partners to promote trade, investment and cultural and education ties that benefit Victorians, including facilitating engagement between the diplomatic community and Victorian leaders including the Premier and Governor
  • collaborating with Asia Society Australia and the Australia-India Institute to enhance Victoria’s connections to, engagement with and knowledge of Asia
  • supporting foreign investment through the Victorian Jobs and Investment Fund.

Digital government and communications

Drive digital transformation through a whole of government digital strategy, creating a cohesive and modern approach to ICT and taking a more agile and coordinated approach to funding digital initiatives

Digital Victoria launched the Victorian Government Digital Strategy 2021–2026 in November 2021. The strategy provides a blueprint for how the Victorian Government will accelerate change and invest in the digital infrastructure and skills required to serve the people and businesses of Victoria over the next 5 years. It sets the vision to:

  • enable better, fairer and more accessible services
  • create a digital-ready public sector
  • grow a thriving digital economy.

Digital Victoria has made significant progress in delivering important strategic and foundational activities to ensure transformation efforts focus on what is critical to deliver the vision. This includes the transition to common, connected platforms that reduce complexity and unlock productivity and delivering strategic investment models to coordinate investment in digital services to improve the Victorian citizen experience.

Deliver better customer experiences through insightful design and public engagement, improving trust and participation with the Victorian Government

Engage Victoria is the government’s online consultation platform that enables Victorians to share their ideas and opinions and converse with others on a range of policies, programs, issues and topics relevant to Victoria. In 2021–22 Engage Victoria conducted 208 consultations across all government departments and 8 agencies including Parks Victoria, the Environment Protection Authority and the Major Transport Infrastructure Authority. It received more than 1,064,000 visitors and over 93,000 pieces of feedback on the platform. Victorians took part in many important consultations including the Annual Victoria Police Community Sentiment Survey, shaping Homes Victoria’s new social housing development and contributing to the design of critical transport projects including North East Link and the Suburban Rail Loop.

Digital Victoria has continued to embed human-centred design across government to ensure services align with the needs of Victorians. In 2021–22 the human-centred design website was visited more than 31,400 times and over 2,500 copies of the playbook have been downloaded. Training was delivered to 600 people from 81 government entities and departments from across the VPS.

Implement a cyber security strategy that focuses on the safe and reliable delivery of government services and better protects businesses and the community from the growing threat of cyber crime

Digital Victoria launched Victoria’s Cyber Strategy in September 2021, setting the government’s cyber agenda for the next 5 years. Three outcomes underpin the strategy: the safe and reliable delivery of government services; a cyber safe place to work, live and learn; and creating a vibrant cyber economy.

Throughout 2021–22 Digital Victoria worked with public sector departments and agencies to grow the adoption of baseline security controls and improve protection of government services. To combat email authentication risks Digital Victoria is leading the public sector’s implementation of Domain-based Message Authentication, Reporting and Conformance across all departments, agencies and local councils.

Digital Victoria has further contributed to the cyber maturity of Victorian public bodies through the ongoing delivery of cyber security training, programs uplifting cloud security and increasing public sector visibility of Victoria’s mitigation strategy maturity.

Unlock improved service delivery by using data, analytics and artificial intelligence to better identify and understand Victoria’s needs

In 2021–22 the Victorian Centre for Data Insights (VCDI) led data-driven initiatives to improve policy design, service delivery and efficiency across the Victorian Government while ensuring data is used safely, securely, legally and ethically.

VCDI supported the government’s COVID-19 response and recovery activity by enabling rapid reporting and analysis on public health and economic impacts while also accelerating data sharing between Victoria and other Australian jurisdictions through new data sharing policy initiatives.

VCDI expanded its strategic partnerships program, engaging with government departments and agencies on more than 15 initiatives to uplift data analytics, management, governance and strategic and technical capabilities. The program also supported critical government priorities including in the response to the Royal Commission into Victoria’s Mental Health System, Regional Economic Development Strategies and Local Jobs First Policy.

Provide open government data to the public in a safe, secure, lawful and ethical way, empowering our public and private sectors to make better decisions and strengthening collaboration with our digital and technology industry

Through the government’s open data portal ( data.vic.gov.auExternal Link ), Digital Victoria has supported the public to search, discover and access Victorian Government data. Vicmap data, Victoria’s foundational spatial data, and data relating to school zones, water fluoridation and real-time train positions, is available from the portal. In 2021–22 the portal saw a record 721,612 sessions, up from 432,729 sessions in the previous year due to public demand for COVID-19 data.

Digital Victoria engaged in extensive VPS and public consultation, finalising its review of the DataVic Access Policy in September 2021. It is expected that an updated Open Data Policy will be released in 2022–23, refreshing the government’s commitment and practice of safely and ethically releasing government data for public reuse.

Digital Victoria also continued to work with citizens and industry to identify opportunities and to promote the government’s open data, including through its sponsorship of GovHack.

Prioritise open and efficient ICT spend and purchasing processes to reduce costs, improve procurement outcomes and support our local small and medium technology enterprises

Digital Victoria has led a number of ICT procurement and investment reform activities throughout 2021–22 to maximise value for the Victorian public sector.

The Victorian Government IT Dashboard ( https://itdashboard.digital.vic.gov.auExternal Link ) was updated quarterly to provide the Victorian public with transparency of government ICT projects with a total value of $1 million or more.

Six State Purchase Contracts with an annual spend of $440 million delivered estimated financial benefits exceeding $100 million. Digital Victoria also began work on developing Digital Marketplace — a centralised online platform for the government to procure ICT and infrastructure more effectively. The Digital Marketplace will simplify and enhance the procurement process for small, local and social businesses to do business with government. A proof of concept was delivered in June 2022. The minimal viable product is now under development.

Create common corporate and public digital platforms across all government departments to improve productivity and staff experience

Digital Victoria continued to modernise departmental processes through the operation and delivery of common platforms that are accessible across government including the Common Corporate Platforms Program, Single Digital Presence (SDP), Digital Public Notices and the whole of government Application Programming Interface (API) Capability Program.

During 2021–22 the Common Corporate Platform program, which focuses on the design and implementation of modern, cloud-based platforms and standardised processes for human capital management, finance and procurement functions, has:

  • established a portfolio governance board
  • developed an implementation roadmap
  • aligned human resources processes across government
  • developed the whole of government platform for human capital management and integrated the first modules — Recruitment, Onboarding, Employee Central and Employee Central Payroll — into the platform.

The SDP program has continued to make it easier for Victorians to find, access, understand and use Victorian Government information. In 2021–22 the program enhanced the platform’s security, safety and reliability, improved its governance and processes, and delivered training programs to uplift capability across government. More than 50 web presences were delivered using SDP in 2021–22, with representation from 7 departments and various other organisations and agencies. More than 500 VPS staff now use the platform’s content management system, and the SDP community of practice continues to evolve and grow with more than 600 registered members. The year also saw more than 300 participants undertake writing for the web sessions, with another 130 attending Google Analytics training — both programs helping to upskill the VPS to deliver improved online experiences.

Digital Victoria’s API Capability Program supported departments and agencies to securely connect their systems and applications to other systems and data sources and to find or update data in real time. During 2021–22 the API program implemented, supported and contributed to critical government priorities including:

  • the state’s COVID-19 emergency response
  • contact tracing API for tracking positive COVID-19 infection spikes
  • integrating systems between Family Safety Victoria, Victoria Police and Court Services Victoria to facilitate data sharing
  • integrating Court Services Victoria’s systems with the Department of Justice and Community Safety.

In addition, the program also built integrations with the Commonwealth Government’s document verification services, which helped determine eligibility for various individual and business grants.

Enhance customer experience with more digital services for Victorians

Service Victoria has continued to modernise, expand and personalise government services in 2021–22.

New services were added to Service Victoria’s website and app, including the Sick Pay Guarantee, Disability Worker Registration Screening, Victorian Travel Voucher Scheme, Seniors Travel vouchers and Get Active Kids vouchers.

More than a billion transactions took place between Victorians and the government, and the Service Victoria app was the most downloaded in the country after being installed on 6.6 million devices.

Service Victoria also played an important role in Victoria’s COVID-19 response, enabling rapid deployment of a range of digital services including supporting Victoria to be the first jurisdiction to help customers add their COVID-19 vaccination certificate to their contact tracing check-ins.

Industrial Relations

Drive cooperative and productive workplace relations in the Victorian public sector by developing and facilitating compliance with the Victorian Government’s industrial relations policy and overseeing the timely and efficient resolution of enterprise bargaining

In 2021–22 DPC’s Industrial Relations Victoria (IRV) provided leadership and support on public sector bargaining matters. This included assisting portfolio departments and agencies to finalise about 80 new public sector enterprise agreements during the transitional period in the lead up to the 1 January 2022 introduction of the new wages policy. IRV, with the Department of Treasury and Finance, led on developing the new wages policy and its implementation.

IRV worked with VPS employers and other stakeholders to develop and publish 35 common practice policies to support the consistent application of the current Victorian Public Service Enterprise Agreement.

Deliver and support policy and legislative reform that contributes to fair, productive and secure Victorian workplaces, including promoting gender pay equity

Following an in-depth review of the Child Employment Act 2003, IRV developed the Child Employment Amendment Bill 2022, which makes amendments to the Act to improve the child employment regulatory framework and strengthen protections for children in the workplace. The Bill received royal assent on 28 June 2022.

IRV has led development of submissions to significant legal proceedings in the past year, advocating for:

  • secure and fair employment in a range of settings
  • increases to the national minimum wage under the Fair Work Commission’s Annual Wage Review process
  • paid family and domestic violence leave
  • a historic minimum wage floor for piece rates in the Horticulture Award.

IRV has also contributed to other whole of government submissions to the Commonwealth and the Fair Work Commission on:

  • supporting fair treatment for Pacific workers through labour mobility initiatives and seasonal worker programs
  • supporting wage increases for aged-care workers in recognition of the increased complexity and responsibility of their work and historical gendered undervaluing.

IRV’s submission supporting a minimum wage floor for piece rates in the Horticulture Award was published in April 2022. The Fair Work Commission made a historic change to the minimum rates of pay in the modern award following this and other supporting submissions.

IRV provides the secretariat for the Equal Workplaces Advisory Council, which advises the Minister for Industrial Relations about initiatives to address the gap in women’s pay and workforce participation. The council helped develop a submission to the Inquiry into Economic Equity for Victorian Women led by the Department of Treasury and Finance.

IRV oversaw implementation of the:

  • Women in Construction Strategy 2019–22, which seeks to increase women’s participation in trade and semi-skilled roles because they consistently comprise only 2 to 3% of the workforce. The strategy sets out a 4-year work program with actions at 3 key points of intervention: attraction, recruitment and retention
  • Building Equality Policy, which aims to create training and employment opportunities for women on government-funded construction projects valued at $20 million or more.

IRV continued to provide industrial relations support and advice to the Public Sector Gender Equality Commissioner following the implementation of the Gender Equality Act 2020. It developed a model gender equality provision for public sector employers to include in their enterprise agreements, which enlivens the dispute resolution powers of the Commissioner for disputes involving systemic gender equality issues.

Promote access to secure, ongoing and meaningful employment for Victorian workers

IRV began work to implement several recommendations of the Report of the Inquiry into the Victorian On-Demand Workforce including:

  • developing Fair Conduct and Accountability Standards and consulting stakeholders about them
  • considering options for a support service to assist platform workers and businesses to understand entitlements and obligations
  • preparing a submission to Fair Work Commission proceedings considering an application to develop an On-Demand Delivery Services Award
  • advocating for improvements to national laws to better protect gig workers.

IRV worked with the Department of Jobs, Precincts and Regions to design and implement the Victorian Sick Pay Guarantee pilot scheme. The scheme, which began in March 2022, provides workers in specified industries who have no entitlement to paid sick leave with up to 5 days’ pay at the national minimum wage.

IRV worked with VPS employers to audit the use of casual and fixed-term employment in the VPS to better understand the drivers for using insecure forms of work and barriers to providing secure work.

IRV developed and maintained a range of supports for public sector workers affected by COVID-19 including:

  • paid special leave to care for children undertaking remote learning
  • paid time off to receive a COVID-19 vaccination.

Monitor significant public and private sector industrial relations matters and disputes and provide timely and strategic advice to government

IRV continued to work with industry stakeholders and to provide secretariat support to the Transport Industry Council and the Forestry Industry Council.

IRV undertook a review of the operation and effectiveness of the Victorian Government Tip Truck Owner Driver Policy, which provides for minimum rates of pay for tip truck owner-drivers working on government-funded construction projects. In accordance with the requirements of the Owner Drivers and Forestry Contractors Act 2005, IRV reviewed rates and costs schedules and published revised interim schedules in April 2022. These rates and costs schedules set minimum rates of pay for tip truck owner-drivers working on government construction projects.

IRV has continued to support the Victorian Government’s policy responses to COVID-19 directed towards supporting workers and businesses in the private sector, including compliance with restrictions and the implementation of vaccination mandates.

IRV worked with the Department of Justice and Community Safety to complete a review of Victoria’s private security industry and continued to work with the Department of Jobs, Precincts and Regions to develop the Victorian Fair Jobs Code.

Support industrial relations portfolio agencies and authorities to deliver their legislative obligations, including in relation to wage theft, long service leave, labour hire, child employment and owner-drivers

IRV continued to support the industrial relations portfolio entities: Wage Inspectorate Victoria, the Portable Long Service Authority and the Labour Hire Licensing Authority.

IRV led development of the Child Employment Amendment Act 2022 , working closely with Wage Inspectorate Victoria, and will continue to work with them throughout the implementation process.

IRV works with the Portable Long Service Authority with respect to its responsibilities and functions under the Long Service Benefits Portability Act 2018. The Act established a portable long service scheme for workers in the community services, contract cleaning and security sectors. To date, more than 2,800 employers and 230,000 workers have registered for the scheme.

IRV also works with the Labour Hire Licensing Authority, the independent statutory body set up to administer the Labour Hire Licensing Act 2018. The Act establishes a labour hire licensing scheme to address exploitation in the labour hire industry. There are currently 5,291 labour hire licences in force in Victoria, including 1,044 licences granted in the period 1 July 2021 to 30 June 2022.

Influence Victorian workplaces to achieve enduring compliance with Victorian law covering wage theft, child employment, long service leave and contractors in transport and forestry

On 1 July 2021 Wage Inspectorate Victoria was set up as an independent statutory authority under the Wage Theft Act 2020, which introduced criminal wage theft offences. The new authority also assumed responsibility for administering existing child employment, long service leave and owner-driver and forestry contractor legislation. These functions were previously performed by Wage Inspectorate Victoria as a business unit of DPC.

In its first year of operations as a statutory authority, the Wage Inspectorate:

  • protected the safety and welfare of children working in Victoria by administering child employment laws including assessing and issuing 7,758 child employment permits and undertaking 329 proactive compliance checks and investigations
  • received 295 reports of alleged breaches of long service leave laws, initiated 124 long service leave investigations and finalised 95, recovering $309,367 in outstanding long service leave entitlements
  • answered 13,791 calls about wage theft, long service leave, child employment and owner-driver laws through its helpline and responded to 1,825 written enquiries
  • filed 4 new prosecutions alleging breaches of theLong Service Leave Act 2018 and the Child Employment Act and was successful in securing guilty verdicts and penalties against 3 employers, including in cases carried over from the previous financial year (3 of the 4 matters filed in the 2021–22 financial year were still before court as of 30 June 2022)
  • began intelligence-led, criminal wage theft investigations using the powers granted under the Wage Theft Act, including exercising warrants, issuing compulsory notices, entering premises and seizing evidence
  • undertook regulatory responsibilities under the Owner Drivers and Forestry Contractors Act, including through proactive auditing activities focused on hirers of owner-drivers and checking compliance with the law for 259 individual drivers
  • reached approximately 80% of the Victorian population with awareness-raising messages about the Wage Inspectorate’s role — in addition to receiving more than 286,000 visits to the educational resources on its website
  • engaged with business and unions, meeting with more than 50 stakeholders to raise awareness of the wage theft legislation and the Wage Inspectorate’s role
  • began implementing a 3-year education strategy focused on productive and prosperous Victorian workplaces to raise awareness of workplace rights and obligations in Victoria and increase compliance with the law
  • engaged with the mainstream media to educate the community about Wage Inspectorate legislation, issuing 11 media releases and achieving coverage in more than 500 media titles across Melbourne and regional Victoria.

Office of the Victorian Government Architect

Provide advice, advocacy and collaboration on good design through the Office of the Victorian Government Architect

In 2021–22 the Office of the Victorian Government Architect (OVGA) continued its work ensuring that government investment in public projects delivers value for the community. OVGA is embedded in many initiatives and projects across portfolios. Highlights include:

  • Publications — launch of publications including Good Design and Local Government, Good Design and Design Review and a revised version of Government as Smart Client.
  • Design-led Planning Reform — advancing the Future Homes Project, in partnership with the Department of Environment, Land, Water and Planning, to refine and validate replicable Future Homes competition winning designs. This work will inform potential planning reforms including a streamlined planning process for developments that use the exemplar designs produced from the Future Homes competition.
  • Social housing — supporting Homes Victoria to achieve liveable, accessible, site-responsive and sustainable social housing through Victoria’s Big Housing Build program. OVGA has also worked closely on adapting and constructing one of the competition-winning designs as a demonstration project on public land for Homes Victoria.
  • Health infrastructure — working with the Victorian Health Building Authority to deliver its significant pipeline of projects including the New Footscray Hospital and the Frankston Hospital Redevelopment.
  • Education — undertaking post-occupancy evaluations of recently completed school projects and capturing lessons to inform future projects for the Victorian School Building Authority.
  • Creative industries — worked closely with Creative Victoria and Development Victoria on the NGV Contemporary Design Competition assessment process. The Victorian Government Architect was also a member of the jury. OVGA has also been working with Creative Victoria on its Creative Spaces Design Guide.
  • Transport infrastructure — collaborating with the Major Transport Infrastructure Authority on Victoria’s Big Build program including the Level Crossing Removal Project, North East Link and Metro Tunnel. OVGA also worked with the Suburban Rail Loop Authority on its Urban Design Strategy. OVGA is a member of a dedicated Urban Design Advisory Panel providing strategic advice on the project.
  • Design Review — OVGA’s core advisory role is supplemented by OVGA’s Victorian Design Review Panel through structured design review of public and private sector projects. In 2021–22 special areas of focus for the panel included regional projects, social housing projects, development in sensitive heritage places and development for which the Minister of Planning is the responsible authority. Building on OVGA’s advocacy work on Good Design and Review, the design review team also provided strategic advice to metropolitan and regional councils on establishing local design review panels.

Progress towards achieving the objective

The output performance measures that provide information on DPC’s progress in achieving the ‘Strong policy outcomes’ strategic objective are outlined below.

Objective indicator: DPC’s policy advice and its support for Cabinet, committee members and the Executive Council are valued and inform decision making

Performance measure

2018–19

2019–20

2020–21

2021–22

Number of briefs supporting Cabinet and Cabinet committee decision making

699

1,136

1,806

1,430

Policy services satisfaction rating

92%

86%

84%

80%

Policy services timeliness rating

97%

97%

97%

79%

Objective indicator: The development and effective use of technology supports productivity and competitiveness

Performance measure

2018–19

2019–20

2020–21

2021–22

Victorian Government entities using the Standard User Experience Framework

24

30

74

112

Average monthly analysis reports generated to guide government decision making

75

65

102

117

Average number of monthly visits to www.vic.gov.auExternal Link

356,362

1,067,943

1,043,658

1,048,168

Further details on DPC’s 2021–22 performance against its output performance measures are covered on pages 47–61.


First Peoples in Victoria are strong and self-determining — key initiatives

This objective focuses on improving outcomes and services for First Peoples through prioritising actions to enable self-determination, including advancing treaty, protecting and promoting cultural rights and conducting a truth telling process. It addresses trauma and supports healing; addresses racism established through colonisation; and provides culturally safe systems and services. It also transfers power and resources to communities.

DPC’s outcomes on the following key initiatives helped us achieve the ‘First Peoples in Victoria are strong and self-determining’ strategic objective.

Advance Aboriginal self-determination in line with the commitments made in the Victorian Aboriginal Affairs Framework 2018–2023 and the Victorian Closing the Gap Implementation Plan 2021–2023

Throughout 2021–22 DPC has continued to progress whole of government self-determination reform in line with the VAAF and the Victorian Closing the Gap Implementation Plan 2021–2023.

DPC undertook extensive engagement with departments and the Aboriginal sector to develop the Victorian Government Aboriginal Affairs Report 2021, an important accountability mechanism that measures whole of government progress to improve outcomes for and with First Peoples. The delivery and tabling of the 2021 Aboriginal Affairs Report was postponed, relieving pressure on departments due to the impacts of the COVID-19 pandemic and is expected to be tabled in parliament in September 2022. It incorporates reporting against the VAAF, the Self-Determination Reform Framework and, for the first time, the Closing the Gap Implementation Plan. DPC has also established a VAAF Data Dashboard, which will be updated following the tabling of the Aboriginal Affairs Report to promote community access to local data.

DPC also supported the establishment of the new Closing the Gap Partnership Forum in early 2022. The Partnership Forum consists of 13 representative Aboriginal community-controlled organisations elected to represent their sector, nominated delegates from Aboriginal Governance Forums and senior departmental executives.

Progress the Victorian Government’s negotiation of the treaty process with the First Peoples’ Assembly of Victoria, in line with the Advancing the Treaty Process with Aboriginal Victorians Act 2018

In 2021–22 DPC continued to lead negotiations with the First Peoples’ Assembly of Victoria and drive whole of government reform to progress the government’s commitment to treaty including:

  • executing the historic Treaty Authority Agreement and introducing the Treaty Authority Bill to parliament in early June 2022. The Treaty Authority will act as the ‘independent umpire’ for the treaty process and is innovative and unique to Victoria’s treaty process. Its design has been led by the Assembly, who have consulted across community to determine the most appropriate model to support a fair and effective treaty negotiation process
  • negotiating features of a Treaty Negotiation Framework and a Self-Determination Fund with the Assembly, which are required before Victoria can move to the next phase of the treaty process and begin negotiations on a treaty or treaties between the government and Aboriginal negotiating parties
  • leading work across the Victorian Government to inform the State’s position in negotiating treaty elements and support institutional change required as part of the treaty process, including through coordinating a Treaty Interdepartmental Committee. The committee is an interdepartmental working-level network of Treaty Coordinators, delivering 25 presentations on treaty and rolling out Treaty Microcertifications from the University of Melbourne across the VPS
  • preparing the Treaty Annual Report as required under the Advancing the Treaty Process with Aboriginal Victorians Act. The report outlines the work of the State in advancing the treaty process, ensuring the government is transparent in its work to advance treaty in Victoria.

Lead the whole of Victorian Government response to the historic Yoorrook Justice Commission, the first ever truth-telling inquiry into the historical and ongoing systemic injustices committed against Aboriginal Victorians since colonisation

Since May 2021 the Yoorrook Justice Commission has been investigating historical and ongoing injustices perpetrated against First Peoples since colonisation by State and non-State entities, across all areas of social, political and economic life. Yoorrook is the Wemba Wemba / Wamba Wamba word for ‘truth’.

In 2021–22 DPC played a central role in coordinating the whole of government response to and engagement with the Yoorrook Justice Commission. DPC progressed key activities to fulfil its role in meeting the State’s commitment to genuine, transparent and proactive engagement with the commission including:

  • establishing and coordinating an interdepartmental committee, a whole of government working group and the DPC Yoorrook Justice Commission Response Network to provide governance oversight
  • developing and implementing a suite of processes, policies and guidance to support the State and DPC’s response to the commission
  • coordinating the State’s and DPC’s response to Notices to Produce issued by the commission under the Inquiries Act 2014 and supporting the Minister for Treaty and First Peoples in her appearance before the commission
  • coordinating the tabling of the commission’s Interim Report in parliament.

Drive and support strong cultural heritage management and protection including supporting Traditional Owners and the Victorian Aboriginal Heritage Council and acquitting DPC’s statutory functions

DPC has ongoing responsibilities working with First Peoples to protect and manage Victoria’s Aboriginal cultural heritage.

DPC performs statutory functions under the Aboriginal Heritage Act 2006, recognising the leading role of strong and engaged Traditional Owners in Victoria’s progressive Aboriginal cultural heritage protection system. The important work of Registered Aboriginal Parties (RAPs) is central to Victoria’s system. Unlike other jurisdictions, Traditional Owners via RAPs are given direct and substantial statutory decision-making functions, which are supported by DPC through operational funding and policy, cultural heritage management, enforcement and ICT support.

In 2021–22 DPC has supported cultural heritage management and protection by:

  • providing the necessary assistance to ensure RAPs were properly supported in their independent statutory role in the approval of 479 cultural heritage management plans last financial year
  • directly evaluating 136 cultural heritage management plans in areas for which there is no RAP
  • adding 822 Aboriginal places to the Victorian Aboriginal Heritage Register
  • providing expert advice to government relating to Aboriginal cultural heritage protection matters both within Victoria and nationally
  • supporting processes to consider ongoing protection for significant Aboriginal cultural landscapes such as Ghow Swamp — an area of considerable traditional cultural significance as well as global archaeological significance
  • providing secretariat support to the Victorian Aboriginal Heritage Council, comprised of up to 11 Traditional Owners, including resourcing the council with specialist staff to oversee the protection and repatriation of Aboriginal ancestral remains
  • enforcing compliance with the Act through a dedicated Compliance and Enforcement Unit (see also Section 4 — Appendix 6).

Deliver the Aboriginal Community Infrastructure Program to enable Aboriginal organisations to meet their infrastructure needs and serve their communities

From 2017–18 to 2021–22 the Aboriginal Community Infrastructure Program has funded 73 Aboriginal community infrastructure projects to the value of $28.819 million to build or repair, refurbish or expand existing infrastructure. Further projects will be announced following the program’s sixth funding round.

In 2021–22 DPC, in partnership with the Department of Jobs, Precincts and Regions, delivered 2 funding rounds. The fifth funding round closed on 6 September 2021 and attracted 32 applications, with 13 projects funding a total of $7.9 million new infrastructure projects. The sixth funding round closed on 9 May 2022 and was announced in August 2022, with 21 Aboriginal organisations sharing $11 million to build or upgrade community infrastructure.

Support the recognition of Traditional Owner groups by driving nation-building initiatives, particularly to support non-formally recognised Traditional Owner groups

DPC has continued to support the Nation-Building Package in partnership with First Nations Legal & Research Services and the Federation of Victorian Traditional Owner Corporations. The package supports both formally and non-formally recognised Traditional Owner groups across Victoria so they can prepare for and participate in the treaty process and deliver on statutory and cultural responsibilities.

The 2021–22 State Budget invested $11.12 million over 2 years in the package, building on $13.58 million allocated in the 2019–20 State Budget. It has a strong focus on supporting Traditional Owner groups without formal recognition in the Mid North West, Central North, North East and Far East Gippsland regions of Victoria.

In 2021–22 support provided under the package included:

  • $120,000 in grants, with a further $55,000 in direct support to Traditional Owners without formal recognition
  • n five facilitation and Indigenous governance workshops, and 50 online and in-person information and planning workshops held with applicants
  • $1.207 million for First Nations Legal & Research Services to employ staff to work directly with Traditional Owners seeking formal recognition, independent of government
  • more than $1.2 million in grant funding to extend Traditional Owner Engagement Officers in RAPs until June 2023, to support the nation-building and treaty readiness aspirations of RAPs
  • $1.654 million to the federation for core funding, the Resource Pool, and administration of the Resource Pool. The Resource Pool provides funding for each formally recognised Traditional Owner group for nation-building and treaty readiness activities and cultural heritage-related projects.

Progress and fulfil the statutory responsibilities of the Victorian Aboriginal Heritage Council

DPC has continued to provide secretariat and operational support to the Victorian Aboriginal Heritage Council, which has statutory responsibilities under the Aboriginal Heritage Act including to make decisions on RAP applications and oversee RAP operations. The council is also responsible for protecting and returning Ancestors to Country, for repatriating Secret and Sacred Objects to their Traditional Owners and helping to promote awareness and understanding of Aboriginal culture.

In 2021–22 DPC supported the council to:

  • run the Taking Control of Our Heritage Conference in October 2021 — this conference provided an integral forum for Traditional Owners, cultural heritage practitioners and academics to discuss cultural heritage protections, both nationally and locally, with a focus on ensuring Traditional Owners remain central to these processes
  • make a determination about RAP status for the Melbourne CBD, along with Country and waters to the east and west, which are now formally cared for and protected by Traditional Owners.

Progress towards achieving the objective

The output performance measures that provide information on DPC’s progress in achieving the ‘First Peoples in Victoria are strong and self-determining’ strategic objective are outlined below.

Objective indicator: First Peoples in Victoria have increased control over decisions that impact their lives

Performance measure

2018–19

2019–20

2020–21

2021–22

Capacity-building activities provided for Traditional Owners to support the management and protection of Aboriginal cultural and intangible heritage

17

16

10

16

Participation of Aboriginal people in Local Aboriginal Networks

2,507

2,705

2,737

2,907

Further details on DPC’s 2021–22 performance against its output performance measures are covered on pages 47–61.


Professional public administration — key initiatives

This objective fosters and promotes a high-performing public service. It ensures effective whole of government performance and outcomes. It protects the values of good public governance in support of public trust.

DPC’s outcomes on the following key initiatives have helped us achieve the ‘Professional public administration’ strategic objective.

Advice and support to the Governor

Support the Governor to carry out the role for the benefit of Victoria

In addition to constitutional and ceremonial duties, the Governor, the Hon Linda Dessau AC, took part in a wide range of community and international engagement events in 2021–22. The Governor and her spouse, Mr Anthony Howard AM QC, hosted a variety of events at Government House, with a particular focus on supporting the State’s pandemic recovery. Events included the Australia Day Flag Raising Ceremony, a celebration of Victorian farmers, a reception for the F1 Grand Prix and the inaugural Governor of Victoria Startup Awards. When COVID-19 restrictions were in place, the Governor conducted her program through a range of online events across the state.

In 2021–22 the Governor continued international engagement on behalf of the state at the request of the government, both locally and overseas. This included visiting the World Expo in Dubai and leading the delegation to Birmingham for Victoria’s successful 2026 Commonwealth Games bid.

Chief Parliamentary Counsel Services

In 2021–22 the Office of the Chief Parliamentary Counsel (OCPC) drafted a variety of legislation to implement major government policy initiatives and reforms across a wide range of law.

OCPC drafted 74 Bills in the reporting period, of which 56 became Acts during that period. Bills of note include the major rewriting of a new Mental Health and Wellbeing Bill 2022, the Summary Offences Amendment (Nazi Symbol Prohibition) Act 2002, the Treaty Authority and Other Treaty Elements Bill 2022 and the Sex Work Decriminalisation Act 2002.

In 2021–22, 152 statutory rules were made.

Throughout 2021–22 OCPC continued providing drafting services to parliament to facilitate the passage of Victorian legislation, the preparation of House amendments and the introduction of Private Members’ Bills.

The demand from opposition and independent Members of Parliament for drafting services for House Amendments and Private Members’ Bills continues to require resources.

Develop and implement a new work management system to deliver efficiencies and enhanced services to stakeholders and the public

OCPC received funding in 2021–22 over 2 years to develop and implement a new replacement work management and legislative database system. Assisted by an external consultant, the office undertook a comprehensive review of its business operations, which included scoping and developing detailed requirements for the replacement system.

The new system will deliver efficiencies and enhanced services to government, parliament, industry and the public and will completely replace the office’s current systems for managing legal projects. OCPC has worked closely with Digital Victoria to refine the requirements package, explore delivery platform options and identify potential solutions. The office is on track to start the tender process in early 2022–23, with the expectation that the new system will be delivered in 2024–25.

Management of Victoria’s public records

Improve government recordkeeping through standards, guidance and compliance monitoring

In 2021–22 the Public Record Office Victoria (PROV) concluded the review and redevelopment of the mandatory recordkeeping standards and specifications issued by the Keeper of Public Records for government. These contain principles and requirements for records created and held by public offices in all formats and in all systems and storage environments. PROV also released an Approvals Processes Policy and a Value and Risk Policy. These products were developed in consultation with public offices and will be periodically reviewed to maintain their currency.

As a member of the Council of Australasian Archives and Records Authorities, PROV led development of ‘Functional Requirements for Managing Records in Microsoft 365 (M365)’. PROV has provided advice and assistance to public offices across government as they transition to M365 and associated systems.

The organisational self-assessment tools and recordkeeping e-learning module offered by PROV continue to be well used. PROV is developing a new e-learning module on digital recordkeeping that will be released in 2022–23. Two successful online Records Management Network forums were held in 2021–22, with almost 200 attendees at each.

Increase the usage of the state’s archives through digitisation, provision of innovative online access and promotion of the collection

Digitisation activities during 2021–22 saw the introduction of a new online system to streamline the ordering process for the public. PROV staff also responded to requests for digitised records from government agencies and the wider community during periods of COVID-19 lockdowns. Significant improvements to the PROV website were also introduced, enabling users to download an increased number of high-quality images of digitised records including a major collection from the Department of Education and Training.

A successful public consultation on community expectations about the online availability of digitised records was undertaken through the Engage Victoria platform. The 568 submissions informed an updated policy position. PROV partnered with the Australian Centre for the Moving Image to fully appraise its audio-visual collection and subsequently began a program of digitising at-risk audio-visual material, which will be made available online over time.

PROV continued to support the Old Treasury Building’s exhibition program by loaning key items from the State collection for public display. A project to publish the fully digitised public record collection of Beechworth’s Burke Museum on the PROV website began and will be completed in early 2022–23.

In addition to the online public programs series delivered throughout 2021 and 2022, PROV now has an ongoing podcast channel called ‘Look History in the Eye’ available on Apple Podcasts and Spotify. This channel offers a platform for storytellers and historical researchers to share their discoveries and to tell under-represented histories uncovered from public records.

Build the collection by identifying records of state significance and ensuring they are securely cared for

During 2021–22 PROV appraised records across a diverse range of government functions resulting in new Retention and Disposal Authorities for the Office of the Chief Parliamentary Counsel, Service Victoria, Energy Safety, the Legal Aid Commission, Small Owner Operators (exempt sex workers) and the Electricity Generation function. Highlights included appraising records associated with the oversight of voluntary assisted dying and records generated by the unique functions administered by Service Victoria.

PROV’s new digital archive was deployed in late 2021, enabling the preservation of more complex digital records and providing faster ingest capacity. The permanent digital records of the Royal Commission into the Management of Police Informants and the Royal Commission into Victoria’s Mental Health System were transferred from DPC to PROV in line with the Inquiries Act. All departments can now transfer digital Cabinet in Confidence records and participate in the annual Cabinet in Confidence records transfer program.

PROV also completed several large-scale physical records transfer projects, including one commissioned by Ports Victoria to document and transfer the historic maps, plans and hydrographic records of the former Melbourne and Geelong Harbor Trusts stored at the Queenscliffe Maritime Museum. The records, dating from the mid-19th century to the year 2000, document Victoria’s bays, tides and coastal infrastructure. Plans of subdivision from Land Use Victoria and historic records of the former Queen Victoria Memorial Hospital and Royal Melbourne Hospital were also transferred to PROV.

Enhance public sector integrity and governance capability, including through shadowing the Victorian Public Sector Commission, to ensure that the public sector operates in accordance with the highest expectations of trust

Governance branch unifies DPC’s efforts to promote good governance and public administration, high-quality decision and policymaking, government integrity and accountability, and trust in public institutions.

Key priorities and deliverables for the branch include:

  • advising departments and public sector boards on the Appointment and Remuneration Guidelines and monitoring and reporting on compliance
  • advising on best practice entity creation by updating and providing fact sheets, templates and guidance promoting best practice to stakeholders
  • providing advice to support effective public administration and good governance (e.g. by supporting the administration of the Public Administration Act 2004)
  • supporting public sector employers to apply the government’s employment policies consistent with the Public Administration Actand the Public Entities Executive Remuneration Policy.

Governance branch also manages DPC’s relationship with the Victorian Public Sector Commission (VPSC) and provides advice to the Minister for Government Services on the VPSC’s performance against its annual plan. DPC works closely with the VPSC to support a trusted public sector that delivers exceptional outcomes for the Victorian community.

Provide guidance and advice on the caretaker conventions to support the operation of government during the caretaker period

DPC is responsible for providing guidance and advice to the VPS on the operation of the conventions that apply during the caretaker period prior to a State Election. In April 2022 the Secretary for DPC issued the Guidelines on the Caretaker Conventions 2022 to guide the public sector in handling ongoing government business and administration before and during the 2022 State Election caretaker period. In the lead up to the November 2022 election, DPC will support agencies across the public sector by providing training and presentations on the caretaker conventions.

Support the Victorian Independent Remuneration Tribunal to promote transparency and accountability in remuneration arrangements for Members of Parliament, public sector executives and local government elected officials

DPC provides secretariat support to the Victorian Independent Remuneration Tribunal to make determinations and provide advice about remuneration for Members of Parliament, public sector executives and local government elected officials.

During 2021–22 the secretariat supported the tribunal to:

  • make the first comprehensive Determination setting the values of allowances for mayors, deputy mayors and councillors
  • make an annual adjustment Determination to the values of salaries and allowances for Members of Parliament
  • make annual adjustment Determinations to the values of remuneration bands for executives employed in the VPS and in prescribed public entities
  • provide advice to the Minister for Government Services about base remuneration arrangements for specialist investment executive roles in the Victorian Funds Management Corporation and the Treasury Corporation of Victoria.

The secretariat also supports the compliance officer function that is attached to the tribunal to independently hear and determine appeals from Members of Parliament in relation to claims for work-related parliamentary allowances and the separation payment. The compliance officer heard 2 appeals in 2021–22.


Performance against output performance measures

The section provides information about DPC’s performance against our output performance measures. It provides comparison with our output targets that were published in the Departmental Performance Statement section of the 2021–22 Victorian Budget Paper No. 3 — Service Delivery.

Commentary is provided where there are variances of more than 5% between targets and actual results for performance measures.

Government-wide leadership, reform and implementation

This output provides advice and support to the Premier and Cabinet on all aspects of government policy. This involves advice on issues as they arise, policy coordination, research and analysis, consultation with stakeholders and leadership in long‑term policy development.

Performance measure

Unit

2021–22 target

2021–22 actual

Variance

Result

Quantity

Whole of government emergency management forums, meetings and exercises facilitated

number

20

135

575%

The 2021–22 actual is higher than the 2021–22 target due to a higher number of meetings than anticipated being held to support the government’s response to COVID-19.

Whole of government forums, meetings and advisory groups chaired

number

85

71

−16%

The 2021–22 actual is lower than the 2021–22 target due to some whole of government coordination meetings required to manage and respond to COVID-19 being administered through updated and more fit for purpose governance structures.

Number of projects and advisory support provided to departments facilitated by the Behavioural Insights Unit

number

60

75

25%

The 2021–22 actual is higher than the 2021–22 target due to an increase in the provision of rapid advice that supported departments in their responses to COVID-19.

New investment resulting from government facilitation services and assistance under the Victorian Jobs and Investment Fund

$ million

120

852

610%

The 2021–22 actual is higher than the 2021–22 target due to a strong investment pipeline through 2020–21 and 2021–22.

Jobs resulting from government facilitation services and assistance under the Victorian Jobs and Investment Fund

number

2,000

3,860

93%

The 2021–22 actual is higher than the 2021–22 target due to a strong investment pipeline through 2020–21 and 2021–22.

Number of data sharing arrangements enabled by the Victorian Centre for Data Insights (VCDI)

number

15

26

73%

The 2021–22 actual is higher than the 2021–22 target due to increased demand for data sharing to support data-driven decision making in response to COVID-19.

Companies and consortia supported by the Breakthrough Victoria Fund

number

5

5

0%

Quality

Relevant communication activity compliant with government advertising and communication guidelines

%

100

100

0%

VCDI satisfaction rating

%

70

96

37%

The 2021–22 actual is higher than the 2021–22 target due to the increased scale and effectiveness of VCDI’s Strategic Partnerships Program and the consistent delivery of positive outcomes.

Satisfaction with services provided by the Behavioural Insights Unit to government agencies

%

70

91

30%

The 2021–22 actual is higher than the 2021–22 target due to higher than anticipated levels of satisfaction with Behavioural Insights Unit services.

Timeliness

VCDI: proportion of data published on agreed cadence

%

80

97

21%

The 2021–22 actual exceeded the 2021–22 target due to the streamlining and automating of data refresh processes, which improved timeliness.

Cost

Total output cost

$ million

80.2

75.6

−6%

The 2021–22 actual is lower than the 2021–22 target primarily due to a rephase of funding from 2021–22 to subsequent years for the Securing Victoria’s International Interests initiative and the Premier's Jobs and Investment Fund; and the transfer of the Jobs and Skills Exchange funding to the Public administration advice and support output following machinery of government changes.

Results legend

Performance target achieved or exceeded in a desirable way

Performance target not achieved — exceeds 5% or $50 million (cost measures only) variance

Strategic advice and government support

This output provides strategic policy analysis and advice to the Premier, leads policy development on key priority issues and supports informed government decision making.

Performance measure

Unit

2021–22 target

2021–22 actual

Variance

Result

Quantity

Number of briefs supporting Cabinet and Cabinet committee decision making

number

1,200

1,430

19%

The 2021–22 actual is higher than the 2021–22 target due to a higher number of Cabinet and Committee items requiring briefings.

Establishment or renewal of ICT whole of government State Purchase Contracts

number

6

6

0%

Quality

Policy services satisfaction rating

%

90

80

−11%

The 2021–22 actual is lower than the 2021–22 target due to lower than expected results across a range of satisfaction indicators including consultation with stakeholders.

Timeliness

Policy services timeliness rating

%

95

79

−17%

The 2021–22 actual is lower than the 2021–22 target due to changes in measuring timeliness following the transition to a new briefing and correspondence system.

Timely delivery of state events and functions

%

100

100

0%

Cost

Total output cost

$ million

123.2

151.9

23%

The 2021–22 actual is higher than the 2021–22 target due to higher operating costs and new funding decisions made during the year.

Results legend

✓ Performance target achieved or exceeded in a desirable way

■ Performance target not achieved — exceeds 5% or $50 million (cost measures only) variance

Digital government and communications

This output encourages innovative use of ICT to improve service delivery and business processes and provides information and services to Victorian citizens and businesses through digital and other delivery channels.

Performance measure

Unit

2021–22 target

2021–22 actual

Variance

Result

Quantity

Average number of monthly visits to www.vic.gov.auExternal Link

number

356,000

1,048,168

194%

The 2021–22 actual is higher than the 2021–22 target due to the community’s increased need for COVID-19 information, resulting in a significant and steep increase in traffic on the website.

Existing Victorian Government department or entity websites transitioned, or new websites built, on the Single Digital Presence Platform

number

49

50

2.0%

Average number of monthly visits to www.together.gov.auExternal Link

number

40,000

39,524

−1.2%

Average number of monthly visits to DataVic

number

22,000

60,134

173%

The 2021–22 actual is higher than the 2021–22 target due to users seeking COVID-19–related open data over the first six months of the year.

Number of VPS active users in the Data Directory

number

250

210

−16%

The 2021–22 actual is lower than the 2021–22 target due to a reallocation of resources to meet increased demand for data to support responses to COVID-19.

Government entities reporting cyber maturity

number

75

178

137%

The 2021–22 actual is higher than the 2021–22 target due to increased interest in cyber maturity across the public sector following the early stages of the voluntary project.

Government board members trained in cyber security

number

60

60

0%

Digital Victoria: milestones delivered in accordance with agreed budget and timeline

%

75

72

−4.0%

Victorian Government entities using the Standard User Experience Framework

number

25

112

348%

The 2021–22 actual is higher than the 2021–22 target due to increased uptake of the Standard User Experience Framework following the delivery of supporting materials and technical assistance by Digital Victoria.

Average monthly analysis reports generated to guide government decision making

number

65

117

80%

The 2021–22 actual is higher than the 2021–22 target due to increased demand for insights into community needs during COVID-19.

Quality

Overall satisfaction of customers transacting on Service Victoria’s digital customer platform

%

95

96

1.1%

Cost

Total output cost

$ million

91.2

141.0

55%

The 2021–22 actual is higher than the 2021–22 target due to new funding decisions made during the year.

Results legend

✓ Performance target achieved or exceeded in a desirable way

⚬ Performance target not achieved — within 5% or $50 million (cost measures only) variance

■ Performance target not achieved — exceeds 5% or $50 million (cost measures only) variance

Office of the Victorian Government Architect

This output provides strategic leadership and advice to government and key stakeholders on architecture and the built environment.

Performance measure

Unit

2021–22 target

2021–22 actual

Variance

Result

Quantity

Strategic advice on significant public and private sector projects from project inception and procurement to design and delivery

number

80

83

3.8%

Quality

Stakeholder satisfaction with the quality of advice on significant public and private sector projects

%

80

80

0%

Timeliness

Average number of business days to issue formal advice

days

10

7.7

−23%

The 2021–22 actual is lower than the 2021–22 target due to compressed timeframes associated with time-sensitive, state-significant public sector projects and programs of work.

Cost

Total output cost

$ million

1.2

1.4

17%

The 2021–22 actual is higher than the 2021–22 target due to higher operating costs.

Results legend

✓ Performance target achieved or exceeded in a desirable way

■ Performance target not achieved — exceeds 5% or $50 million (cost measures only) variance

Industrial relations

This output contributes to providing fair jobs and a positive industrial relations environment through sound industrial relations policy and advice to government. This includes oversight of enterprise bargaining across the Victorian public sector and support for Victoria’s participation in the national workplace relations system.

Performance measure

Unit

2021–22 target

2021–22 actual

Variance

Result

Quantity

Employers informed on OH&S obligations under both state and Commonwealth legislation and regulations

number

> 3,500

12,633

261%

The 2021–22 actual is higher than the 2021–22 target as programs which transitioned from in-person to online delivery continued. Increasing the digital content also resulted in an increase in employer reach.

Workers informed on OH&S obligations under both state and Commonwealth legislation and regulations

number

> 40,000

47,500

19%

The 2021–22 actual is higher than the 2021–22 target because programs that transitioned from in-person to online delivery continued. Increasing the digital content also resulted in an increase in employee reach.

Child employment investigations completed

number

170

171

0.6%

Quality

Public sector agreements renewed and approved within the current enterprise bargaining framework

%

100

100

0%

Victoria represented in major industrial relations cases and inquiries

%

100

100

0%

Timeliness

Review and assessment of submitted public sector enterprise bargaining costings and proposed agreements completed and submitted for approval within four weeks

%

90

100

11%

The 2021–22 actual is higher than the 2021–22 target due to improved internal approval processes.

Long service leave investigations completed within 90 days of lodgement

%

15

100

487%

The 2021–22 actual is higher than the 2021–22 target due to improved internal approval processes and supports.

Cost

Total output cost

$ million

27.3

24.6

−10%

The 2021–22 actual is lower than the 2021–22 target primarily due to a rephase of funding from 2021–22 for the Better support for ‘on demand’ workers in Victoria initiatives, New Laws to Criminalise Wage Theft, and Compliance and enforcement of wage theft laws initiatives. This has been partially offset by new funding decisions made during the year.

Results legend

✓ Performance target achieved or exceeded in a desirable way

Aboriginal policy, strengthening Aboriginal cultural heritage and communities

This output supports the Victorian Government’s commitment to self‑determination for Aboriginal Victorians and to improving long‑term social and economic outcomes for Aboriginal Victorians. This includes protecting and managing Aboriginal cultural heritage; strengthening Aboriginal community organisations; progressing treaty; broad community engagement; and work to reform government to enable self‑determination.

Performance measure

Unit

2021–22 target

2021–22 actual

Variance

Result

Quantity

Capacity-building activities provided for Traditional Owners to support the management and protection of Aboriginal cultural and intangible heritage

number

16

16

0

Average weekly hours of case management provided to members of the Stolen Generations

number

80

130

63%

The 2021–22 actual is higher than the 2021–22 target due to an increased number of enquiries from members of the Stolen Generations.

Delivery of a public report on government outcomes for Aboriginal Victorians to be tabled in parliament

number

1

0

−100%

The 2021–22 actual is lower than the 2021–22 target due to COVID-19 impacts on Aboriginal organisations and departments. The report is expected to be tabled in parliament in September 2022.

Number of family history investigations conducted by the Victorian Koorie Family History Service on behalf of members of the Stolen Generations

number

240

418

74%

The 2021–22 actual is higher than the 2021–22 target due to a significant increase in applications from Aboriginal and non-Aboriginal community members, as well as the launch of the Victorian Government's Stolen Generations Reparations Package.

Victorian Aboriginal Heritage Council meetings conducted within legislative timeframes

number

6

7

17%

The 2021–22 actual is higher than the 2021–22 target due to the need to make time-sensitive determinations on legislative and regulatory matters.

Number of Assembly and/or State Assembly meetings held

number

40

72

80%

The 2021–22 actual is higher than the 2021–22 target due to meetings being conducted more regularly between the State and the First Peoples’ Assembly of Victoria to support negotiations on the remaining treaty elements required during this phase of treaty.

Participation of Aboriginal people in Local Aboriginal Networks

number

2,800

2,907

3.8%

Removal of first mortgages on titles of property owned by Aboriginal Community Controlled Organisations

number

4

3

−25%

The 2021–22 actual is lower than the 2021–22 target due to the need for additional information from applicants before considering removing first mortgages on some properties.

Quality

Funding payments for Aboriginal community initiatives made in accordance with milestones

%

100

100

0

Funding payments for Aboriginal cultural heritage protection initiatives, sector support and nation building made in accordance with milestones

%

100

96

−4%

Timeliness

Assessments completed by Aboriginal Victoria within the legislative timeframe: cultural heritage management plans, cultural heritage permits, preliminary Aboriginal heritage tests

%

100

99

−1%

Koorie Heritage Trust initiative grants acquitted within the timeframe specified in the funding agreements

%

100

100

0%

Cost

Total output cost

$ million

99.8

93.1

−6.7%

The 2021–22 actual is lower than the 2021–22 target primarily due to lower than expected expenditure for Delivering a Victorian Truth and Justice process and the Delivering the State’s commitment to treaty in Victoria initiatives.

Results legend

✓ Performance target achieved or exceeded in a desirable way

⚬ Performance target not achieved — within 5% or $50 million (cost measures only) variance

■ Performance target not achieved — exceeds 5% or $50 million (cost measures only) variance

Advice and support to the Governor

This output provides advice and support to the Governor and maintenance of Government House and its collections as a heritage asset of national importance.

Performance measure

Unit

2021–22 target

2021–22 actual

Variance

Result

Quantity

Increase in the annual number of guests and visitors to Government House

%

5

66

1,220%

The 2021–22 actual is higher than the 2021–22 target due to the easing of COVID-19 restrictions allowing more visitors to Government House.

Quality

Maintenance of Government House in accordance with the asset management strategy

%

79

79

0%

Standard physical appearance of gardens and grounds in accordance with contract key performance indicators

%

85

85

0%

Timeliness

Support the Governor’s community engagement activities by arranging all internal and external events in a timely manner

%

100

100

0%

Cost

Total output cost

$ million

13.5

13.5

0%

The 2021–22 target was published in the 2021–22 Victorian Budget Paper No. 3 — Service Delivery as $12.7 million, which has been subsequently adjusted to $13.5 million to reflect depreciation.

Results legend

✓ Performance target achieved or exceeded in a desirable way

Chief Parliamentary Counsel services

This output provides Bills for introduction in parliament including: providing quality and timely legislative drafting services; hard copy and electronic publication of Acts and statutory rules; and maintaining a database of Victorian legislation and legislative information at www.legislation.vic.gov.auExternal Link .

Performance measure

Unit

2021–22 target

2021–22 actual

Variance

Result

Quantity

Formal advice provided on legislation

number

465

520

12%

The 2021–22 actual is higher than the 2021–22 target due to the high number of House Amendments requested during the period.

Acts and Statutory Rules published electronically and in hard copy without error

%

96

99

3.1%

Statutory rules made and Bills prepared and introduced into parliament

number

220

227

3.2%

Number of sets of House Amendments drafted for Members of Parliament

number

60

101

68%

The 2021–22 actual is higher than the 2021–22 target due to the high number of House Amendments requested during the period.

Quality

Bills and Statutory Rules drafted or settled that meet the required standard

%

97

100

3.1%

Timeliness

Bills and Statutory Rules drafted or settled within the required timeframe

%

97

97

0%

Electronically published versions of Principal Acts and Statutory Rules published within three business days of coming into operation and new Acts and Statutory Rules published within 24 hours of making

%

96

100

4.2%

Cost

Total output cost

$ million

7.9

7.3

−7.6%

The 2021–22 actual is lower than the 2021–22 target primarily due to delayed expenditure for the Replacement Work Management and Legislative Database System and other technology projects.

Results legend

✓ Performance target achieved or exceeded in a desirable way

Management of Victoria’s public records

This output provides direction to government on the management of public records and ensures the historical memory of the Victorian Government endures, is secure and is accessible.

Performance measure

Unit

2021–22 target

2021–22 actual

Variance

Result

Quantity

Collection usage: utilisation of physical and digital records held by Public Record Office Victoria

number

5,400,000

4,744,796

−12%

The 2021–22 actual is lower than the 2021–22 target due to significant fluctuation in demand and lower than forecast downloads from third-party genealogy sites.

Quality

Satisfaction with services provided by Public Record Office Victoria to government agencies and to the public

%

90

91

1.1%

Timeliness

Provision of services within published timeframes

%

95

83

−13%

The 2021–22 actual is lower than the 2021–22 target due to restricted access to the Victorian Archives Centre and the implementation of new business systems.

Cost

Total output cost

$ million

11.6

14.6

26%

The 2021–22 actual is higher than the 2021–22 target primarily due to higher operating costs.

Results legend

✓ Performance target achieved or exceeded in a desirable way

■ Performance target not achieved — exceeds 5% or $50 million (cost measures only) variance

Public administration advice and support

This output provides advice and support on issues relevant to public sector administration, Members of Parliament and executive officer remuneration, governance, service delivery and workforce matters, as well as to public sector professionalism and integrity. It includes related research, determinations, data collection, reporting and dissemination of information.

Performance measure

Unit

2021–22 target

2021–22 actual

Variance

Result

Quantity

Percentage of VPS jobs advertised through the Jobs and Skills Exchange

%

90

77

−14%

The 2021–22 actual is lower than the 2021–22 target due to ongoing difficulty filling certain job functions through internal-only advertising.

Number of engagement and promotion activities undertaken by the Jobs and Skills Exchange

number

20

69

245%

The 2021–22 actual is higher than the 2021–22 target due to increased investment in stakeholder engagement to support staff affected by workforce transitions and improved visibility of the Jobs and Skills Exchange.

Percentage of new-to-VPS executives participating in the VPSC induction program

%

78

96

23%

The 2021–22 actual is higher than the 2021–22 target due to an increased uptake of participants in the program with fewer program withdrawals/deferrals.

Quality

Satisfaction with response to user queries on the Jobs and Skills Exchange platform

%

80

92

15%

The 2021–22 actual is higher than the 2021–22 target due to the VPSC improving internal processes and increasing training of support staff.

Percentage of agencies who interacted with VPSC and who indicated VPSC advice and support assisted them to improve integrity capability

%

85

85

0%

Overall satisfaction with engagement, consultation and responsiveness from the VPSC GRADS team

%

85

89

4.7%

Stakeholder satisfaction with the Remuneration Tribunal’s process regarding determinations, reviews and advice

%

80

85

6.3%

The 2021–22 actual is higher than the 2021–22 target due to strong stakeholder feedback about determinations and advice regarding Members of Parliament salaries and allowances, public sector executive remuneration and allowances for elected local government officials.

Timeliness

Percentage of collection, validation and reporting of Victorian public sector annual workforce data completed by the end of February each year

%

95

99

4.2%

Advice from the Remuneration Tribunal provided within 15 working days of receipt of submission

%

90

90.9

1.0%

Cost

Total output cost

$ million

15.6

19.0

22%

The 2021–22 actual is higher than the 2021–22 target primarily due to new funding decisions made during the year.

Results legend

✓ Performance target achieved or exceeded in a desirable way

■ Performance target not achieved — exceeds 5% or $50 million (cost measures only) variance

State electoral roll and electoral events

This output, through the Victorian Electoral Commission, provides a high‑quality electoral system that supports democracy in Victoria through administering an accurate and secure electoral roll, electoral services to ensure fair and equitable representation, the conduct of fair and impartial elections and encouraging greater participation in civic life through education and awareness activities and improving ease of access.

Performance measure

Unit

2021–22 target

2021–22 actual

Variance

Result

Quantity

Election events conducted by the Victorian Electoral Commission, including state elections and by-elections, local government elections, by-elections and countbacks, and statutory elections or polls

number

28

21

−25%

The 2021–22 actual is lower than the 2021–22 target due to fewer by-elections and countbacks arising after the Local Government 2020 general elections and the 2021 South Gippsland general election.

Quality

Election events invalidated by a court of disputed returns as a result of a proven claim against the Victorian Electoral Commission’s conduct of that event

number

0

0

0

Timeliness

Electoral enrolment transactions applied to the Victorian Register of Electors within set timeframes

%

90

98.9

10%

The 2021–22 actual is higher than the 2021–22 target due to increased enrolment transactions during the 2022 Australian Election.

Cost

Total output cost

$ million

42.6

50.4

18%

The 2021–22 actual is higher than the 2021–22 target primarily due to a rephase of funding from 2022–23 to 2021–22 for planning activities for the 2022 State Election. These activities were undertaken in 2021–22 to address potential impacts of public health measures on conduct of the State Election.

Results legend

✓ Performance target achieved or exceeded in a desirable way

■ Performance target not achieved — exceeds 5% or $50 million (cost measures only) variance


Financial statements

Financial statements for the financial year ending 30 June 2022 and the Accountable Officer’s and Chief Financial Officer’s declaration.

Accountable Officer’s and Chief Financial Officer’s declaration

The attached financial statements for the Department of Premier and Cabinet have been prepared in accordance with Direction 5.2 of the Standing Directions of the Assistant Treasurer under 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, cash flow statement, statement of changes in equity and accompanying notes, presents fairly the financial transactions during the year ended 30 June 2022 and the financial position of the department at 30 June 2022.

At the time of signing, we are not aware of any circumstance that would render any particulars included in the financial statements to be misleading or inaccurate.

We authorise the attached financial statements for issue on 2 September 2022.

Anthony Bale
Chief Financial Officer
Department of Premier and Cabinet
Melbourne

2 September 2022

Jeremi Moule
Secretary
Department of Premier and Cabinet
Melbourne

2 September 2022

Comprehensive operating statement for the financial year ended 30 June 2022

Notes

2022

$’000

2021

$’000

Continuing operations

Income from transactions

Output appropriations(i)

2.1

599,827

531,939

Special appropriations

2.1

50,674

75,474

Grants

2.1

30,937

30,732

Other income

2.1

13,430

4,659

Total income from transactions

694,868

642,804

Expenses from transactions

Grant expenses

3.1

225,951

201,123

Employee expenses

3.1

257,395

238,740

Capital asset charge(i)

3.1

11,050

Depreciation and amortisation

5.3

24,066

23,220

Interest expense

174

95

Other operating expenses

3.1

167,540

157,946

Total expenses from transactions

675,126

632,174

Net result from transactions (net operating balance)

19,742

10,630

Other economic flows included in net result

Net gain/(loss) on non-financial assets

8.1

22

(657)

Other gains on other economic flows

8.1

2,222

3,075

Total other economic flows included in net result

2,244

2,418

Net result

21,986

13,048

Other economic flows — other comprehensive income

Changes in physical asset revaluation surplus

5.1.1

206,975

30,632

Comprehensive result

228,961

43,680

The accompanying notes form part of these financial statements.

Note:

(i) Capital asset charge was discontinued in 2021–22, with a corresponding reduction in appropriation revenue provided to the department to cover the expense. Refer to Note 3.1 for further detail.

Balance sheet as at 30 June 2022

Notes

2022

$’000

2021

$’000

Assets

Financial assets

Cash and deposits

7.2.1

55,356

52,882

Receivables

6.1

118,104

106,753

Total financial assets

173,460

159,635

Non-financial assets

Property, plant and equipment

5.1

895,220

679,359

Intangible assets

5.2

44,241

36,684

Other non-financial assets

6.3

5,737

5,536

Total non-financial assets

945,198

721,579

Total assets

1,118,658

881,214

Liabilities

Payables

6.2

37,036

44,239

Borrowings

7.1

7,382

3,508

Employee benefits

6.4

56,993

46,365

Other provisions

6.5

5,447

1,591

Total liabilities

106,858

95,703

Net assets

1,011,800

785,511

Equity

Accumulated surplus

171,001

149,015

Physical asset revaluation surplus

599,330

392,355

Contributed capital

241,469

244,141

Total equity

1,011,800

785,511

Net worth

1,011,800

785,511

The accompanying notes form part of these financial statements.

Cash flow statement for the financial year ended 30 June 2022

Notes

2022

$’000

2021

$’000

Cash flows from/(used in) operating activities

Receipts from government(i)

669,578

634,338

Receipts from other entities

1,997

5,192

Goods and services tax recovered from the Australian Taxation Office

27,075

27,375

Interest received

4

4

Total receipts

698,654

666,909

Payments to suppliers and employees

(450,856)

(414,436)

Payments of grants expenses

(217,918)

(205,731)

Capital asset charge payments(i)

(11,050)

Interest and other costs of finance paid

(174)

(95)

Total payments

(668,948)

(631,312)

Net cash flows from operating activities

7.2.2

29,706

35,597

Cash flows used in investing activities

Purchase of non-financial assets

(22,896)

(22,575)

Proceeds from disposal of motor vehicles

891

769

Total payments

(22,005)

(21,806)

Net cash flows used in investing activities

(22,005)

(21,806)

Cash flows from/(used in) financing activities

Appropriation for capital expenditure purposes

51,800

Special appropriations for capital expenditure purposes

2.2.2

5,710

5,007

Total receipts

57,510

5,007

Cash transferred out — machinery of government changes

8.6

(2,672)

(7,628)

Capital grants to portfolio agencies

(57,510)

(5,007)

Repayment of leases

(2,555)

(1,956)

Total payments

(62,737)

(14,591)

Net cash flows used in financing activities

(5,227)

(9,584)

Net increase in cash and cash equivalents

2,474

4,208

Cash and cash equivalents at beginning of financial year

52,882

48,674

Cash and equivalents at end of financial year

7.2.1

55,356

52,882

The accompanying notes form part of these financial statements.

Note:

(i) Capital asset charge was discontinued in 2021–22, with a corresponding reduction in appropriation revenue provided to the department to cover the expense. Refer to Note 3.1 for further detail.

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

Notes

Physical asset revaluation surplus

$’000

Contributed capital

$’000

Accumulated surplus

$’000

Total

$’000

Balance at 1 July 2020

361,723

251,818

135,967

749,508

Net result for the year

13,048

13,048

Annual appropriations — capital

2.2.1

Special appropriations — capital

2.2.2

5,007

5,007

Machinery of government transfers

(7,677)

(7,677)

Capital distributions to portfolio agencies

(5,007)

(5,007)

Changes in physical asset revaluation surplus

5.1.1

30,632

30,632

Balance at 30 June 2021

392,355

244,141

149,015

785,511

Net result for the year

21,986

21,986

Annual appropriations — capital

2.2.1

51,800

51,800

Special appropriations — capital

2.2.2

5,710

5,710

Machinery of government transfers

8.6

(2,672)

(2,672)

Capital distributions to portfolio agencies

(57,510)

(57,510)

Changes in physical asset revaluation surplus

5.1.1

206,975

206,975

Balance at 30 June 2022

599,330

241,469

171,001

1,011,800

The accompanying notes form part of these financial statements.


Notes to the financial statements

  1. The Department of Premier and Cabinet (‘the department’) is a government department of the State of Victoria established pursuant to an order made by the Premier under the Administrative Arrangements Act 1983. It is an administrative agency acting on behalf of the Crown.

    The principal address of the department is:

    Department of Premier and Cabinet
    1 Treasury Place
    Melbourne VIC 3002

    A description of the department’s operations and its principal activities is included in the Report of operations, which does not form part of these financial statements.

    Basis of preparation

    These financial statements are in Australian dollars and the historical cost convention is used unless a different measurement basis is specifically disclosed in the note associated with the item measured on a different basis.

    The accrual basis of accounting has been applied in preparing 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.

    Judgements, estimates and assumptions are required to be made about financial information being presented. The significant judgements made in preparing these financial statements are disclosed in the notes where amounts affected by those judgements are disclosed. The significant judgement applied to value property, plant and equipment is disclosed in Note 5.4.1 of the financial statements. Estimates and associated assumptions are based on professional judgements derived from historical experience and various other factors that are believed to be reasonable under the circumstances. Actual results may differ from these estimates.

    Revisions to accounting estimates are recognised in the period in which those estimates are revised and also in future periods that are affected by the revision. Judgements and assumptions made by management in applying Australian Accounting Standards (AASs) that have significant effects on the financial statements and estimates are disclosed in the notes to which they relate.

    These financial statements cover the department as an individual reporting entity and comprise all the controlled activities of the department, including the grants provided to the department’s portfolio entities. The results of the portfolio entities are not consolidated in the department’s financial statements because they prepare their own financial reports. The department’s portfolio results (including the portfolio entities) are included in Appendix 1, Budget portfolio outcomes of this annual report, which does not form part of the financial statements and is not subject to audit by the Victorian Auditor-General’s Office.

    The following entities have been consolidated into the department’s financial statements pursuant to a determination made by the Assistant Treasurer under section 53(1)(b) of the Financial Management Act 1994. These entities are reported in aggregate and not controlled by the department.

    The Victorian Independent Remuneration Tribunal was established on 20 March 2019 under the Victorian Independent Remuneration Tribunal and Improving Parliamentary Standards Act 2019.

    Wage Inspectorate Victoria was established on 1 July 2021 under the Wage Theft Act 2020.

    The administered activities of the department and for the above entities are separately disclosed in Note 8.8 Administered items. The department remains accountable for administered items but does not recognise these in its controlled financial statements.

    All amounts in the financial statements have been rounded to the nearest $1,000 unless otherwise stated.

    Compliance information

    These general-purpose financial statements have been prepared on a going concern basis in accordance with the Financial Management Act and applicable AASs including interpretations issued by the Australian Accounting Standards Board (AASB). They are presented in a manner consistent with the requirements of AASB 1049 Whole of Government and General Government Sector Financial Reporting.

    Accounting policies selected and applied in these financial statements ensure the resulting financial information satisfies the concepts of relevance and reliability, thereby ensuring the substance of the underlying transactions or other events is reported.

    Other accounting policies

    Significant accounting policies that summarise recognition and measurement bases used and relevant to an understanding of these financial statements, are provided throughout the notes to the financial statements.

  2. Introduction

    The role of the department is to work for the people of Victoria by leading the public service and supporting the government of the day to achieve its strategic objectives.

    To deliver on these strategic objectives, the department receives income predominantly in the form of parliamentary appropriations.

    Structure of this section

    2.1 Income that funds the delivery of services

    2.2 Summary of compliance with annual parliamentary and special appropriations

    Key accounting recognition and measurement criteria

    The revenue items that have specific recognition criteria are further described in Note 2.1. Where applicable, amounts disclosed as income are net of returns, allowances, duties and taxes. Amounts of income where the department does not have control are separately disclosed as administered income (see Note 8.8 Administered items).

    2.1 Income that funds the delivery of services

    Notes

    2022

    $’000

    2021

    $’000

    Output appropriations

    2.2.1

    599,827

    531,939

    Special appropriations

    2.2.2

    50,674

    75,474

    Total appropriations

    650,501

    607,413

    General purpose grants

    12,985

    12,772

    Specific purpose grants for on-passing

    17,952

    17,767

    Other specific purpose grants

    193

    Total grants

    30,937

    30,732

    Other income

    13,430

    4,659

    Total income from transactions

    694,868

    642,804

    Appropriations

    Once annual parliamentary appropriations are approved by the Treasurer, they become controlled by the department and are recognised as income when applied for the purposes defined under the relevant legislation governing the use of the appropriation.

    The department receives the following forms of appropriation:

    • Output appropriations: Income for the outputs (i.e. services) the department provides to the 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: Income related to special appropriations are recognised when the expenditure relating to the amounts appropriated are paid by the department.

    Grants

    The department has determined that the grant income included in the table above is earned as per AASB 1058 Income of Not-for-Profit Entities under arrangements that are either not enforceable or without any sufficiently specific performance obligations. This is recognised when the department has an unconditional right to receive cash, which usually coincides with receipt of cash.

    Income from grants received from other government entities for developing and constructing the Service Victoria digital services are recognised progressively as and when those assets are constructed. This aligns with the department’s obligation to construct the asset. The progressive percentage costs incurred is used to recognise income because this closely reflects the income earned by the department in constructing the asset.

    Income received from the Commonwealth Government as specific purpose grants for on-passing to other entities is recognised simultaneously as income and expenditure because the funds are immediately on-passed to the relevant recipient entities on receipt.

    Other income

    Other income arises from the following transactions and other miscellaneous income and recovery of administration costs.

    • Trust fund income: Trust fund income mostly includes fees collected from the Aboriginal Cultural Heritage Register and income from other external parties.
    • Sponsorship income: Sponsorship income includes receipts from external parties for the Australia Day Fund and Cultural Diversity Week.
    • Resources received free of charge: 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.

    The department’s resources received free of charge are usually public records transferred to the Public Record Office Victoria (PROV). The department received $11.4 million of public records as resources received free of charge during 2021–22. There were no public records received by PROV in the previous two financial years due to delays in the release of their new record management system which was impacted by COVID-19.

    2.2 Summary of compliance with annual parliamentary and special appropriations

    2.2.1 Summary of annual appropriations

    The following table discloses the details of the various annual parliamentary appropriations the department received for the financial year.

    In accordance with accrual output-based management procedures, ‘provision of outputs’ and ‘additions to net assets’ are disclosed as ‘controlled’ activities of the department. Administered transactions are those undertaken on behalf of the State over which the department has no control or discretion. These transactions are separately disclosed in Note 8.8 Administered items.

    2.2.2 Summary of special appropriations

    The following table discloses the details of compliance with special appropriations.

    Authority

    Purpose

    Appropriations applied

    2022

    $’000

    2021

    $’000

    Controlled

    Constitution Act, No. 8750 of 1975 — Executive Council

    Salary for the Clerk of the Executive Council

    50

    50

    Constitution Act, No. 8750 of 1975 — Governor’s salary

    Salary payments to the Governor of Victoria

    485

    482

    Electoral Act, No. 23 of 2002

    Operating costs incurred by the Victorian Electoral Commission

    50,139

    74,942

    Total controlled

    50,674

    75,474

    Administered

    Electoral Act, No. 23 of 2002

    Electoral entitlements

    12,551

    11,955

    Inquiries Act, No. 67 of 2014, section 58

    Expenses and financial obligations of the Board of Inquiry

    5,447

    Total administered

    12,551

    17,403

    Capital

    Electoral Act, No. 23 of 2002

    Capital costs incurred by the Victorian Electoral Commission

    5,710

    5,007

    Total capital

    5,710

    5,007

  3. Introduction

    This section provides details of the expenses the department incurred in delivering its services.

    The funds that enable the provision of services are disclosed in Note 2. In this section the costs associated with provision of services are recorded.

    Structure of this section

    3.1 Expenses incurred in the delivery of services

    Key accounting recognition and measurement criteria

    Expenses are ordinarily recognised in the comprehensive operating statement in the reporting period in which they are incurred, and the expense is paid or is payable.

    Certain items such as employee expenses, grant expenses and the capital asset charge that have specific recognition criteria are further described in Note 3.1.

    3.1 Expenses incurred in the delivery of services

    2022

    $’000

    2021

    $’000

    Specific purpose grants for on-passing(i)

    138,056

    133,232

    Grant payments for other specific purposes(ii)

    87,895

    67,891

    Grant expenses

    225,951

    201,123

    Salaries and wages, annual leave and long service leave

    237,367

    220,450

    Defined contribution superannuation expenses

    19,774

    17,977

    Defined benefit superannuation expense

    254

    313

    Employee expenses

    257,395

    238,740

    Capital asset charge(iii)

    11,050

    Purchases of services and supplies

    120,109

    102,687

    Information technology expenses

    28,461

    18,026

    Marketing and promotion

    12,194

    30,380

    Short-term lease expenses and low-value assets

    216

    34

    Office accommodation expenses

    6,560

    6,819

    Other operating expenses

    167,540

    157,946

    Notes:

    (i) Payments to Victorian Government entities and other non-Victorian Government entities.

    (ii) Payments to Victorian public non-financial corporations and other private businesses and individuals.

    (iii) Capital asset charge was discontinued in 2021–22, with a corresponding reduction in appropriation revenue provided to the department to cover the expense.

    Grant expenses

    Grant expenses are contributions of the department’s resources to other parties for specific or general purposes where there is no expectation that the amount will be repaid in equal value (either by goods or services). Grant expenses also include grants paid to entities within the department’s portfolio. These grants are reported in specific purpose grants for on-passing.

    Grants can either be operating or capital in nature. Grants can be paid as general purpose grants, which refer to grants that are not subject to conditions for their use. Alternatively, they may be paid as specific purpose grants, which are paid for a particular purpose and have conditions attached to their use.

    Grant expenses are recognised in the reporting period in which they are paid or payable. Grants can take the form of money, assets, goods or services.

    Details of the department’s grants payments in 2021–22 can be viewed at www.dpc.vic.gov.auExternal Link . This grants payments information on the department’s internet page is not subject to audit by the Victorian Auditor-General’s Office.

    Employee expenses

    Employee expenses comprise all costs related to employment including wages and salaries, superannuation, fringe benefits tax, leave entitlements, redundancy payments, WorkCover premiums and other on-costs.

    The amount recognised in the comprehensive operating statement in relation to superannuation includes employer contributions for members of both defined benefit and defined contribution superannuation plans that are paid or payable during the reporting period.

    Capital asset charge

    A capital asset charge (CAC) was a charge levied on the budgeted written-down value of controlled non-current physical assets in the department’s balance sheet. In previous years, CAC had been used to demonstrate the opportunity cost of using government assets.

    It should be noted that the capital asset charge policy was discontinued in 2021–22 and also reflected in the 2021–22 State Budget. While the inclusion of CAC was previously reflected in output cost, it did not reflect a net distribution of funds from the department because the department was funded from the budget for its CAC expense, and then immediately paid the same amount back into the Consolidated Fund.

    Other operating expenses

    Other operating expenses generally represent the day-to-day running costs incurred in normal operations and are recognised as expenses in the reporting period in which they are incurred.

    The following lease payments are recognised on a straight-line basis:

    • short-term leases — leases with a term less than 12 months
    • low-value leases — leases where the underlying asset’s fair value (when new, regardless of the age of the asset being leased) is no more than $10,000.
  4. Introduction

    The department is predominantly funded by parliamentary appropriations for providing outputs. This section provides a description of the departmental outputs delivered during the financial year and the costs incurred in delivering those outputs.

    Structure of this section

    4.1 Departmental outputs

    4.2 Changes in departmental outputs

    4.3 Departmental outputs — controlled income and controlled expenses

    4.1 Departmental outputs

    A description of the departmental outputs during the financial year ended 30 June 2022 and their objectives are summarised below.

    Strong policy outcomes

    The objective of ‘Strong policy outcomes’ is to pursue policy and service delivery excellence and reform. It leads the public sector response to significant state issues, policy challenges and projects. It supports the effective administration of government and includes: Government-wide leadership, reform and implementation; Strategic advice and government support; Digital government and communications; Office of the Victorian Government Architect; and Industrial relations.

    First Peoples in Victoria are strong and self-determining

    The objective of ‘First Peoples in Victoria are strong and self-determining’ is to improve outcomes and services for First Peoples through prioritising actions to enable self-determination, including advancing treaty, protecting and promoting cultural rights and conducting a truth-telling process. It addresses trauma, supports healing and addresses racism established through colonisation. It provides culturally safe systems and services and transfers power and resources to communities. It includes Aboriginal policy, strengthening Aboriginal cultural heritage and communities.

    Professional public administration

    The objective of ‘Professional public administration’ is to foster and promote a high performing public service. It ensures effective whole of government performance and outcomes. It protects the values of good public governance, integrity and accountability in support of public trust. It includes: Advice and support to the Governor; Chief Parliamentary Counsel services; Management of Victoria’s public records; Public administration advice and support; and State electoral roll and electoral events.

    4.2 Changes in departmental outputs

    There was a change in the name of ‘Engaged citizens’ to ‘First Peoples in Victoria are strong and self-determining’ during the year. This output group was renamed due to machinery of government changes effective 1 February 2021 that transferred to the Department of Families, Fairness and Housing: Equality policy and programs; Multicultural affairs policy and programs; Support for veterans in Victoria; Women’s policy; and Youth.

    4.3 Departmental outputs — controlled income and controlled expenses

  5. Introduction

    The department uses land, buildings, property, plant and equipment in fulfilling its objectives and conducting its output activities. These assets represent the key resources that the department uses for delivering output activities discussed in section 4 of this report.

    Structure of this section

    5.1 Property, plant and equipment

    5.2 Intangible assets

    5.3 Depreciation and amortisation

    5.4 Fair value determination

    5.1 Property, plant and equipment

    Key accounting recognition and measurement criteria

    Items of property, plant and equipment are measured initially at cost. Where an asset is acquired for nominal cost, the cost is its fair value at the date of acquisition. Assets transferred from/to other departments as part of machinery of government changes are transferred at their carrying amount.

    The cost of leasehold improvements are capitalised and depreciated over the shorter of the remaining lease term or estimated useful life.

    The initial cost of leased motor vehicles is measured at amounts equal to the fair value of the leased asset or, if lower, the present value of the minimum lease payments determined at the inception of the lease.

    Leases recognised as right-of-use assets are initially measured at cost. This represents the present value of expected future payments resulting from the lease contracts.

    In reporting periods subsequent to initial recognition, property, plant and equipment are measured at fair value less accumulated depreciation and impairment. Fair value is determined based on the asset’s highest and best use (considering legal or physical restrictions imposed on the asset, public announcements or commitments made in relation to the intended use of the asset) and is summarised by asset category in the table at 5.1.

    Total property, plant and equipment

    Gross carrying amount

    Accumulated depreciation

    Net carrying amount

    2022

    $’000

    2021

    $’000

    2022

    $’000

    2021

    $’000

    2022

    $’000

    2021

    $’000

    Land(i)

    246,370

    224,532

    246,370

    224,532

    Buildings (including heritage buildings)(i)

    105,957

    117,156

    (1,209)

    (18,555)

    104,748

    98,601

    Leasehold improvements

    35,528

    34,216

    (13,321)

    (9,127)

    22,207

    25,089

    Building construction in progress

    4,281

    7,406

    4,281

    7,406

    Office equipment and computer equipment

    18,165

    16,638

    (16,105)

    (15,436)

    2,060

    1,202

    Plant and equipment works in progress

    59

    1,478

    59

    1,478

    Leased motor vehicles

    4,889

    4,229

    (1,439)

    (1,544)

    3,450

    2,685

    Public records(ii)

    503,466

    311,591

    503,466

    311,591

    Other heritage assets(ii)

    8,579

    7,059

    (284)

    8,579

    6,775

    Net carrying amount

    927,294

    724,306

    (32,074)

    (44,946)

    895,220

    679,359

    Notes:

    (i) Land and buildings at both Government House and PROV were valued at 30 June 2022 by the Valuer-General of Victoria. The department does not hold any other land and buildings.

    (ii) Public records held by PROV and other heritage assets were valued at 30 June 2022 by the Valuer-General of Victoria.

    Land and buildings (including heritage buildings)

    Land and buildings are classified as specialised land and specialised buildings due to restrictions on the use of these assets. They are valued at fair value. For land valuation purposes, the market approach is used, although this is adjusted for any community service obligations to reflect the specialised nature of the land being valued. Buildings are valued using the current replacement cost method.

    For more details on valuation techniques, inputs and processes, refer to Note 5.4.

    Leasehold improvements

    Leasehold improvements are valued using the historical cost method. Historical cost is used as a close proxy to the current replacement cost due to the short useful lives of these assets.

    Office equipment and computer equipment

    Office equipment and computer equipment are valued using the historical cost method. Historical cost is used as a close proxy to the current replacement cost due to its short useful life.

    Motor vehicles

    Vehicles are valued using the current replacement cost method. The department acquires new vehicles and at times disposes of them before the end of their economic life. The process of acquisition use and disposal in the market is managed by experienced fleet managers in the department who set relevant depreciation rates during the life of the asset to reflect the use of the vehicles.

    Public records

    These assets are valued at fair value. The valuation of these assets is based on a market approach. This involves using market prices and other relevant information generated by market transactions from comparable or similar assets.

    For more details on valuation techniques, inputs and processes, refer to Note 5.4.

    Other heritage assets

    These assets are reported at fair value using the market approach. The market approach compares the value of the subject assets with comparable assets that have sold in the marketplace.

    For more details on valuation techniques, inputs, and processes, refer to Note 5.4.

    Right-of-use assets acquired by lessees

    The department recognises a right-of-use asset and a lease liability at the lease commencement date. The right-of-use asset is initially measured at cost, which comprises the initial amount of the lease liability adjusted for:

    • any lease payments made at or before the commencement date less any lease incentive received
    • any initial direct costs incurred
    • an estimate of costs to dismantle and remove the underlying asset or to restore the underlying asset or the site on which it is located.

    The department depreciates the right-of-use assets on a straight-line basis from the lease commencement date to the earlier of the end of the useful life of the right-of-use asset or the end of the lease term. The right-of-use assets are also subject to revaluation.

    In addition, the right-of-use assets are periodically reduced by impairment losses, if any, and adjusted for certain re-measurements of the lease liabilities.

    Refer to the table at 5.1.1(a) for reconciliation of movements in carrying amounts of the department’s right-of-use assets.

    5.1.1 Reconciliation of movements in carrying amount of property, plant and equipment

    Note:

    (i) This includes right-of-use assets relating to accommodation leases of the department (refer to Note 5.1.1(a) for further details).

    5.1.1(a) Reconciliation of movement in carrying amount of right-of-use assets: buildings and vehicles

    The following table is a subset of buildings and leased motor vehicles included in Note 5.1.1 for right-of-use assets.

    Buildings

    $’000

    Leased motor vehicles

    $’000

    Opening balance — 1 July 2021

    733

    2,685

    Additions

    3,544

    2,035

    Disposals

    (413)

    Other administrative arrangements

    Depreciation

    (703)

    (857)

    Closing balance — 30 June 2022

    3,574

    3,450

    Opening balance — 1 July 2020

    1,059

    3,474

    Additions

    951

    Disposals

    (494)

    Other administrative arrangements

    (303)

    Depreciation

    (326)

    (943)

    Closing balance — 30 June 2021

    733

    2,685

    5.2 Intangible assets

    Key accounting recognition and measurement criteria

    Purchased intangible assets are initially recognised at cost. Subsequently, intangible assets with finite useful lives are carried at cost less accumulated amortisation and accumulated impairment losses. Depreciation and amortisation begin when the assets are available for use — that is, when they are in the location and condition necessary for them to be capable of operating in the manner intended by management.

    Internally generated intangible assets arising from development (or from the development phase of an internal project) are recognised if, and only if, all the following are demonstrated:

    • there is an intention to complete the intangible asset for use or sale
    • there is an ability to use or sell the intangible asset
    • the intangible asset will generate probable future economic benefits
    • there is availability of adequate technical, financial, and other resources to complete the development and to use or sell the intangible asset
    • there is an ability to measure reliably the expenditure attributable to the intangible asset during its development.

    Internally generated intangible assets with finite useful lives, are amortised on a straight-line basis over their useful lives.

    Intangible assets with indefinite useful lives (and intangible assets not yet available for use) are tested for impairment annually or whenever there is an indication that the asset may be impaired.

    2022

    $’000

    2021

    $’000

    Opening balance of gross carrying amount

    68,954

    62,689

    Additions

    14,110

    6,265

    Closing balance of gross carrying amount

    83,064

    68,954

    Opening balance of accumulated amortisation

    (45,625)

    (32,937)

    Impairment losses charged to net result

    (516)

    (1,061)

    Amortisation of intangible assets charged

    (12,774)

    (11,627)

    Closing balance of accumulated amortisation

    (58,915)

    (45,625)

    Intangibles under development

    20,092

    13,355

    Net book value at end of financial year

    44,241

    36,684

    5.3 Depreciation and amortisation

    2022

    $’000

    2021

    $’000

    Buildings (including heritage buildings)

    5,483

    4,872

    Leasehold improvements

    4,194

    5,229

    Office equipment and computer equipment

    688

    478

    Leased motor vehicles

    857

    943

    Other heritage assets

    71

    71

    Intangible assets

    12,774

    11,627

    Total depreciation and amortisation

    24,067

    23,220

    All buildings, office and computer equipment and other non-financial physical assets that have finite useful lives are depreciated and intangible assets are amortised over their useful lives.

    Depreciation and amortisation are generally calculated on a straight-line basis, at rates that allocate the asset’s value less any estimated residual value, to its useful life. Depreciation and amortisation begin when the asset is first available for use in the location and condition necessary for it to be capable of operating in the manner intended by the department.

    Useful life of assets

    Typical current and prior year estimated useful lives for the different asset classes are included in the table below.

    Useful life (years)

    Buildings

    5–200

    Leasehold improvements

    5–20

    Office equipment and computer equipment

    3–20

    Motor vehicles

    5

    Leased motor vehicles

    2–3

    Public records(i)

    Indefinite

    Other heritage assets

    99–100

    Intangible assets

    3–10

    Note:

    (i) Public records are assessed to have an indefinite useful life since the records are preserved in near perfect conditions to ensure they last for an indefinite period.

    Right-of-use assets are generally depreciated over the shorter of the asset’s useful life and the lease term. Where the department obtains ownership of the underlying leased asset or if the cost of the right-of-use asset reflects that the entity will exercise a purchase option, the entity depreciates the right-of-use asset over its useful life.

    Impairment

    Non-financial assets — including items of property, plant and equipment or intangible assets — are tested for impairment whenever there is an indication that the asset may be impaired.

    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 considered to be an impairment and is written off as an ‘other economic flow’ in the Comprehensive operating statement, except to the extent that it can be offset against an asset revaluation surplus applicable to that class of asset.

    The recoverable amount for most assets is measured at the higher of current replacement cost and fair value less costs to sell.

    Assets subject to restriction on use

    Heritage assets held by the department generally cannot be modified or disposed of unless ministerial approval is obtained.

    5.4 Fair value determination

    The department determines the policies and procedures for fair value measurements such as property, plant and equipment in accordance with the requirements of AASB 13 Fair Value Measurement and the relevant Financial Reporting Directions issued by the Department of Treasury and Finance.

    In determining fair values, a number of inputs are used. To increase consistency and comparability in the financial statements, these inputs are categorised into three levels, also known as the fair value hierarchy:

    • level 1 — quoted (unadjusted) market prices in active markets for identical assets or liabilities
    • level 2 — valuation techniques for which the lowest level input that is significant to the fair value measurement is directly or indirectly observable
    • level 3 — valuation techniques for which the lowest level input that is significant to the fair value measurement is unobservable.

    Fair value measurement hierarchy

    Carrying amount

    $’000

    Fair value measurement at end of reporting period using:

    Level 1

    $’000

    Level 2

    $’000

    Level 3

    $’000

    2022

    Land at fair value

    246,370

    246,370

    Buildings at fair value

    104,748

    104,748

    Public records at fair value

    503,466

    49,914

    453,552

    Other heritage assets at fair value

    8,579

    8,579

    Leasehold improvements

    22,207

    22,207

    Office equipment and computer equipment

    2,060

    2,060

    Leased motor vehicles

    3,450

    3,450

    Total

    890,881

    58,493

    832,387

    2021

    Land at fair value

    224,532

    224,532

    Buildings at fair value

    98,601

    98,601

    Public records at fair value

    311,591

    311,591

    Other heritage assets at fair value

    6,775

    6,775

    Leasehold improvements

    25,089

    25,089

    Office equipment and computer equipment

    1,202

    1,202

    Leased motor vehicles

    2,685

    2,685

    Total

    670,476

    6,775

    663,701

    The department determines whether transfers have occurred between levels in the hierarchy by reassessing the categorisation at the end of each reporting period (based on the lowest level input that is significant to the fair value measurement as a whole). There were changes between levels for certain categories of public records from the prior year. During the current financial year, the public records were re-categorised into homogeneous groupings, with some categories measured at level 2 based on prices and other relevant information generated by market transactions involving identical or comparable (or similar) assets. This included sales evidence from auction records, dealer price guides and online databases. Refer to the ‘Public records’ section below, which contains a classification of the fair value hierarchy for each category.

    The Valuer‑General Victoria (VGV) is the department’s independent valuation agency. The department engages VGV to carry out professional valuations on a five-year cycle. In the interim years the department, in conjunction with VGV, monitors changes in the fair value of each class of asset through relevant data sources to determine whether a revaluation is required. If a valuation is required, then the department will either carry out a managerial valuation or engage with VGV to value those asset classes.

    VGV performed an independent valuation of land, buildings, public records and other heritage assets during the reporting period.

    In 2020–21, where a full revaluation was not required, the department conducted a fair value assessment using the regular indices for land and buildings from VGV. Following the assessment and as per FRD103, a managerial valuation adjustment was done due to the movement in fair value being greater than 10%.

    The reconciliation of all movements of fair value assets is shown in the table at 5.1.1.

    5.4.1 Valuation techniques, inputs and processes

    Land and buildings (including heritage buildings)

    The market approach is used to value land, although this is adjusted for any community service obligations to reflect the use of the land being valued.

    The community service obligations adjustment reflects the valuer’s assessment of the impact of restrictions associated with an asset to the extent that it is equally applicable to market participants. This approach is in light of the highest and best use consideration required for fair value measurement. Relevant valuation factors include what is physically possible, legally permissible and financially feasible. Such adjustments of community service obligations are considered significant unobservable inputs, and valuation of specialised land is classified at level 3 in the fair value measurement hierarchy.

    For the department’s buildings, the current replacement cost method is used, adjusting for useful life and associated depreciation. Such adjustments are considered significant unobservable inputs and buildings are classified at level 3 in the fair value measurement hierarchy.

    VGV performed an independent valuation of land and buildings. The effective date of the valuation is 30 June 2022. The value of the undeveloped portion of land was discounted due to the identification of contaminated soil. The discount applied reflects the diminished utility of the undeveloped portion of land (refer to the table at 5.4.2). The remaining portion of that parcel of land has been developed, and for valuation purposes, is assumed not to be contaminated, and therefore discounting has not been applied. A contingent liability is recognised for the contaminated land (refer to Note 8.7).

    Significant judgement – valuation uncertainty

    The fair value of land and buildings are reported on the basis of significant valuation uncertainty caused by the COVID-19 pandemic. This uncertainty may have a significant risk of resulting in a material adjustment to the carrying amount of land and buildings within the next financial year.

    At this stage, there is no substantial evidence of significant declines in the market values of land and buildings. It is not expected that this will significantly change. Further, much of the department’s land has restricted zoning and valuation methodologies to reflect the restricted use.

    Public records

    Public records consist of physical records in a variety of formats. The records described below are largely homogeneous categories based on record type, format or other criteria. They have been classified at either level 2 or level 3 of the fair value measurement hierarchy.

    • File — compilation of various records such as correspondences and completed forms (level 3)
    • Document — contains one type of record such as a transcript or petition (level 3)
    • Map, Plan and Drawing — various sizes and materials that may be flat in structure or rolled in tubes (level 2)
    • Volume — records that are bound together such as books (level 3)
    • Photograph or Image — this can be in various formats including prints, negatives or slides (level 2)
    • Card — includes various types such as index cards, file movement cards or record cards (level 2)
    • Moving Image — motion picture film of varying formats (level 2)
    • Sound Recording — audio archives (level 2)
    • Object — various forms of display items that can be used at exhibitions (level 2)
    • Data — electronic records stored on physical media (level 2)
    • Icons — collections with significant historical and cultural value (level 2).

    VGV performed an independent valuation of public records during the reporting period. The public records were valued from physical inspection of items, either in full or through random sampling. The Object and Icons categories were valued individually, and the remaining categories were valued according to statistical sampling methods.

    The valuation of public records adopted the market approach. This involved using market prices and other relevant information generated by market transactions of comparable or similar assets. Comparable sales are identified using subscription databases as well as auction catalogues and other specialised libraries. Since these are government records that are not frequently sold, sales evidence is based on values of similar items adjusted for the unique characteristics of the items being valued.

    As public records consist of a range of categories, the valuation technique involved the direct comparison approach; some items also contained unobservable inputs to the fair value measurement. For some categories, adjustments were made to the market value references to account for the unique characteristics of the items being valued adjusting for historical significance or other factors that impact on the item being valued. As those adjustments could not be observed and are based on professional judgements and significant to the fair value measurement, those records have been categorised into level 3 of the fair value hierarchy. Other records that do not contain significant unobservable inputs have been categorised into level 2 of the fair value hierarchy.

    The other category of records are the digital records. The digital records are either digitised from a previous physical copy or ’born digital’ where no physical copy exists. Digital records are currently not recognised and ascribed a value due to insufficient market data and cost not being able to be determined to appropriately support the valuation attributed.

    Other heritage assets

    Other heritage assets include artwork. For artwork, valuation of the assets is determined by a comparison with similar examples of the artist’s work in existence throughout Australia and research on recent prices paid for similar examples offered at auction or through art galleries.

    These assets have been assessed with reference to similar assets and do not contain significant unobservable inputs. They are classified at level 2 in the fair value measurement hierarchy.

    5.4.2 Description of significant unobservable inputs to level 3 valuations

    Note:

    (i) A value of $3,500 per square metre (m²) was used for the developed (uncontaminated) portion of the subject site (comprising 23,000m²) and $350 per square metre (m²) was used for the contaminated area (comprising 9,730m²).

  6. Introduction

    This section sets out the other assets and liabilities that arose from the department’s operations and help to contribute to the successful delivery of output operations.

    Structure of this section

    6.1 Receivables

    6.2 Payables

    6.3 Other non-financial assets

    6.4 Employee benefits

    6.5 Other provisions

    Key accounting recognition and measurement criteria

    Contractual receivables are classified as financial instruments and categorised as ‘financial assets at amortised cost’. They are initially recognised at fair value plus any directly attributable transaction costs. Subsequent to initial recognition they are measured at amortised cost using the effective interest method, less any impairment.

    The department currently holds financial instruments where the carrying amounts approximate to fair value due to their short-term nature or due to an expectation that they will be paid in full by the end of the 2022–23 reporting period.

    Statutory receivables do not arise from contracts and are recognised and measured similarly to contractual receivables (except for impairment) but are not classified as financial instruments. Amounts recognised as receivable from the Victorian Government represent funding for all commitments incurred and are drawn from the Consolidated Fund when the commitments fall due.

    Contractual payables are classified as financial instruments and measured at amortised cost. Accounts payable represent liabilities for goods and services provided to the department in the reporting period that are unpaid at the end of the reporting period.

    Statutory payables are recognised and measured similarly to contractual payables but are not classified as financial instruments nor included in the category of financial liabilities at amortised cost because they do not arise from contracts.

    Deferred capital grant revenues are recognised progressively as the underlying assets are constructed and the department satisfies its obligations under the asset construction contracts. The percentage of contract completion method is used to recognise project funding as income. Any project funding not recognised as revenue at the end of the reporting period is recognised as a liability. There were no such liabilities at the end of this reporting period.

    6.1 Receivables

    2022

    $’000

    2021

    $’000

    Contractual

    Receivables

    60,703

    81,266

    Statutory

    Amounts owing from the Victorian Government(i)

    50,215

    16,117

    GST recoverable

    7,186

    9,370

    Total receivables

    118,104

    106,753

    Represented by:

    Current receivables

    115,653

    100,631

    Non-current receivables

    2,451

    6,122

    Note:

    (i) Represents the balance of available appropriations relating to providing outputs as well as funds available for capital purchases, for which payments had not been disbursed at the balance date, and accordingly had not been drawn from the Consolidated Fund.

    6.1.1 Ageing analysis of contractual receivables

    The average credit period for sales of goods/services and for other receivables is 30 days. There are no material financial assets that are individually determined to be impaired. Currently the department does not hold any collateral as security nor credit enhancements relating to any of its financial assets.

    6.2 Payables

    2022

    $’000

    2021

    $’000

    Contractual

    Supplies and services

    31,348

    40,641

    Statutory

    Amounts payable to other government agencies

    5,688

    3,598

    Total payables

    37,036

    44,239

    Represented by:

    Current payables

    37,036

    44,239

    6.3 Other non-financial assets

    2022

    $’000

    2021

    $’000

    Prepayments

    5,334

    5,342

    Other

    403

    194

    Total other non-financial assets

    5,737

    5,536

    Prepayments represent payments in advance of receiving goods or services made in one accounting period covering a term extending beyond that period. Prepayments at the end of the financial year include accommodation, software and information technology payments paid in advance.

    6.4 Employee benefits

    Key accounting recognition and measurement criteria

    Provision is made for benefits payable to employees in respect of annual leave and long service leave for services rendered up to the reporting date.

    The annual leave liability is classified as a current liability and measured at the undiscounted amount expected to be paid because the department does not have an unconditional right to defer settlement of the liability for at least 12 months after the end of the reporting period.

    No provision has been made for sick leave because all sick leave is non-vesting and it is not considered probable that the average sick leave taken in the future will be greater than the benefits accrued in the future periods. Because sick leave is non-vesting, an expense is recognised in the Comprehensive operating statement when sick leave is taken.

    Unconditional long service leave is disclosed as a current liability, even where the department does not expect to settle the liability within 12 months because it will not have the unconditional right to defer the settlement of the entitlement should an employee take leave within 12 months.

    The components of the current long service leave liability are measured at either:

    • undiscounted value — if the department expects to wholly settle within 12 months
    • present value — if the department does not expect to wholly settle within 12 months.

    Conditional long service leave is disclosed as a non-current liability. There is an unconditional right to defer the settlement of the entitlement until the employee has completed the requisite years of service. This non-current long service leave is measured at present value.

    Any gain or loss following revaluation of the present value of the non-current long service leave liability is recognised in the comprehensive operating statement as a gain or loss from continuing operations, except to the extent that a gain or loss arises due to changes in bond interest rates for which it is then recognised as an ‘other economic flow’ in the net result.

    Employment on-costs such as payroll tax, workers compensation and superannuation are disclosed separately as a component of the provision for employee benefits.

    2022

    $’000

    2021

    $’000

    Current provisions

    Annual leave

    24,526

    20,531

    Long service leave

    20,525

    14,155

    Provision for on-costs

    9,491

    5,557

    Total current provisions for employee benefits

    54,542

    40,243

    Non-current provisions

    Long service leave

    1,629

    5,285

    Provision for on-costs

    822

    837

    Total non-current provisions for employee benefits

    2,451

    6,122

    Total provisions for employee benefits

    56,993

    46,365

    The department does not recognise any superannuation fund defined benefit liabilities because it has no legal or constructive obligation to pay such future benefits to its employees. Instead, the Department of Treasury and Finance discloses in its annual financial statements the net defined benefit cost related to the members of these plans as an administered liability (on behalf of the State of Victoria as the sponsoring employer).

    6.5 Other provisions

    2022

    $’000

    2021

    $’000

    Make-good provision

    2,437

    1,591

    Other

    3,010

    Total other provisions

    5,447

    1,591

    Other provisions are recognised when the department has a present obligation, the future sacrifice of economic benefits is probable, and the amount of the provision can be measured reliably. The amount recognised as a provision is the best estimate of the consideration required to settle the present obligation at the reporting date, considering the risks and uncertainties surrounding the obligation.

    The make-good provision is recognised in accordance with the lease agreement over the accommodation facilities. The department must remove any leasehold improvements from the accommodation facilities and restore the premises to its original condition at the end of the lease term.

    Other provisions relate to the best estimate of the consideration required to settle the obligation relating to the announcement of the early retirement scheme. The scheme was voluntary and there were a limited number of early retirement packages available for eligible employees.

  7. Introduction

    This section provides information on the sources of financing activities of the department during the financial year.

    This section also includes disclosures of balances that are classified as financial instruments (including cash balances) and additional information on managing exposures to financial risks.

    Structure of this section

    7.1 Borrowings

    7.2 Cash balances and cash flow information

    7.3 Financial instruments and financial risk management

    7.4 Commitments for expenditure

    7.5 Trust account balances

    7.1 Borrowings

    Key accounting recognition and measurement criteria

    Borrowings are classified as financial instruments.

    All interest-bearing borrowings are initially recognised at the fair value of the consideration received less directly attributable transaction costs. The measurement basis subsequent to initial recognition is at amortised cost. The classification depends on the nature and purpose of the interest-bearing liabilities. The department determines the classification of its interest-bearing liabilities at initial recognition.

    Leases recognised under the AASB 16 lease accounting standard are initially measured at the present value of the lease payments unpaid at the commencement date, discounted using an interest rate implicit in the lease if that rate is readily determinable or at the department’s incremental borrowing rate.

    Interest expenses include costs incurred in connection with the borrowing of funds or the notional interest cost in leases recognised under the AASB 16 lease accounting standard. Interest expense is recognised in the period in which it is incurred.

    2022

    $’000

    2021

    $’000

    Current borrowings

    Lease liabilities

    3,292

    1,933

    Total current borrowings

    3,292

    1,933

    Non-current borrowings

    Lease liabilities

    4,090

    1,575

    Total non-current borrowings

    4,090

    1,575

    Total borrowings

    7,382

    3,508

    The department leases various properties and motor vehicles. The lease contracts are typically made for fixed periods of between one and 10 years with an option to renew the lease.

    7.1 (a) Right-of-use assets resulting from leases

    Right-of-use assets are presented in Note 5.1.1(a).

    7.1 (b) Amounts recognised in the Comprehensive operating statement relating to leases

    The following amounts are recognised in the Comprehensive operating statement relating to leases.

    2022

    $’000

    2021

    $’000

    Interest expense on lease liabilities

    174

    95

    Expenses relating to short term leases and leases of low-value assets

    216

    34

    Total amount recognised in the comprehensive operating statement

    390

    129

    7.1 (c) Amounts recognised in the cash flow statement relating to leases

    The following amounts are recognised in the ‘cash flow statement’ relating to leases.

    2022

    $’000

    2021

    $’000

    Total cash outflow for leases

    (2,945)

    (2,085)

    Leases

    For any new contracts entered into, the department considers whether contracts contain leases. A lease is defined as a contract that conveys the right to use an asset (the underlying asset) for a period of time in exchange for consideration. To apply this definition the department assesses whether the contract meets all three of the following key evaluations:

    • whether the contract contains an identified asset that is either explicitly identified in the contract or implicitly specified by being identified at the time the asset is made available to the department and for which the supplier does not have substantive substitution rights
    • whether the department has the right to benefit substantially from all the economic benefits from using the asset throughout the contract period, and has the right to direct the use of the asset throughout the contract period
    • whether the department has the right to make decisions in respect of ‘how and for what purpose’ the asset is used throughout the contract period.

    Separation of lease and non-lease components

    At inception or on reassessment of a contract that contains a lease component, the lessee is required to account separately for non-lease components within the contract and exclude these amounts when determining the lease liability and right-of-use asset amount.

    Lease payments included in the measurement of the lease liability comprise:

    • fixed payments (including in-substance fixed payments) less any lease incentive receivable
    • variable payments based on an index or rate, initially measured using the index or rate on the commencement date
    • amounts expected to be payable under a residual value guarantee
    • payments arising from purchase and termination options reasonably certain to be exercised.

    Subsequent to initial measurement, the liability is reduced for payments made and increased for interest changes. It is remeasured to reflect any reassessment or modification, or if there are changes in in-substance fixed payments.

    When the lease liability is remeasured, the corresponding adjustment is reflected in the right-of-use asset or in the comprehensive operating statement if the right-of-use asset is already reduced to zero.

    Short-term leases and leases of low-value assets

    The department has elected to account for short-term leases and leases of low-value assets using the practical expedients. Instead of recognising a right-of-use asset and lease liability, the payments in relation to these are recognised as an expense in the comprehensive operating statement when the expenditure is incurred.

    Presentation of right-of-use assets and lease liabilities

    The department discloses right-of-use assets as ‘Property plant and equipment’. Lease liabilities are presented as ‘Borrowings’ in the balance sheet.

    7.2 Cash balances and cash flow information

    7.2.1 Cash balances

    2022

    $’000

    2021

    $’000

    Cash on hand

    Cash at bank

    55,356

    52,882

    Balance as per cash flow statement

    55,356

    52,882

    Cash at bank includes deposits at call held at the bank and trust account balances held in the State of Victoria’s bank account (‘public account’). Cash received by the department is paid into the public account. Similarly, expenditure for payments to suppliers and creditors are made via the public account. The public account remits to the department the cash required based on payments to suppliers or creditors.

    7.2.2 Reconciliation of the net result for the period to the cash flow from operating activities

    2022

    $’000

    2021

    $’000

    Net result for the period

    21,986

    13,048

    Non-cash movements

    Depreciation and amortisation

    24,066

    23,220

    (Gain)/loss on disposal of non-financial assets

    (22)

    657

    Net transfers free of charge

    (11,416)

    Total non-cash movements

    12,628

    23,877

    Movements in assets and liabilities (net of restructuring)

    (Increase) in receivables

    (11,685)

    (6,231)

    Decrease in other non-financial assets

    9

    5,651

    (Decrease) in payables

    (7,203)

    (2,199)

    Increase in employee benefits

    10,961

    1,451

    Increase in other provisions

    3,010

    Total movements in assets and liabilities

    (4,908)

    (1,328)

    Net cash flows from operating activities

    29,706

    35,597

    7.3 Financial instruments and financial risk management

    Key accounting recognition and measurement criteria

    Introduction

    Financial instruments arise out of contractual agreements between entities that give rise to a financial asset of one entity and a financial liability or equity instrument of another entity. Due to the nature of the department’s activities, certain financial assets and financial liabilities arise under statute rather than a contract. Such financial assets and financial liabilities do not meet the definition of financial instruments in AASB 132 Financial Instruments: Presentation.

    The department applies AASB 9 Financial Instruments and classifies all financial assets based on the business model for managing the assets and the assets’ contractual terms.

    Financial assets at amortised cost

    Financial assets are measured at amortised cost. These assets are initially recognised at fair value plus any directly attributable transaction costs and are subsequently measured at amortised cost using the effective interest method less any impairment.

    Financial assets at amortised cost include the department’s cash and deposits and trade receivables, but not statutory receivables.

    Financial liabilities at amortised cost

    Financial liabilities are initially recognised on the date they are originated. They are initially measured at fair value plus any directly attributable transaction costs. After initial measurement, these financial instruments are measured at amortised cost using the effective interest method.

    Financial liabilities measured at amortised cost include all the department’s contractual payables and lease liabilities (borrowings).

    Derecognition of financial assets

    A financial asset (or, where applicable, a part of a financial asset or part of a group of similar financial assets) is derecognised when the rights to receive cash flows from the asset have expired.

    Derecognition of financial liabilities

    A financial liability is derecognised when the obligation under the liability is discharged or, cancelled, or expires.

    Offsetting financial instruments

    Financial instrument assets and liabilities are offset and the net amount disclosed in the balance sheet when, and only when, there is a legal right to offset the amounts and the department intends to settle on a net basis or to realise the asset and settle the liability simultaneously.

    Categories of financial assets and liabilities

    The following table shows the department’s categorisation of financial assets and financial liabilities.

    2022

    Financial assets at amortised cost

    $’000

    Financial liabilities at amortised cost

    $’000

    Total

    $’000

    Contractual financial assets

    Cash and deposits

    55,356

    55,356

    Receivables

    60,703

    60,703

    Total contractual financial assets in 2022

    116,059

    116,059

    Financial liabilities

    Payables

    31,348

    31,348

    Lease liabilities

    7,382

    7,382

    Total contractual financial liabilities in 2022

    38,730

    38,730

    2021

    Financial assets at amortised cost

    $’000

    Financial liabilities at amortised cost

    $’000

    Total

    $’000

    Contractual financial assets

    Cash and deposits

    52,882

    52,882

    Receivables

    81,266

    81,266

    Total contractual financial assets in 2021

    134,148

    134,148

    Financial liabilities

    Payables

    40,641

    40,641

    Lease liabilities

    3,508

    3,508

    Total contractual financial liabilities in 2021

    44,149

    44,149

    The department’s main financial risks include credit risk, liquidity risk and market risk.

    Credit risk

    Credit risk refers to the possibility that a debtor will default on its financial obligations as and when they fall due. Credit risk associated with the department’s contractual financial assets is minimal because the main debtors are other Victorian Government entities. Credit risk is measured at fair value and is monitored on a regular basis.

    Considering the minimal credit risk, there is no expected credit loss for contractual receivables as per AASB 9 Financial Instruments Expected Credit Loss approach.

    Liquidity risk

    Liquidity risk arises when the department is unable to meet its financial obligations as they fall due. The department’s exposure to liquidity risk is deemed insignificant based on a current assessment of risk.

    The department is exposed to liquidity risk mainly through the financial liabilities as disclosed in the balance sheet. The department manages its liquidity risk by:

    • maintaining an adequate level of uncommitted funds that can be drawn at short notice to meet its short-term obligations
    • careful maturity planning of its financial obligations based on forecasts of future cash flows.

    Market risk

    The department’s exposure to market risk is primarily through interest rate risk. The department has no material exposure to foreign currency and other price risks.

    Interest rate risk

    The department’s exposure to interest rate risk is insignificant and arises primarily through the department’s lease liabilities. The department manages the risk by undertaking interest-bearing liabilities, which are motor vehicles and accommodation leases under fixed-rate contracts.

    7.4 Commitments for expenditure

    Commitments for future expenditure include operating and capital commitments arising from contracts. These commitments are recorded at their nominal value and include GST. Where it is considered appropriate and provides relevant information to users, the net present values of significant individual projects are stated. These future expenditures cease to be disclosed as commitments once the related liabilities are recognised in the balance sheet.

    Nominal amounts

    Less than 1 year

    $’000

    1–5 years

    $’000

    5+ years

    $’000

    Total

    $’000

    2022

    Capital commitments

    401

    401

    Outsourcing commitments

    1,389

    1,389

    Short-term occupancy agreement commitments (no GST)

    18,324

    18,324

    Other commitments

    53,769

    12,289

    66,058

    Total commitments (inclusive of GST)

    73,884

    12,289

    86,173

    Less GST recoverable

    (6,717)

    (1,117)

    (7,834)

    Total commitments (exclusive of GST) in 2022

    67,168

    11,171

    78,339

    2021

    Capital commitments

    1,930

    3,235

    5,165

    Outsourcing commitments

    1,571

    46

    1,617

    Short-term occupancy agreement commitments (no GST)

    5,803

    5,803

    Other commitments

    27,858

    10,423

    487

    38,767

    Total commitments (inclusive of GST)

    37,162

    13,704

    487

    51,352

    Less GST recoverable

    (3,378)

    (1,246)

    (44)

    (4,668)

    Total commitments (exclusive of GST) in 2021

    33,783

    12,458

    443

    46,684

    The department also has grant payment commitments. These commitments are unquantifiable since final grant payments to recipients are based on achieving performance milestones that may or may not be met and will affect the payment of those grants.

    7.5 Trust account balances

  8. Introduction

    This section includes additional disclosures required by accounting standards or otherwise for the understanding of this financial report.

    It also provides information on administered items.

    Structure of this section

    8.1 Other economic flows

    8.2 Responsible persons

    8.3 Executive remuneration

    8.4 Related parties

    8.5 Remuneration of auditors

    8.6 Restructuring of administrative arrangements

    8.7 Contingent assets and contingent liabilities

    8.8 Administered items

    8.9 Other accounting policies and Australian Accounting Standards issued but not yet effective

    8.10 Subsequent events

    8.1 Other economic flows

    Other economic flows are changes in the value of an asset or liability that do not result from transactions. Gains/(losses) from other economic flows include the gains or losses from:

    • the disposal of leased motor vehicles
    • impairments of non-current physical and intangible assets
    • the revaluation of the present value of the long service and recreational leave liability due to changes in the bond interest rate.

    Other economic flows

    2022

    $’000

    2021

    $’000

    Net gain on non-financial assets

    Impairment of intangible assets

    (516)

    (1,061)

    Gain on disposal of leased motor vehicles

    538

    404

    Total net gain/(loss) on non-financial assets

    22

    (657)

    Other gains on other economic flows

    Gain on revaluation of recreational leave liability

    214

    295

    Gain on revaluation of long service leave liability

    2,008

    2,780

    Total other gains on other economic flows

    2,222

    3,075

    8.2 Responsible persons

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

    Names

    The persons who held the position of Minister and Accountable Officer in the department (from 1 July 2021 to 30 June 2022 unless otherwise stated) were:

    Name of Minister or Accountable Officer

    Relevant title

    The Hon Daniel Andrews MP

    Premier

    The Hon James Merlino MP

    Deputy Premier (until 24 June 2022)

    The Hon Jacinta Allan MP

    Deputy Premier (from 25 June 2022)

    Gabrielle Williams MP

    Minister for Treaty and First Peoples (from 27 June 2022)

    (previously Aboriginal Affairs — until 26 June 2022)

    Tim Pallas MP

    Minister for Industrial Relations

    The Hon Danny Pearson MP

    Minister for Government Services

    Jeremi Moule

    Secretary

    The persons who acted in positions of Minister and Accountable Officer in the department (from 1 July 2021 to 30 June 2022) were:

    Name of Minister or Accountable Officer

    Relevant office

    Persons who acted in the positions

    The Hon Daniel Andrews MP

    Office of the Premier

    The Hon Jacinta Allan MP

    The Hon James Merlino MP

    The Hon Danny Pearson MP

    Office of the Minister for Government Services

    The Hon Shaun Leane MP

    The Hon Natalie Hutchins MP

    Gabrielle Williams MP

    Office of the Minister for Treaty and First Peoples

    (previously Aboriginal Affairs — until 26 June 2022)

    The Hon Luke Donnellan MP

    The Hon Martin Foley MP

    The Hon Ros Spence MP

    The Hon Richard Wynne MP

    Tim Pallas MP

    Office of the Minister for Industrial Relations

    The Hon Danny Pearson MP

    Jeremi Moule

    Office of the Secretary

    Tim Ada

    Kate Houghton

    Chris Miller

    Remuneration

    Remuneration received or receivable by the Accountable Officer in connection with managing the department during the reporting period was in the range of $740,000–$749,999 (2020–21: $630,000–$639,999).(1)

    Note: (i) Remuneration received or receivable by the Accountable Officer (s) in 2020–21 was lower than the current year due to the transition of Secretaries during that year. Remuneration received includes salary and superannuation paid in the year. Remuneration receivable includes the value of accrued leave entitlements.

    8.3 Executive remuneration

    The number of executive officers, other than ministers and accountable officers, and their total remuneration during the reporting period are shown in the table below. Total annualised employee equivalents provide a measure of full-time equivalent executive officers over the reporting period.

    Remuneration comprises employee benefits in all forms of consideration paid, payable or provided by the department or on behalf of the department, in exchange for services rendered, and is disclosed in the following categories:

    • Short-term employee benefits include amounts such as wages, salaries, annual leave or sick leave that are usually paid or payable on a regular basis, as well as non-monetary benefits such as allowances and free or subsidised goods or services.
    • Post-employment benefits include pensions and other retirement benefits paid or payable on a discrete basis when employment has ceased.
    • Other long-term benefits include long service leave, other long-service benefits or deferred compensation.
    • Termination benefits include termination of employment payments.

    Remuneration of executive officers

    2022

    $’000

    2021

    $’000

    Short-term employee benefits

    25,167

    25,394

    Post-employment benefits

    2,558

    2,454

    Other long-term benefits

    1,051

    (1,249)

    Termination benefits

    416

    519

    Total remuneration

    29,192

    27,118

    Total number of executives(i)

    138

    168

    Total annualised employee equivalents(ii)

    108.0

    128.4

    Notes:

    (i) The total number of executive officers includes people who meet the definition of key management personnel of the entity under AASB 124 Related Party Disclosures and are also reported within the related parties note disclosure (Note 8.4).

    (ii) Annualised employee equivalent is based on the time fraction worked over the reporting period.

    The department is a wholly owned and controlled entity of the State of Victoria.

    Related parties of the department, Victorian Independent Remuneration Tribunal and Wage Inspectorate Victoria include:

    • all key management personnel and their close family members and personal business interests (controlled entities, joint ventures and entities they have significant influence over)
    • all Cabinet ministers and their close family members
    • all departments and public sector entities that are controlled and included in the whole of state consolidated financial statements.

    The department received funding from the Consolidated Fund totalling $650.5 million (2021: $607.4 million). Refer to Note 2.1 for details.

    Key management personnel

    The department’s key management personnel from 1 July 2021 to 30 June 2022 included:

    The Premier

    • The Hon Daniel Andrews MP

    Portfolio ministers

    • The Hon James Merlino MP
    • The Hon Jacinta Allan MP
    • Gabrielle Williams MP
    • Tim Pallas MP
    • The Hon Danny Pearson MP

    Secretary

    • Jeremi Moule

    Deputy Secretaries

    • Toby Hemming
    • Tim Ada
    • Chris Miller
    • Vivien Allimonos
    • Kate Houghton
    • Travis Lovett
    • Elly Patira
    • Matt O’Connor
    • Sandy Pitcher
    • Michael McNamara

    Executive Director, Corporate Services

    • Genevieve Dolan
    • Kylie Callander

    Key management personnel of the administrative offices included in the department’s financial statements and other statutory appointees that are material in terms of the department’s financial results include:

    Administrative offices

    • Justine Heazlewood — The Keeper of Public Records of Public Record Office Victoria
    • Joanne de Morton — Chief Executive Officer of Service Victoria

    The compensation detailed below excludes the salaries and benefits of portfolio ministers. Ministers’ remuneration and allowances are set by the Parliamentary Salaries and Superannuation Act 1968 and is reported in the State’s Annual Financial Report.

    Compensation of key management personnel

    Department, administration offices and section 53 entities

    2022

    $’000

    2021

    $’000

    Short-term employee benefits

    5,070

    3,733

    Post-employment benefits

    358

    270

    Other long-term benefits

    172

    (368)

    Termination benefits

    153

    Total

    5,600

    3,788

    Given the breadth and depth of state government activities, related parties transact with the Victorian public sector on terms and conditions equivalent to those that prevail in arm’s length transactions under the State’s procurement process. Further employment of processes within the Victorian public sector occurs on terms and conditions consistent with the Public Administration Act, codes of conduct, and standards issued by the Victorian Public Sector Commission. Procurement processes occur on terms and conditions consistent with Victorian Government Procurement Board requirements.

    During the financial year the department’s Secretary, Jeremi Moule, was a member of the board of directors of the Australian New Zealand School of Government (ANZSOG). Since 2002 the department has transactions that occurred with ANZSOG that prevail at arm’s length under the State’s procurement processes.

    Outside of normal citizen-type transactions with the department, there were no other related party transactions that involved key management personnel or their close family members. No provision has been required, nor any expense recognised, for impairment of receivables from related parties.

    8.5 Remuneration of auditors

    2022

    $’000

    2021

    $’000

    Victorian Auditor-General’s Office

    Audit of the annual financial statements

    156

    144

    Total remuneration of auditors

    156

    144

    8.6 Restructuring of administrative arrangements

    Transfers out of the department

    The following transfer of public sector reform from the department (the transferor) to the Victorian Public Sector Commission was based on the declaration pursuant to section 28(1) of the Public Administration Act taking effect on 1 July 2021:

    2022

    Public sector reform

    $’000

    Total net transfer

    $’000

    Assets

    Cash and deposits

    2,672

    2,672

    Receivables

    332

    332

    Total assets

    3,004

    3,004

    Liabilities

    Employee benefits

    (332)

    (332)

    Total liabilities

    (332)

    (332)

    Net assets transferred(i)

    2,672

    2,672

    Note:

    (i) The net assets (liabilities) transferred were treated as a transfer of contributed capital provided by the State of Victoria.

    8.7 Contingent assets and contingent liabilities

    Key accounting recognition and measurement criteria

    Contingent assets and contingent liabilities are not recognised in the balance sheet but are disclosed and, if quantifiable, measured at nominal value.

    Contingent assets and liabilities are presented inclusive of GST.

    Contingent assets are possible assets that arise from past events, whose existence will be confirmed only by the occurrence or non-occurrence of one or more uncertain future events not wholly within the control of the department.

    These are classified as either quantifiable, where the potential economic benefit is known, or non-quantifiable.

    Contingent liabilities are:

    • possible obligations that arise from past events, whose existence will be confirmed only by the occurrence or non-occurrence of one or more uncertain future events not wholly within the control of the department, or
    • present obligations that arise from past events but are not recognised because:
      • it is not probable that an outflow of resources embodying economic benefits will be required to settle the obligations, or
      • the amount of the obligations cannot be measured with sufficient reliability.

    Contingent liabilities are also classified as either quantifiable or non-quantifiable.

    Contingent liabilities

    Quantifiable contingent liabilities

    Contingent liabilities

    2022

    $’000

    2021

    $’000

    Legal proceedings and disputes

    150

    110

    Total

    150

    110

    Non-quantifiable contingent liabilities

    Digital Victoria contracts

    The department has executed several procurement contracts on behalf of Digital Victoria, which includes an indemnity clause. This indemnity clause implies that the department may be liable to reimburse financial claims in the future. It is impractical to quantify those potential future claims at this point in time.

    Contaminated land — PROV (North Melbourne)

    The department has a potential contingent liability arising from remediation that may be required if the undeveloped area of land, which is contaminated, is further developed. This area of land has been maintained in a vegetated state to reduce the possibility of any erosion and windborne dust generation. Due to recent changes in environmental laws, there will be an application lodged with the Environmental Protection Authority Victoria (EPA), which will include an assessment from an independent consultant, to clarify the classification of the contamination. The liability for any remediation works is contingent upon the outcome of the application to the EPA, and any plans to further develop or sell the undeveloped portion of land. At this stage the undeveloped area of land is not expected to be developed, sold or further remediated which makes it impractical to quantify the financial effects of this contingent liability. As of 30 June 2022, there has been no legal or constructive obligation identified and as such there has been no provision recognised.

    (2021: nil).

    Contingent assets

    There were no contingent assets as at the reporting date. (2021: nil).

    8.8 Administered items

    Key accounting recognition and measurement criteria

    Administered transactions relating to income, assets and liabilities are determined on an accrual basis.

    The below transactions and balances relate to administered items and are not included elsewhere in these financial statements because the department does not control these activities. However, the department remains accountable to the State for the transactions involving these administered resources even though it does not have the discretion to deploy these resources for its own benefit or to achieve its objectives. The most significant transactions in this category include appropriations received and on-passed to the Victorian Electoral Commission for electoral entitlements, disposal of vehicles under leases, the Public Service Commuter Club and other Treasury and departmental trusts.

    Administered (non-controlled) items

    2022

    $’000

    2021

    $’000

    Administered income from transactions

    Appropriations

    12,551

    17,402

    Grants

    137

    Provision of services

    98

    48

    Other income

    1,921

    691

    Total administered income from transactions

    14,570

    18,278

    Administered expenses from transactions

    Grants and other transfers

    12,551

    11,955

    Supplies and services

    5

    4,548

    Employee expenses

    874

    Payments into the Consolidated Fund

    2,018

    879

    Total administered expenses from transactions

    14,574

    18,256

    Total administered comprehensive result

    (4)

    22

    Administered financial assets(i)

    Cash(ii)

    31,442

    24,305

    Other receivables

    114

    133

    Total administered financial assets

    31,556

    24,438

    Total assets

    31,556

    24,438

    Administered liabilities

    Amounts payable to other government agencies(ii)

    31,659

    24,535

    Total liabilities

    31,659

    24,535

    Administered net assets

    (103)

    (97)

    Notes:

    (i) The State’s investment in all its controlled entities is disclosed in the administered note of the Department of Treasury and Finance’s financial statements. This includes the investment in the department’s portfolio entities.

    (ii) This includes funds in trust for the portfolio agencies held in the State’s public account.

    Administered trust account balances

    The table below provides additional information on individual administered trust account balances.

    8.9 Other accounting policies and Australian Accounting Standards issued but not yet effective

    Other accounting policies — contributions by owners

    In relation to machinery of government changes and consistent with the requirements of AASB 1004 Contributions, contributions by owners, contributed capital and its repayments are treated as equity transactions and do not form part of the department’s income and expenses.

    Additions to net assets that have been designated as contributions by owners are recognised as contributed capital. Other transfers that are contributions to, or distributions by, owners are designated as contributions by owners.

    Transfers of net assets or liabilities arising from administrative restructurings are treated as distributions to, or contributions by, owners.

    Australian Accounting Standards issued but not yet effective

    Certain new and revised accounting standards have been issued but are not effective for the 2021–22 reporting period. These accounting standards have not been applied to the department’s financial statements. The State is reviewing its existing policies and assessing the potential implications of these accounting standards which includes the following.

    Standard/interpretation

    • AASB 2020-1 Amendments to Australian Accounting Standards — Classification of Liabilities as Current or Non-current

    Summary

    This Standard amends AASB 101 to clarify requirements for the presentation of liabilities in the statement of financial position as current or non-current. A liability is classified as non-current if an entity has the right at the end of the reporting period to defer settlement of the liability for at least 12 months after the reporting period. The meaning of settlement of a liability is also clarified.

    AASB 2020-6 Amendments to Australian Accounting Standards — Classification of Liabilities as Current or Non-current — Deferral of Effective Date was issued in August 2020 and defers the effective date to annual reporting periods beginning on or after 1 January 2023 instead of 1 January 2022, with earlier application permitted.

    Applicable for annual reporting periods beginning on 1 January 2023

    Impact on public sector entity financial statements

    • The amended standard is not expected to have a significant impact on the public sector.

    Several other amending standards and AASB interpretations have been issued that apply to future reporting periods but are considered to have limited impact on the department’s reporting:

    • AASB 2020-3 Amendments to Australian Accounting Standards — Annual Improvements 2018–2020 and Other Amendments
    • AASB 2021-2 Amendments to Australian Accounting Standards — Disclosure of Accounting Policies and Definitions of Accounting Estimates
    • AASB 2021-6 Amendments to Australian Accounting Standards — Disclosure of Accounting Policies: Tier 2 and Other Australian Accounting Standards
    • AASB 2021-7 Amendments to Australian Accounting Standards — Effective Date of Amendments to AASB 10 and AASB 128 and Editorial Corrections .

    8.10 Subsequent events

    No significant events have occurred since 30 June 2022 that will have a material impact on the information disclosed in the financial statements.


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

Contacts

Contact information for the Department of Premier and Cabinet and administrative offices.

Department of Premier and Cabinet

Secretary

1 Treasury Place
Melbourne 3002
(DX 210753)
(GPO Box 4912, Melbourne 3001)
Telephone: 03 9651 5111
Email: dp&c@dpc.vic.gov.au
www.dpc.vic.gov.au External Link

Administrative offices

Office of the Governor

Official Secretary
Government House
Government House Drive
Melbourne 3004
Telephone: 03 9655 4211
www.governor.vic.gov.au External Link

Office of the Chief Parliamentary Counsel

Chief Parliamentary Counsel
Level 2, 1 Macarthur Street
East Melbourne 3002
Telephone: 03 9651 2103
www.legislation.vic.gov.au External Link

Office of the Victorian Government Architect

Victorian Government Architect
Level 2, 20 Spring Street
East Melbourne 3002
Telephone: 03 9651 6583
www.ovga.vic.gov.au External Link

Public Record Office Victoria

Director and Keeper of Public Records
Victorian Archives Centre
99 Shiel Street
North Melbourne 3051
Telephone: 03 9348 5600
www.prov.vic.gov.au External Link

Service Victoria

Chief Executive Officer
Level 10, 1 McNab Avenue
Footscray 3011
www.service.vic.gov.au External Link


Reviewed 15 March 2023