RTI RELEASE - DSDIP• All proposals for consultancies will require a strong business case and approval by the Director-General and proposed consultancies exceeding $150,000 should

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Kym Asprey

From: Sent: To:

Cc:

Jon Grayson [[email protected]] Wednesday, 16 May 2012 4:52PM Alan Millis (Energy and Water Supply); Andrew Chesterman (Environment and Heritage); Barry Brae (Coordinator-General); Barry Leahy (Justice); Bob Atkinson (Queensland Police); Brett Heyward (PSC); Dan Hunt (Natural Resources and Mines); David Edwards; Debbie Best (ATSI and Multicultural Affairs); Graeme Newton (QRA); Helen Gluer (Treasury); Jack Noye; John Glaister (Parks, Recreation, Sport and Racing); Julie Grantham (Education, Training and Employment); Kelvin Anderson (Community Safety); Margaret Allison (Communities, Child Safety and Disability); Michael Caltabiano (Transport and Main Roads); Natalie MacDonald (Housing and Public Works); Neil Castles; Phillip Reed (Science, IT, Innovation and Arts); Richard Eden (Tourism and Major Events); Tony O'Connell (Health} Craig Evans; Sharon Bailey

Subject: Achieving Cost Savings Across Government

Dear Colleagues

In late March, I wrote to you regarding the Premier's direction that there be: • An immediate freeze on all public sector permanent and temporary appointments, excepting those involved

in front line service delivery (eg nurses, teachers and police). • A cessation of all advertising campaigns, unless deemed by Directors-General to be essential (The only

exception is non-campaign advertising which has a legal requirement to be published). • No consultancies let until further notice. • A cut to travel expenditure of 20% by all agencies, with an expectation that travel will only be undertaken

when other alternatives are not possible.

I have talked with many of you about these measures and my office has received a number of queries from agencies about the best way to implement these measures, while ensuring that the quality of service delivery is maintained and improved.

The overriding principle in the above four measures, is that Directors-General are fully across their budget position and have robust processes in place to ensure savings are made and every dollar is focussed on delivering core objectives.

There will be exceptional instances where an appointment, a consultancy, advertising and/or travel is critical to the delivery of the Government's agenda. Consequently, I am proposing to institute a range of processes to assist the management of the above four measures:

• In regard to establishment management processes, the standard position, is that there is to be no recruitment or replacement of staff. While Directors-Generals can exercise some discretion up to the A08 level, all proposals to appoint non-frontline positions of SO and SES officers, will require approval by the Director-General of the Department of the Premier and Cabinet;

• All advertising (with the exception of classified or advertisements of a legal requirement) needs to be endorsed by Directors-General in the first instance. Following endorsement, it then needs to be provided to the Executive Director, State Services, Department of the Premier and Cabinet (EDSS) for approval by the Director-General, Premier and Cabinet;

• All proposals for consultancies will require a strong business case and approval by the Director-General and proposed consultancies exceeding $150,000 should be referred to the Director-General of the Department of the Premier and Cabinet; and

• In regard to travel, it is requested that you have a clear analysis of your agency's current travel spend, including where efficiencies might be made, and that going forward there is a process for travel approval that sets out clear criteria, is understood and adhered to throughout your agency, and will ensure you are able to achieve the 20% reduction. The current TMS reporting capacity will be a useful tool in this process.

To ensure that the Government has access to timely data on the exercise of these measures, I am requesting that

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Directors General: • Report on the management of their establishment, particularly the exercise of their discretion to make

exceptions up to the A08 level, to the Public Sector Commission on a weekly basis; • Report on the use of consultancies within their agencies, to Queensland Treasury, on a weekly basis; and • Table these reports at our CEO Leadership Team (CLT) meetings.

The Public Sector Commission and Queensland Treasury will contact you shortly in regard to a template and process for this reporting.

I look forward to discussing this further at our next CLT meeting.

Regards

Jon Grayson

Director-General Department of the Premier and Cabinet

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Kym Asprey

From: Stephen Johnston Sent: To:

Thursday, 17 May 2012 1 :08 PM Neil Castles

Subject: FW: Achieving Cost Savings Across Government

Neil

Are you happy to accept this offer?

Stephen Johnston Executive Director Office of Local Government Department of Local Government and Planning Queensland Government

tel + 61 7 322 58654 (ext 58654) mobilepost PO Box 15009 City East Qld 4002 visit Level 8 63 George Street Brisbane [email protected]

www.dlqp.gld.qov.au

Tomorrow's Queensland: strong, green, smart, healthy and fair www.towardQ2.qld.qov.au

P Please consider the environment before printing this email

From: Kris Stone-Tolcher Sent: Thursday, 17 May 2012 9:26AM To: Stephen Johnston Cc: Trish Cochrane Subject: FW: Achieving Cost Savings Across Government

Good morning

We have received this advice from the Director-General, DSDIP. We wi ll be coordinating the procurement part of this reporting for DSDIP and we are happy to provide this service to the Director-General, DLG. A whole-of-government template is being prepared.

We have a process in place regarding new procurement, so this information is being gathered currently and will be amended to suit the template.

We are reviewing the requirements for travel reporting.

Can you please advise if this approach is acceptable for DLG?

Thank you

Kris Stone-T olcher

From: Jon Grayson [mailto:[email protected] Sent: Wednesday, 16 May 2012 4:52 PM To: Alan Millis (Energy and Water Supply); Andrew Chesterman (Environment and Heritage); Barry Broe (Coordinator-General);

Barry Leahy (Justice); Bob Atkinson (Queensland Police); Brett Heyward (PSC); Dan Hunt (Natural Resources and Mines); David Edwards; Debbie Best (ATSI and Multicultural Affairs); Graeme Newton (QRA); Helen Gluer (Treasury); Jack Noye; John Glaister (Parks, Recreation, Sport and Racing); Julie Grantham (Education, Training and Employment); Kelvin Anderson

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Cc:

(Community Safety); Margaret Allison (Communities, Child Safety and Disability); Michael Caltabiano (Transport and Main Roads); Natalie MacDonald (Housing and Public Works); Neil Castles; Phillip Reed (Science, IT, Innovation and Arts); Richard Eden (Tourism and Major Events); Tony O'Connell (Health) Craig Evans; Sharon Bailey

Subject: Achieving Cost Savings Across Government

Dear Colleagues

In late March, I wrote to you regarding the Premier's direction that there be: • An immediate freeze on all public sector permanent and temporary appointments, excepting those involved

in front line service delivery (eg nurses, teachers and police). • A cessation of all advertising campaigns, unless deemed by Directors-General to be essential (The only

exception is non-campaign advertising which has a legal requirement to be published).

• No consultancies let until further notice. • A cut to travel expenditure of 20% by all agencies, with an expectation that travel will only be undertaken

when other alternatives are not possible.

I have talked with many of you about these measures and my office has received a number of queries from agencies about the best way to implement these measures, while ensuring that the quality of service delivery is maintained and improved.

The overriding principle in the above four measures, is that Directors-General are fully across their budget position and have robust processes in place to ensure savings are made and every dollar is focussed on delivering core objectives.

There will be exceptional instances where an appointment, a consultancy, advertising and/or travel is critical to the delivery of the Government's agenda. Consequently, I am proposing to institute a range of processes to assist the management of the above four measures:

• In regard to establishment management processes, the standard position, is that there is to be no recruitment or replacement of staff. While Directors-Generals can exercise some discretion up to the A08 level, all proposals to appoint non-frontline positions of SO and SES officers, will require approval by the Director-General of the Department of the Premier and Cabinet;

• All advertising (with the exception of classified or advertisements of a legal requirement) needs to be endorsed by Directors-General in the first instance. Following endorsement, it then needs to be provided to the Executive Director, State Services, Department of the Premier and Cabinet (EDSS) for approval by the Director-General, Premier and Cabinet;

• All proposals for consultancies will require a strong business case and approval by the Director-General and proposed consultancies exceeding $150,000 should be referred to the Director-General of the Department of the Premier and Cabinet; and

• In regard to travel, it is requested that you have a clear analysis of your agency's current travel spend, including where efficiencies might be made, and that going forward there is a process for travel approval that sets out clear criteria, is understood and adhered to throughout your agency, and will ensure you are able to achieve the 20% reduction. The current TMS reporting capacity will be a useful tool in this process.

To ensure that the Government has access to timely data on the exercise of these measures, I am requesting that Directors General:

• Report on the management of their establishment, particularly the exercise of their discretion to make exceptions up to the A08 level, to the Public Sector Commission on a weekly basis;

• Report on the use of consultancies within their agencies, to Queensland Treasury, on a weekly basis; and • Table these reports at our CEO Leadership Team (CLT) meetings.

The Public Sector Commission and Queensland Treasury will contact you shortly in regard to a template and process for this reporting.

I look forward to discussing this further at our next CLT meeting.

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Regards

Jon Grayson Director-General Department of the Premier and Cabinet

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Kym Asprey

From: Shelley Murphy Sent: To:

Thursday, 28 June 2012 11 :07 AM Neil Castles

Subject: FW: Department of Local Government structure

Attachments: Microsoft Word- Staff Handout final 20120627

Dear Neil

I spoke to Dan Goldman today (Together Union) and forwarded a copy of the published structure. He is keen to commence consultation (under the award) as soon as possible.

Shelley Director, HR

tel +61 7 3405 5618 ext 55618 m post PO Box 15009 City East Qld 4002 visit Level 11 Executive Building 100 George Street Brisbane [email protected] .au

http://www .dsdip.gld.gov .au/

.,!:; Please consider the environment before printing this email

From: Sent: To: Subject:

Microsoft Word -Staff Handout. ..

Dear Dan

Shelley Murphy Thursday, 28 June 2012 11:06 AM

Department of Local Government structure

Thankyou for taking my call today. Please find attached the structure the Director-General, Neil Castles, announced yesterday afternoon. This structure is effective from Monday, with the chief impact being the 5 branches into two branches, and one other branch remaining as it currently stands. The combination of functions is a an alignment of similar and closely related activity.

The Director-General spoke about the fiscal pressures on the Government, and the outcomes of recent CBRC consideration of the department's position. He advised staff that the department would need to make savings, including in terms of staffing, and that there were various tools or approaches at hand for that from not fill ing vacancies and rearranging work to the potential voluntary redundancy and placement processes. As these are still in development we couldn't be very specific but we outlined the basics in terms of a more upfront approach to voluntary redundancies . The Director-General indicated that he was providing early advice and would proceed quite quickly in terms of developing a strategy and then operationalising it.

Questions were invited but there were relatively few and most related to the ongoing functions and service delivery approach.

As discussed, I will set up a meeting as soon as possible.

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Shelley

Shelley Murphy Director Human Resources Department of State Development, Infrastructure and Planning Queensland Government

tel +61 7 3405 5618 ext 55618 m post PO Box 15009 City East Qld 4002 visit Level 11 Executive Building 100 George Street Brisbane [email protected]

http://www.dsdip.qld.gov.au/

..!; Please consider the environment before printing this email

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Structure

ODG I _ , Executi\'t! Assi.lllont

l>l r~c torOU(; Executive SUilllOrt Unit

I Director

Director Director Policy and Finance, Program Legal Funding Implementation & Corporate

& Reviews Support

Remuneration Grants and Discipline

Commission Tribunal

Regional Conduct

Review Panel

Director-General (Office of the Director-General)

Deputy Director-General

Corporate Services

outsourced to DSDIP

I

I I

Director Director Southern Northern Region Region


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Kym Asprey

From: Sent: To: Cc: Subject:

Attachments:

letter on 1rganisational struc ..

Hi

Shelley Murphy Thursday, 5 July 2012 5:06 PM Neil Castles; Heidi Schirmer Stephen Johnston letter on organisational structure

letter on organisational structure.doc

I inserted some suggestions. There isn't a redundancy program, just a directive that outlines provisions. Until decisions are made about the strategy to identify surplus roles there is no real point in mentioning a program.

Shelley

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Structure

ODG I - 1

Extt uli\ 't AS$l~tanl

UirccturODG Executive Support Uni t

I Director

Director Director Policy and Finance, Program Legal Funding Im1>lementation & Corporate

& Reviews Support

Remuneration Grants and Discipline

Commission Tribunal

Regional Conduct

Review Panel



Corporate Services

outsourccd to DSDIP

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I I

Director Directo•· Southern Northern Region Region


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Frequently asked questions Q. i If a position is identffied as not required and the employe-e elects for depioymr~nt and as a

re-suit is transferred into a comparable position in anothe-r agency:

• What happens if after undertaking its organisational review that the agency deems that position is now surplus to requirements? Does that employee go back on the deployment list and does the clock starting ticking for another four month deployment process?

• Will the employee be offered the option of a voluntary redundancy (VR) prior to commencing another deploymenUredeployment process?

A.1 This would initiate a new employee requiring placement (ERP) process in the new agency. The entire process would commence again.

Q.2 If an employee after being placed on a deployment list is transfet-rect into a vacant position in another agency, and that position is classified at a lower level to the employees substantive level (e.g. you currently hold an A04 position, you are now placed in an A03 position because that is what is available)

• Will the employee continue to be remunerated at their substantive level or the lower level • How soon does this arrangement commence and what then happens with the employees

accrued entitlements to that point ( eg long service leave. annual leave. sick leave)? • Is there a provision in the directive to ensure employees are not disadvantaged in this

regard? • Will entitlements be paid out at the employee's substantive level prior to the new

employment arrangements commencing? • Does this also operate in reverse - should an employee be deployed to a vacant position

classified at a higher level, does that mean the employee will be required to perform the roles and responsibilities of that higher level position yet continue to be remunerated at their substantive level?

A.2 ERPs who elect to be considered for redeployment and subsequently accept a role at a lower classification level will be appointed to the top pay point of their new classification level and provided with salary maintenance for a period of 12 months. The difference in the salary will be funded by the releasing department. This arrangement commences the day the employee commences with the new department.

Salary maintenance paid during temporary secondments may form part of the 12 month salary maintenance period. Where an employee voluntarily reverts to a lower classification, the employee will be entitled to long service leave accrued as at the date of the reversion at the employee's substantive classification and paypoint immediately preceding the reversion. Annual leave and sick leave will be paid at the pay rate applicable at the time the leave is taken.

There are no provisions for the payment in lieu of leave entitlements.


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There are no arrangements for deployment at a higher level. The department may decide to place you against a vacant position at a higher level. In this event you can only be required to perform the duties relevant to your classification level. If this situation occurs the department may elect to formally reclassify the position.

Q.3 When is it anticipated the outcome of the depaotment's organisational review process will be !-mown?

• How will staff be notified should their positions be identified as surplus to business needs and they are absent from the workplace (ie. on long service leave and out of the country, maternity leave, leave without pay etc)?

A.3 Employees will be given a written notice that their position has been identified as surplus. Where an employee is absent on leave, the department will either attempt to contact the person or wait for their return depending on individual circumstances. Employees should ensure that their details are correct in Aurion ESS. They may also wish to discuss how they can stay in touch and leave contact details with their manager for the provision of general updates and/or make contact themselves on a regular basis.

QA !f the Department of Local Government achleves tts target figure of X, will that be the end of this process and for how long?

• Will employees have some sort of feeling that things will settle down for them so that they can continue to be focussed on the job at hand and also have some sort of feeling that they can start to get on with the human side of their lives again and plan for the future knowing that their jobs are secure for a reasonable amount of time?

A.4 I appreciate the concerns of staff and how this impacts on your lives. Smaller staff reductions could still happen in the next few years, although it is hoped these could be achieved through natural attrition or voluntary processes. Furthermore any reductions in future years would need to take into account the state's financial position, government priorities and our agency's work programs among a number of other complex factors.

Terminology

Voluntary early retirement or VER is where an employee accepts an early retirement package in exchange for voluntarily terminating their employment with an agency. This requires the development of a voluntary early retirement scheme approved by the Commissioner of Taxation, and so is not applicable currently.

Voluntary redundancy or VR is where an employee accepts a redundancy package following a decision by the chief executive that the employee's position or function has become redundant (no longer required) as a result of workplace change.

Retrenchment is the termination of employment of an employee whose position is redundant and for whom it has been determined that continued actions to secure a permanent placement are no longer appropriate.

Employee requiring placement or ERP is an employee who has been advised that their position or function has become redundant and they have elected to pursue transfer and/or redeployment opportunities across the public service instead of accepting a VR.

Transfer at level is a transfer to another position in the same department or another department at the same classification level as the employee's substantive level.

Redeployment is a transfer to another position in the same department or another department at a lower classification level than the employee's substantive level.

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'D.!~GP, local government bulletin

Dear All

With the election of the Newman Government in March this year, there have been major machinery-of-government changes. These have impacted significantly on the former Department of Local Government and Planning as the planning function was split from the local government function, resulting in a smaller organisation with a narrowed regional presence.

While we might now be a smaller department, the government has placed considerable importance on our role. This is evidenced by the fact that we are now a department which has as its only focus local government. We have been tasked with empowering local governments to improve front line services and give local people a real say on the future direction of their community. DLG is also responsible for reviewing local government legislation and regulations to substantially reduce red tape and prescription. Effectively, the government is saying the best entities to deal with and make decisions about local communities are local governments. We must allow local governments to go about their work with minimum interference from the state government.

The role that the department has traditionally played in the applications for, allocation of, management of and distribution of grants and subsidies has been reduced. This has been impacted by the transfer of natural disaster relief funding to the Queensland Reconstruction Authority.

Yet, while our traditional role has been diminished, other aspects of our work will now assume a greater part of our time. These include the:

• management of complaints regarding councillors- these continue to increase due to more public scrutiny and the fact we live in an increasingly litigious society.

• need for capability development at a councillor and officer level- this is due to a number of factors including:

o the recent high turnover of elected officials, which is likely to continue at all levels of government

o the greater autonomy that we are providing to local governments means that councillors and senior staff will need to be more accountable

o while we are trying to remove levels of complexity in the acts and regulations, there are other bodies such as the Commonwealth and accounting bodies which are adding complexity.

• assessment of individual local government's financial viability/sustainability- as a consequence of the reduction of subsidies, the impact of disasters, the capping of infrastructure charges and the ever-increasing demand for service provision by constituents, local governments are having to access debt at greater levels than ever before. At the same time, rating agencies are increasingly scrutinising state and local government finances. This means the department, as well as Queensland Treasury Corporation, has to be more diligent in our assessment of local government financial viability/sustainability.

• a renewed emphasis on strengthening and managing local government client relationships and brokering cross-agency solutions.

To better respond to these changes, the department needs to be more flexible and adaptable. As a result, we have reorganised the department and reduced the number of branches. This will ensure greater flexibility to meet the overall departmental priorities and avoid branches becoming silos. It is also for this reason that all branches will direct report to the Deputy Director-General (Steve Johnston) to ensure consistency across the organisation.

The directors of the branches are:

http://www.vision6.eom.au/emlmessage/email/view.php?id=859326&u=23551 22/08/2012 RTI Document No. 115

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DLGP local government bulletin Page'2.o1.3 ·

• Director Finance and Funding - David Dobbs (resigned effective 27/07/12; Paul Carlson (acting))

• Director Program Implementation and Reviews- Max Barrie (acting) • Director Policy, Legal and Corporate Support- Bronwyn Blagoev (acting) • Director Southern Region- Bill Gilmore • Director Northern Region- Jo Stephenson.

There will be an internal recruitment process for those positions where officers are acting. Permanent appointments will be announced prior to the end of August.

We are also reviewing our decision-making delegations to ensure decisions are made at the appropriate level so that service standards and responsiveness are improved.

The new structure will also allow for more equal distribution of work. For example, should a branch become overwhelmed with work, this work can be reallocated to another branch -particularly in the regions -with the same quality assurance processes being in place. Similarly, the organisation should be in a better position to have a more focused approach to capability development by drawing upon the specialisations and skills that already exist within the department.

As you have no doubt heard or seen written in the media and through my comments, the government is in a very difficult financial position. This should in no way reflect on public servants and in particular this department, which has contained expenditure and employee numbers. It is a reflection of the previous government's policies with respect to infrastructure development, its response to growth and its overly optimistic revenue forecasts.

There are several actions the new government can take to improve its position -including increasing revenue and reducing expenditure. With respect to expenditure reduction, the government's priorities have been to substantially cut programs that are of limited value, to stop consultant and contractor expenditure and, where possible, minimise the use of temporary employees.

For this department, it means we must continue to find savings while ensuring we can deliver our services to local governments within the current tight fiscal environment. The cuts required include reduction in both employee costs and grant funding. The exact amount of our cuts will be known when we receive feedback from the Cabinet Budget Review Committee. We are not unique being in a similar position to other government departments.

As stated previously, our employee cost savings will, in the first instance, be achieved through natural attrition and deployment of staff to other areas of the public service as required. The other mechanism will be through voluntary redundancies that may be offered where a role is no longer required. The basis for a voluntary redundancy is different to the voluntary separation program that operated in the last year. At this stage no positions have been identified as surplus. Some employees may be interested in a voluntary redundancy. Staff will be advised of the process when relevant information becomes available.

New directives have been released regarding placement processes (Directive 6/12) and retirement, redundancy and retrenchment (Directive 4/12). These are available on the PSC website, including frequently asked questions for the placement directive. However, please note, the government is committed to a policy of no forced redundancies.

A presentation is also attached which provides details of the new organisational structure, together with the department's aims and objectives, an analysis of the challenges facing local governments and the department, the organisation's priorities and how we would measure our success over the coming year.

Please note that these may change slightly in the near future and once we have finalised our strategic and operational plans, which is currently in progress. However they do give you a very good indication of where we are heading over the coming year.

http://www.vision6.corn.au/em/message/emaillview.php?id=859326&u=23551 22/08/2012 RTI Document No. 116

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'D.U}Plocal govenunent bulletin Page 3 of3

I understand change can be challenging and difficult. If anyone is in need of support they should firstly contact their branch manager or director. Alternatively if you would like to raise any queries or concerns directly with me, please forward your questions through to the following email address: [email protected] or contact me on 3006 2463. The Employee Assistance Scheme is also available to assist individuals. This service is available on 1800 604 640.

In addition, an all staff meeting where you can raise any issues you may have, will be arranged and held prior to next Tuesday. Shelley Murphy, the Director Human Resources, will attend this meeting.

Finally, I would like to acknowledge everyone's efforts over the past few months. We have successfully established the new agency and implemented all commitments in the 100 Day Plan -including the establishment of the Queensland Boundaries Commission and the Partners in Government Agreement. Our progress in implementing the Government's other election commitments has also been significant and it is likely that we will have them all implemented over the next 12 months.

We now all have a unique opportunity to be part of significant change and contribute towards a stronger and more prosperous Queensland.

Regards,

Neil Castles Director-General Department of Local Government

http://www.vision6.eom.au/em/message/email/view.php?id=859326&u=23551 22/08/2012 RTI Document No. 117

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'DLGP.local govemment bulletin -""-·~.

Page 1 of2 ([7; ;zs;-y !J.- ""'·~

Dear all,

This is the first in a regular series of all staff emails I plan to issue to keep you informed about our achievements and happenings in our sector. From here on, keep an eye out for my messages on a fortnightly basis.

Along with our Minister and the Premier, I attended the recent LGAQ Civic Leaders and Financial Summit at the Sunshine Coast where the Partners in Government Agreement was signed. At the summit, Minister Crisafulli reiterated his commitment to restoring responsibility and accountability back to local governments, as well as improving the relationship between the state and Queensland's 73 councils.

One way we will achieve this will be by amending the Local Government Act and Regulations and the City of Brisbane Act and Regulations. Our teams are working hard to deliver these amendments by the end of 2012. Drafting instructions have just been provided to the Office of Queensland Parliamentary Counsel and it is anticipated that a Bill will be submitted to Cabinet in August 2012. The amendments to the Regulation will follow shortly thereafter. These amendments will address issues identified by our own staff, in addition to issues raised by local governments and the LGAQ, and will empower local governments to manage their own interests and reduce unnecessary state interference, red tape and prescription.

Restoring local government responsibility and accountability and removing unnecessary prescription brings with it risks. In many ways the local government act and regulations have been a 'guide book' for local governments. In future local governments will need to have the capability to develop their solutions to their problems without a reference book telling them how to do it. in this regard staff will need to develop training programs to assist local governments better understand the changes and the implications of these changes to the acts and regulations.

The Partners in Government Agreement recognises that the best outcomes to Queenslanders will be achieved when decision making is made at the appropriate government level and where there is real cooperation between the state and local governments.

An example of successful cooperation is a workshop organised last week by DLG's Townsville office and the Townsville City Council for council employees on the topic of administrative decisions and review processes. The workshop attracted 49 participants from 12 coun.cils. Presentations were made by Paul Leo from the Office of the Queensland Ombudsman and Peta Stilgoe from the Queensland Civil and Administrative Tribunal (QCAT).

You will have noticed the significant increase in media interest lately around potential deamalgamations. Local governments and community groups have until 29 August to submit their proposals for de-amalgamation to the Minister. To date, approximately 15 areas have contacted the Queensland Boundaries Commission or the department and shown an interest in de-amalgamating. Some of these include Noosa, Rosalie, Mareeba, Maryborough, Redcliffe and Stanthorpe. Col Meng, Queensland Boundaries Commissioner, has met with some of these groups already and will continue to meet with representatives from local government and other interested community groups to hear concerns and clarify issues around the scope and costs of de-amalgamation.

The Commonwealth Government recently advised the Queensland Local Government Grants Commission of its entitlement for 2012-13. The grants commission has yet to finalise its allocations to councils for 2012-13 and expects to be able to provide recommendations to our Minister shortly. Following that, the recommendations will be provided to the Commonwealth Minister for approval. All councils received a 50 per cent

http://www.vision6.com.aulem/message/emaillview.php?id=864653&u=23551 22/08/2012 RTI Document No. 124

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DLGP local government bulletin

allocation of the 2012-13 allocation in June 2012 as a decision of the Commonwealth budget. This allocation is based on 2011-12 and does not represent an indication of the 2012-13 total value.

I appreciate the recent realignment of the department structure will have been challenging. The management team and I appreciate your efforts to maintain your professionalism under difficult circumstances. We are still awaiting final confirmation of our future budget allocation and once this has happened it will be much easier to keep you informed about workforce plans for the future. I certainly plan to pass on information as it becomes available.

In the meantime, if you have any questions or concerns please speak with your manager or alternatively, please refer to a link on the Public Service Commission website on the Employees Requiring Placement.

Based on recent questions put to my office we have asked HR to prepare a separate FAQ sheet.

Finally I would like to acknowledge the valuable contribution David Dobbs has made to local government during his time in the Department. David has contributed significantly in the area of sustainability, planning integration, governance and financial reporting. David is leaving on Friday, 27 July. I believe David, in his future role as a consultant, will be a very valuable asset to local government. On behalf of the Department, I would like to wish David all the best his future endeavours.

Going forward, I would like to change this email around to be more like a newsletter and I would value your participation or contribution. This could be an issue, a change or a highlight you may wish to write about. Alternatively you may bring forward questions or suggestions on any topic. Please email them through to me at [email protected].

Regards,


http://www.vision6.corn.au/ernlmessage/email!view.php?id=864653&u=23551 22/08/2012 RTI Document No. 125

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DLG draft Strategic Plan 2012 .. 2016

Purpose:

To support the autonomy, authority and accountability of councils.

- The department embraces the partners in government agreement, maintaining a respectful relationship with councils and seeking to add value.


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Aims and objectives, per DLG Strategic Plan - Councils have the authority to manage their

interests

- Councils are financially sustainable

-Councils have access to capacity building programs

-The department understands local government and is committed to meeting its needs

-The department is efficient and effective in delivering grants and other services to councils


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DLG draft Strategic Plan 2012-2016

Programs: - Capacity building

- Legislative reform

- Governance and decision-making

- Financial sustainability


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Aims and objectives

The epartm nt of cal Governrnent exists to: - facilitate efficient and effective local government decision-making by

empowering local governments

- administer the Local Government Act, City of Brisbane Act, Local Government Electoral Act and regulations

- work with local governments to better ensure that the state is not subject to unnecessary financial risk through the provision of a guarantee

- efficiently allocate grants to local governments

- provide administrative support to the Local Government Grants Commission and remuneration and discipline tribunal and the regional conduct review panels


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Aims and objectives

This will be achieved through: - reviewing and simplifying the acts and regulations to

remove unnecessary prescription/red tape

- developing local government capacity particularly with respect to rural remote and Indigenous local governments

• training • tools

- acting as a conduit for local governments to access government decision makers and information service providers


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Aims and objectives

his will be achieved through: - providing feedback to governments with respect to

concerns local government may have regarding proposed legislation

- ensuring grant funding is prioritised to the area(s) of greatest need

- highlighting financial sustainability issues of local governments to key government decision makers and to local governments

- establishing the Boundaries Commission to review deamalgamation proposals.


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Challenges facing local governments

{j Legislative issues - Growth in regulation has been significant

e Financing issues - Decreasing pool of grants and subsidies for local infrastructure

- Capacity of communities to continue to absorb relatively large rate increases

- Ability to fund infrastructure and growing levels of debt

- Caps on infrastructure charges

- Impact of disasters- there is a significant costs to councils


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Challenges facing local governments

<!; People capability issues - Access to an appropriately skilled workforce

• Efficient and effective - Ability to negotiate with mining and development companies - Significant turnover in mayors and councillors in the 2012 election - Ability to meet disaster recovery timelines - Reduction in prescription and oversight by the department will place

greater accountability on councillors and staff

<!; Community issues - H<;>using shortages in mining belt areas and coastal cities supporting the

m~nes

- Managing fluctuations in population particularly when major construction projects are being undertaken

- Inadequate infrastructure in growth areas and in indigenous communities


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Challenges facing the department ~~~ Ensuring alignment with the government's agenda and

priorities ~~~ Making do with less resources (both staffing and budget) ~~~ Prioritising our efforts to those activities which are of

greatest value to local government and government ~~~ Restructuring the organisation to achieve greater

organisational flexibility ~~~ Making regionalisation successful ~~~ Addressing issues raised by Local Government

Infrastructure Services (LGIS) to improve Indigenous State Infrastructure Program (ISIP) outcomes

~~~ Making the Corporate Services SLA with DSDIP work


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Previous structure

Director-General - ESU (Office ortbe Director-General) (ExKutheSen-kes Unit)

E."Xecutivc Director E.xecuth'e Diroctor Local Government Regiooal Scnices

I I I I I I I I I Fmanre Remuneration Policy & Legal

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Corporate Services

outsoui'C'ed to DSDIP


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Previous structure

® Advantages - A greater focus on performing a task or a function - Staff clearly know their duties - May be seen to better service local government

® Issues - Organisation could easily become siloed - Had 11 branches in an organisation of 180 people - Staff can become too specialised - Significant management overhead - Can conflict with the need for staff being available to do the most

pressing work


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New structure from 2 July 2012

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New structure

• Advantages - Increases organisation flexibility - Reduces the level of specialisation - Consistent with the Public Service Commission's

requirements for an organisation of this type within a structure that is affordable to government

- Better aligns head office and the regional offices - Better suits an organisation of around 100 people - Provides greater variety

• Issues - Increasing work variety may concern some staff - Another organisational restructure


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Governance

• EL T comprises: - DG -DOG - 3 head office directors - 2 regional directors.

• Potentially review delegations - Regional directors - Head office

• Need to consider some of minister's responsibilities to see if he is agreeable to delegation - Regional directors - Head office


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Governance

• Need to establish:

- Audit and Risk Management Committee - Finance and Asset Management Committee

• Service Level Agre e t (S ) wi provide corporate s rvices

~ Indigenous State Infrastructure rogram (ISIP) - Are we the best agency to manage?


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2012/13 Organisational Priorities

Qj Legislative - Identify and review the Local Government Act and other

related legislation to: • Improve the efficiency and effectiveness of local government

decision making

• Remove state government decision-making overlay when not needed

Qj Financial Capability - Continue to monitor and assess the financial capability of

local governments

- Allocate grant funding on established priority

- Encourage greater regionalisation to address financial capability issues


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®) Local government capability - Deliver councillor induction program to all local

governments - Assist to develop local government capability particularly

with respect to rural, remote and indigenous local governments

- Ensure councillor conduct complaints are dealt with in an efficient and effective manner

- Encourage greater local government regionalisation to address financial and skill issues

- Continue to monitor financial performance


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(j Departmental capability - Highly effective regional offices - Complete review of Indigenous State Infrastructure

Program (ISIP) to ensure efficient and effective delivery

II& Community - Review of de-amalgamation proposals - Delivery of infrastructure to indigenous communities must

be more effective (ISIP Program) - Ensure legislative reform of the Local Government Act

clearly places responsibility and accountability in the hands of the local government


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Other key priorities

~ Appointment of a Boundaries Commissioner and the review of de-amalgamation proposals - Col Meng appointed 29 June - In progress- with expected completion date 31 December 2012 - the cost of the Boundaries Commissioner (approximately

$1 million) will be met from carryover savings - If the Minister approves that the voters in the community should

determine whether they are to de-amalgamate, the aim is to have the poll by 31 March 2013

~ Establish an effective graffiti management program - In progress


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Other key priorities

Ill Execute local government partnership agreement - executed

Ill More efficient and effective regional offices and give them the necessary delegations around procedural issues with local governments - In progress

Ill Ensure the organisation is aligned with the governm nt's strategic direction and priorities - In progress


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How we will measure our success?

G1l LGAQ and government agree and sign 'Partn rs 1n

Government Agreement' - departmental responsibilities under the agreement are

completed

G1l Changes to local government act imp! mented - local governments report that they have been consulted

and the changes are in line with expectations

Ill Boundaries Commissioner's work completed by 31 December 2012


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How we will measure our success?

(II Local governments report that red tape has been reduced

@> No major local government sustainability issues arise for which the government was not briefed in a timely manner

@ Grant funding allocated as per agreed priorities

(II Department operates within budget

@ The 'Hub Mod I' with DSDIP works effectively


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·Message from the Director-General

Hello all,

Page 1 of2 ( ~1'

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I just thought I'd take the time to reflect on one example of how the department is living up to the new Partners in Government agreement.

Last week Jo Stephenson and Tim Bastian from our Northern Region travelled up to Bamaga to visit the Northern Peninsula Area Regional Council (NPARC). The purpose of the trip, Jo's first visit to the NPARC in 15 years, was to visit the council to discuss the transfer of water infrastructure to NPARC by 30 June 2013. This project is a priority for the department- so the focus of the visit was to meet with the councillors, particularly new Mayor Bernard Charlie, and senior council staff to ensure that they were positively engaged in this important process.

The Council has a number of challenges ahead, including the recruitment of a new CEO following the resignation of long-standing CEO Stuart Duncan.

A strong partnership with the elected officials and key Council staff will be essential to successfully preparing NPARC for the transfer next year. However, Council is keen to have representation on the transition committee and will be participating in a range of related training opportunities which will be conducted by staff from our Cairns office.

I would also like to recognise some other recent feats by some officers in the department:

Another milestone worth celebrating is the department's sustainability and reporting process, which aims to progress the national local government sustainability agenda and the development of sustainable local governments and communities. The Financial Management (Sustain ability) (FMS) return, one component of this process, was issued to all local governments in January 2012.

These returns are voluntary and are designed to be simple data and information collection tools. The data provided in the returns is analysed and individual evaluation letters providing feedback in relation to the data is sent to the responding local governments.

To date, the department has received FMS returns from 59 local governments- comprising 51 of 57 non-Indigenous local governments and eight of 16 Indigenous local governments. Letters have been issued to the local governments that provided a return before the March deadline.

Overall it shows that the financial sustainability of local governments remains sound. One key issue is that some local governments need to better financially plan for the maintenance of assets.

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Message from the Director-General Page 2 of2 ·

I would like to thank a significant number of our staff who have assisted in preparing briefing notes and making travel, accommodation and meeting bookings. The Minister has greatly appreciated the work performed by staff.

The Minister will have visited nearly all councils by month's end so that will be another tick on the government's agenda. Both the Minister and the local governments have thoroughly enjoyed the process with many long-term local government councillors quoting that they had not seen the local government Minister for over 20 years. Somewhat surprisingly what local governments have also appreciated was the fact that the Minister did most of his visits by car rather than by plane. There is no doubt this means of travel provides a greater understanding of the regions.

Both Jo Stephenson and Bill Gilmore have enjoyed the trips with the Minister.

In regards to the current realignment process, we are starting to gain a better understanding of our new staff numbers. We are hoping this can be largely, if not completely, achieved through natural attrition via officers who have voluntarily expressed an interest to leave the department. As more detailed information is confirmed, I will make it available to you.

Our focus over the coming month(s) will be on:

• implementing the new local government legislation which is aimed at giving local governments the necessary authority and autonomy to make decisions in the best interests of their communities as well as reducing red tape and removing prescription.

• supporting the Boundaries Commissioner with issues around proposed de-amalgamations.

• implementing our budget and making budget allocations to each branch. • inviting submissions for grant funding including graffiti stop. • review our operations as part of the Public Sector Renewal Program with the aim

being effective and efficient in doing that work which is of most value to local government.

For the next edition, I would value your participation or contribution. If you have an issue, a change or highlight you would like to raise or have any questions or suggestions on any topic, please email them through to me at

Regards,


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Original Structure March 2012

Grants Commission

30/08/2012

Remuneration and Discipline

Tribunal

I Director-General (Office of the Dricctor-Gencral)

Department of Local Government

ESU (Executive Services Unit)

Executive Director Regional Services

page


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Structure

30/08/2012

Grants Commission


Tribunal

Director-General (Office of the Driector-General)



I Regional Services

page I


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Structure

30/08/20 12

I Director-General (Office of the Driector-General)


ESU ( Executive Services Uni t)

Executive Director Regional Services

page 1


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Option 1 Structure

Grants Commission

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I Deputy Director-General

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Regional Services


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Option 2 Structure

Grants Commission


Tribunal


I Deputy Director

General

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Regional Services


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Option 3 Structure

Grants Commission

I Director-General (Office of the Driector-General)

I I

Deputy DirectorGeneral


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Structure- 15 June

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Structure

I Director Director

Finance, Program

Funding Implementation

20 fte & Reviews 24 fte

r '-::::I; Remuneration

" Grants , r and Discipline Commission Tribunal

Regional Conduct I

Review Panel

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ODG - I

Executive Assistant Director ODG

Executive Support Unit 6 fte

Director Policy and

Legal & Corporate

Support 14 fte



2 fte r-- ..

Corporate Services

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I Director Southern

Region 28.5 fte

Boundaries Commission

1.6 fte

I Director Northern

Region 26 fte


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Structure

ADJUSTED FOR VR VACANCIES

28/8/2012


3 fte

DLO I ftc

Boundaries Commission

2.6 ftc

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I Director Finance, Funding

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Grants Commission

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Director Program

Implementation & Reviews

16 fte (1) so


Tribunal

Regional Conduct

Review Panel

S0 - 2 A08 - 5 A0 7 - 3 A06 - l AOS - 1 A04 - 2 A03 - 1 A02- I

-1 Director

Policy and Legal & Corporate

Support, incld. ESU 17 fte (1) so

S0 - 2 ?06 - 1 ?04 - 1 A08 - 3 A07 - 2 A06 - 2 AOS - 2 A04 - 3 A03- I

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DIRECTOR-GENERAL CORRESPONDENCE Department of Local Government

ACKNOWLEDGEMENT

D DG

ACTION REQUIRED

D 0

Prepare DG response Briefing note

Received - 3 MAY 2Q'il

ESU

~ Department for direct response/action No response required (noted and to file)

RESPONSE TIME

0 5 days 0 Routine D Other

COPY TO

0 Director-General 0 ELT 0 .Director, ESU 5f Other 0/. ~

NOTES TO THE DE~ ,4

J J J

II/ J/ Reviewed by: ;{/ Ut?J ~

f/ " / 0 Complaint

FOR ESU/RECORDS USE ONLY:

TRANSFER Officer: ENTER ACTION ACTION

Ref: t:CtC\'2...\ <S?..- L

File No: ~/a? ~~q Sh . I I

Date sent to division

I I I Date response due t9 ESU

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GROUA

Office of the DG

Strategy an Governance 0 ESU

D Regional Se ices 0 Far No~h Region D Norther't Region o Central .region 0 South E~st Region 0 Souther~ Region

Date: /-S: fi1J / V

Action Officer: TO ( OFFICER WORK AREA NAME/WORK TRACKING NO AREA)

REQUIRED OFFICER INITIAL & DATE ACTION IN WORK AREA

INITIAL l WHEN WORKA A TRACKIN(~

SYSTEM UPDATED

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DIRECTOR-GENERAL CORRESPONDENCE tJ ACKNOWLEDGEMENT

0 DG

ACTION REQUIRED

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g/ Prepare DG response Prepare DOG response Prepare ADG response Briefing note#c?1'/NG

Received 2 0 APR 2012

ESU

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7

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SE TIME

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COPY TO

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NOTES TO THE DEPARTMENT

GROUP 7

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TRACKING SYSTEM UPDATED

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-· Department of Local Government and Planning

Financial Performance Report For the period ended 29 February 2012

1. Financial Performance Overview

o Operating performance:

YTD YTD

I Department of Local Govt & Plannmg Actual Budget Note: Unfavourable vanances are shown as() $'000 $'000

Income 455 736 455 631

YTD Vanance

$'000

104

Expenses 402 368 466 050 63 682

Net Operating Surplus I (Deficit) 53 368 (10 418}

Further detail of income and expense is the Income Statement (Attachment 1}

Commentary :

• The YTD savings of $63.682M in expenses primarily relate to savings in :

o Grants and Subsidies ($56.2M} due to transfer of the NDRRA to QRA from 1 Februa ry 2012. Excess funding wi ll be returned to Qld Treasury in the March Forward Estimates Update.

o Supplies and services ($6.027M) primarily due to variations in project delivery timeframes ($3.855 in GMQ , $86SK in S&G and $1.231M OLG)

63 786

o Employee expenses ($3 .039M) mainly due to current vacancies within Strategy and Governance ($1.278M), Growth Management Queensland ($1.591M). Office of Local Government ($0 .230M). less Machinery of Government recoveries ($0.06M). Establishment savings is $1.36M while $1.823M is Project and Program savings. This is offset by an overspend in Core Busin ess of $84K.

o Other Expenses ($1.363M) due to delays in invoicing of final claims for Joint Agency Infrastructure Programs (JAIP) that have already reached practical completion

o The above savings are offset by unfunded depreciation {$1.267M) and other expenses {$317K) primarily due to the transfer of Sewerage Treatment Plant assets to Palm Island Council in February. The budget wi ll be updated next month to recognise this cost.

o Year end forecast operating performance:

Department of Local Govt & Plannmg Note: Unfavourable variances are shown as()

Annual Budget $'000

Annual Forecast

$'000

Forecast Vari ance

$'000

Operating Surplus I (Deficit) (9 649) (11 549) (1900)

Financial Performance Report - Mont/1 ended 29 February 2012 Page 1


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•• Commentary:

• The annual budget and forecast end of year deficits are derived as follows :

Annual Annual ACtiVIty Budget Forecast

$'000 $'000

1. Yeerongpilly TOO - Stage 1 (269) (269)

2. Commonwealth Funded Local Government grant programs (funding recorded as revenue in (3 453) (3 453)

a previous financial year)

3. Transfer of JAIP Assets to Councils for which no consideration will be received. In accordance with accounting standards this will be recognised as a non-cash write-off. The

(5 927) (5 927) TRIDATA and SDS financial statement impact will be discussed with the Department's Treasury Analyst.

4. Unfunded Depreciation : $750K is funded and the current forecast is $2.65M. Of the $1.9M variance, $1.025M relates to Northern Peninsu la Area water assets, $0.544M for eDA and the remainder is for eDRMS, iPROM software and Brisbane Valley Recreation Trails . Treasury have advised that funding provided for the eDA program includes depreciation. The eDA cost centre has sufficient savings in employee costs and supplies & services to fund the (1 900) $544k expense in 2011-12. The transfer of budget w ill take place in April 2012 to align with the next Forward Estimates update in Treasury's Tridata system. Once processed, the forecast deficit w ill reduce from $1.9M to $1.356M. Negotiations with Treasury around the timing for formal resolution of the funding of this gap will recommence shortly.

Operating Surplus I (Deficit) (9 649) (11 549)

2. Key Financial Issues

Issue 1: 2011-12 funding deferrals .

Recommendations: Note that $19.575M in operating funding and $1.037M in capita l funding has been identified for deferra l in the March 2012 forward estimates update.

A further $800K has been identified for deferral in the April forward estimates process.

• The likelihood of deferrals being approved by Queensland Treasury is unknown .

Risk Analysis: • Financial Analysis and Advice w ill explore the opportunity to defer funding to out-years beyond 2012-13.

• Budgets wi ll be updated following Treasury's approval of the deferrals on the 12 March and will be reflected in the 31 March report.

• DLGP has received advice that the QAO may be conduct ing a performance management audit regarding management of unplanned leave. The level of deferrals and funded vacancies may be taken into account by the QAO.

Issue 2: The level of unallocated funding in the Emerging Priorities Fund with only four months remaining in the financial year.

Recommendations: To note the level of funds and basis for seeping proposals.

• Ending the financial year with a surplus greater than the additional sought funding

Risk Analysis: approved in the 2011-12 CBRC budget process may impact on Cabinet Budget Review Committee/Queensland Treasury's view of DLGPs financia l management.

• Consultation with Group leaders has commenced to seek early feedback on Strategic initiatives for further consideration.

Financwl Perfonnance Report - Month ended 31 January 2012 Page 2 RTI Document No. 279

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•• 3. Capit al Expenditure Summary

Note YTD Cap1tal Acqu1s1t1on Actual

Ongm'l I Rev"ed Annual BudgPt Annual Budget

$'000 $'000 $'000

Yeerongpilly TOO - Stage 1 {GMQ) 1 826 12 535

Q2 Land for Public Recreation Database (GMQ) 258 110

ePianning (Smart eDA) (S&G) 2 0 670

SEQ Regional Recreational Trails (GMQ) 3 340 2 100

Joint Agency Infrastru cture Program (JAIP) (S&G) 0 0

Indigenous State Infrastruct ure Program (I SIP) (S&G) 22 840 0

Other PPE (IT Replacement ) (S&G) 41 166

Net Operating Surplus I (Deficit) 24 702 15 581

Commentary:

1. Construct ion is underway on the Brisbane City Council Site. Construction is on hold for the early release sites pending the Flood Commission of Inquiry findings, at which t ime the budget will be revised.

2. Costs will be reallocated between operating and capital in the coming months.

3 492

450

670

2135

0

36 051

166

42 848

3. Due to flooding and furt her rain, construction of the regional trails has slowed because of difficulties with access to the t rails and availability of materials and cont ractors. A deferral tota lling S 1M is requested.

4. Balance of Emerging Priorities Fund

The Department's revised emerging priorities balance as at 29 February 2012 was $6.831M. The forecast for year end is currently $8.914M.

5. DLGP Cash balance

The Department's controlled cash at bank balance at month-end was $75.025M. The cash on hand is mainly held to cover future Local Government grants and subsidies program payments.

6. St affing l evels by FTEs

Department of Local Government & Planning

Fortnightly FTE Analysis

Combined (Establishment/Projects/Programs)

_._ AciUII FTEs --&ldgel FTEs

660

I 640 • • • ·-------. ...----- • • • 6:;----._. • 643 643 646 646 • • 620 638 638 638 638 638 •

627 627 627 621 621 625 625 600 ~ _._ ...,

580 .... .... :: - ~

587 560 577 578 575 575 581

572 574 572 572 573 573 568 ~

563 561 540 553 557

520

500 00 "" 0. 0. u u > > v v v c: c: .0 .0

~ ~ :> :> .. .. 0 0 .. .. .. ~ ~ .! .! <( <( V'O V'O 0 0 z z 0 0 0

"' "' N "' "' ...., ,... .... "' 0

...., ,... 0 ..,. .... N ... co - N ...... N - .... ...., - ...... .... N

Fortnight

Fmanc1al Pelfonnance Repo11- Month ended 31 January 2012 Page 3 RTI Document No. 280

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•• Department of Local Government & Planning


Establishment

--Actual FT!s -- Budget FTEs

500 -----490

480 490 490 492 492 487 487

470 478 478 460

474 474 474

~ 462 466 466 466 466

450 t;: 457 455 454 440 451 449 449

445 441 442 430 439

420 428 433

410 425

400 ... "" c. c. - ~ > > u v v c c -"' -"' .=! .=! :::> :::> QJ QJ u 0 0 QJ QJ QJ

~ ~ QJ QJ

<( <( V) V) 0 0 z z 0 0 0 .,.. "' \D "'

...., - \D 0 ...., ..... 0 ...

N ... 00 N

Fortnight



Projects & Programs

--Actual FTEs -- Budget fTEs I 170

. -----· • • • 1~ 160

~0 .-----· • 164 164 164 165

150 . - · 160 159 159 • • • 155 155

140 149 149 149 149 151 151 ~

w t;:

130 132 133 131

120 129 126 129

125 119 120 122

110 115 117 118

100 ... ... Q. Q. u ~ > > u u u c c -"' -"' .=! .=! :::> :::> "' QJ 0 0 "' ... "' ~ ~ of of <( <( "" "" 0 0 z z 0 0 0 VI "' "' "'

...., ,.... ..... \D 0 ,.... 0 ...

N N N ... 00 N N

Fortnight

Office as well as the recru itment of project and program staff. 2. The decrease in FTE's in October/November is due to the salary sweep and the 19 VSP's taken. 3. The decrease in FTE's in December/February is due to the second round VSP's taken as well as the abolishment of

positions across the Department.

ACTUALS 1. Growth Management Queensland current vacancies include:

• Establishment 14 FTEs

• Projects and Programs 24 FTEs As at 29 February 2012 GMQ has 38 vacant FTEs. 24 of these positions were being recruited for as at 29 February 2012. A number of positions across GMQ are being purposely held vacant pending the outcomes of the Business Alignment Program.

2. Strategy and Governance current vacancies include:

Fmanc1al Performance Repo1t - Month ended 31 January 2012 Page 4 RTI Document No. 281

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•• • Establishment 20 FTEs • Projects and Programs 7 FTEs

3. Office of Local Government current vacancies include:

• Establishment 0.5 FTE's

Seconded staff are excluded from the graphs above due to restrictions on data availability (net impact is a total of 7

fewer actual FTEs across the Department represented in the graphs).

Fmanctaf Perfonnance Rep ott - Month ended 31 January 2012 Page 5


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II Department of Local Government and Planning

Financial Performance Report For the period ended 31 March 2012

1. Financial Performance Overview

o Operating performance:

YTD YTD

I

YTD Department of Local Govt & Planning Actual Budget Variance Note: Unfavourable variances are shown as() $'000 $'000 $'000

Income 456 995 457 021 (27)

Expenses 414 285 500 650 86 365

Net Operating Surplus I (Deficit) 42 710 (43 628) 86338

Further detail of income and expense is the Income Statement (Attachment 1}

Commentary:

• The YTD savings of $86.338M in expenses relate to savings in:

7

o Grants and Subsidies ($83.536M) mainly due to transfer of the NDRRA funding program to QRA from 1 February 2012. These excess funds were returned to Queensland Treasury in April.

o Supplies and services ($2.416M) primarily due to variations in project delivery timeframes ($1.232M in GMQ, $601K in OLG and $503K in S&G.)

o Employee expenses ($2.127M) mainly due to current vacancies within Strategy and Governance ($1.089M), Growth Management Queensland ($0.911M), Office of Local Government ($0.187M), less Machinery of Government recoveries ($0.06M). Establishment savings is $1.19M while $1.002M is Project and Program savings. This is offset by an overspend in Core Business of $65K.

o The above savings are offset by unfunded depreciation ($1.425M), other expenses ($289K) and additional revenue ($27K).

o Year end forecast operating performance:

Department of Local Govt & Planning Note: Unfavourable variances are shown as()

Operating Surplus I (Deficit)

Commentary:

Annual Budget $'000

{9 381)

• The annual budget and forecast end of year deficits are derived as follows:

Activity

1. Yeerongpilly TOD - Stage 1

Annual

Forecast $'000

(35 345)

I Annual I Budget

I $'000 (1)

2. Commonwealth Funded Local Government grant programs (funding recorded as revenue in {3 453)

a previous financial year)

3. Transfer of JAIP Assets to Councils for which no consideration will be received. In accordance with accounting standards this will be recognised as a non-cash write-off. The

(5 927) TRIDATA and SDS financial statement impact will be discussed with the Department's Treasury Analyst.

4. Transfer of ISIP Assets to Councils for which no consideration will be received. In accordance with accounting standards this will be recognised as a non-cash write-off. The -TRIDATA and SDS financial statement impact will be discussed with the Department's Treasury Ana lyst

5. Impairment of eDA asset, which will be recognised as a non-cash write off.

Forecast Variance

$'000

(25 964)

Annual Forecast

$'000 (1)

(3 453)

(7 906)

(19 233 }

(2 852)

Financial Perfom1ance Report - Month ended 31 March 2012 Page 1


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II 6. Unfunded Depreciation: $750K is funded and the current forecast is $2.65M. Of the $1.9M variance, $1.025M relates to Northern Peninsula Area water assets, $0.544M for eDA and the remainder is for eDRMS, iPROM software and Brisbane Valley Recreation Trails. Treasury have advised that funding provided for the eDA program includes depreciation. The eDA cost centre has sufficient savings in employee costs and supplies & services to fund the (1 900) $544k expense in 2011-12. The transfer of budget will take place in April 2012 to align with the next Forward Estimates update in Treasury's Tridata system. Once processed, the forecast deficit will reduce from $1.9M to $1.356M. Negotiations with Treasury around the timing for formal resolution of the funding of this gap will recommence shortly.

Operating Surplus I (Deficit) (9 381) (35 345)

2. Key Financial Issues

Issue 1: 2011-12 funding deferrals.

Recommendations: Note that $3 .074M in operating funding has been identified for deferral in the May forward estimates process.

• The likelihood of deferrals being approved by Queensland Treasury is unknown .

Risk Analysis: • Financial Analysis and Advice will explore the opportunity to defer funding to out-years beyond 2012-13.

• DLGP has received advice that the QAO may be conducting a performance management audit regarding management of unplanned leave. The level of deferrals and funded vacancies may be taken into account by the QAO.

Issue 2: The level of unallocated funding in the Emerging Priorities Fund with only three months remaining in the financial year.

Recommendations: To note the level of funds and basis for scoping proposals.

• Ending the financial year with a surplus greater than the additional sought funding

Risk Analysis: approved in the 2011-12 CBRC budget process may impact on Cabinet Budget Review Committee/ Queensland Treasury's view of DLGPs financial management.

• Consultat ion with Group leaders has commenced to seek early feedback on Strategic initiatives for further consideration.

3. Capital Expenditure Summary

Note YTD YTD

I

Annual Capital Acquisition Actual Budget Budget

$'000 $'000 $'000

Yeerongpilly TOO- Stage 1 (GMQ) 1 1228 1 228 2 415

Q2 Land for Public Recreation Database (GMQ) 288 331 450

ePianning (Smart eDA) (S&G) 2 0 670

SEQ Regional Recreational Trails (GMQ) 3 377 352 885

Joint Agency Infrastructure Program (JAIP) (S&G) 4 1 979 0

Indigenous State Infrastructure Program (ISIP) (S&G) 5 23 877 24 345 36 051

Other PPE (IT Replacement) (S&G) 51 51 166

Net Operating Surplus I (Deficit) 27 800 26 307 40637

Commentary:

1. Construction is under way in respect to the Brisbane City Council site. Demolition of the site commenced in March 2012 and is expected to continue until June 2012 at a cost of approximately $1M subject to concealed asbestos being found on the site.

2. Costs to be reallocated between operating and capital in the coming months.

3. Due to flooding and further ra in, construction of the regional trails has slowed because of difficulties of access to the trails and the availability of materials and contractors. Some t ied funding has been deferred to the 2012/13 financial yea r to complete construction of the t ra ils but reconstruction funding is subject to a formal application to the Qu eensland Reconstruction Authorit y (QRA) to cover an impai rment of $800K noted in the previous financial year. Pending the QRA's decision, reconst ruct ion costs are being offset against the Brisbane Valley Rail Trail budget.

Financial Perfonnance Report - Month ended 31 March 2012 Page 2


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4. Budget for JAIP to be updated in April.

5. A high level of activity/expenditure has been forecasted during April- June, due to the end of the wet season.

4. Balance of Emerging Priorities Fund

The Department's revised emerging priorities balance as at 31 March 2012 was $6.780M. The forecast for year end is currently $8.959M.

5. DLGP Cash balance

The Department's controlled cash at bank balance at month-end was $67.903M. The cash on hand is mainly held to cover future Local Government grants and subsidies program payments.

6. Staffing Levels by FTEs



Combined (Establishment/Projects/Programs I

I --+- AA:tual FTEs __._ Budget ms I 660

1 - I I I 1---1 640 ______. I I

6:-;---_1 643 643 646 646 I I I I 620 638 638 638 638 638 I

627 627 600

627 621 621 625 625 622 622

~ 580 _._ _._ ~ 587

560 577 574 578 572 572 575 573 573 575 581 -572 567 ~

540 557 564 564 562 558 553 520

500 - - QO QO c. c. - > > u u u c: c: .D .D ;;; ;;; ~ ~ :::> :::> "' "'

u u 0 0 "' "' "' ~ ~ "' "' < < "' "' 0 0 z z Cl Cl Cl ~ ~ :;: :;: "' "' - ..... ..... "" "' ...... ,_ - ~ co ..... "" 0 ...... ,_ 0 ~

"' ...... - ..... ..... ..... .... - ...... - ..... - ..... .....

Fortnight

BUDGET 1. The upward trend in August through to October is mainly due to the creation of 10 posit ions in Major Projects Office as well

as the recruitment of project and program staff. 2. The decrease in FTE's in October/ November is due to the salary sweep and the 19 VSP's taken. 3. The decrease in FTE's in December/ February is due to the second round VSP's taken as well as the abolishment of positions

across the Department.

ACTUALS 1. Growth Management Queensland current vacancies include:

• Establishment 13 FTEs • Projects and Programs 22 FTEs

2. Strategy and Governance current vacancies include: • Establishment 22 FTEs

• Projects and Programs 5 FTEs

3. Office of Local Government current vacancies include: • Establishment 1.5 FTE's • Projects & Programs 0.7 FTE' s

Seconded staff are excluded from the graphs above due to restrictions on data availability (net impact is a total of 2 fewer actual FTEs across the Departm ent represented in the graphs).

Financial Perfonnance Report - Month ended 31 March 2012 Page 3


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• II


Fortnightly FTE Ana~sis

ESTABLISHMENT

..._Actual ffis _._. Budget ffis

500

490

480 490 490 492 492 487 487

470 478 478 460 474 474 474 473

~ 450 462 466 466 466 466 464 464

~ 455 454 458 440 451 449 449 430

445 441 442

437 435 434 420 428 425 427 410 400

ao 0. ::; ::; > > v v v <= -"' -"' ::::0 ::::0 "' 0 0 "' "' "' ~ "' < "" V> 0 0 :z :z 0 0 0 :::;: :::;:

"' 0.0 "' ...... 00 = .... "' ""

Fortnight

Department oflocal Government & Planning


PROJECTS & PROGRAMS

I ..._Actual FTEs __._ Budget FTEs I 170

• • • • 1~ 160 ~64 1 - 1 I I • 164 164 165

150 • I I • • 160 160 159 159 158 158 155 155

140 149 149 149 149 151 151 ~

w t;:

130 _a. .&-

132 133 131 132 -.-

131 129 128 129 129 128 120 -- 126 125 126 ... 119 120 122

110 115 117 118

100 - - .. .. c. c. v v > > v v v c: c: ""' ~ ~ ~ => => J: J: 0 0 "' "' "' ~ ~ .!' ~ ~

'"" "' < < 0 0 z z 0 0 0 ::;; ::;;

.... N N Y) "' "" ..... .... .. "" N Y) 0 "" ..... 0 .. "' "" .... N N N .... .... "" .... N .... N

N

Fortnight

Financial Perfonnance Report- Month ended 31 March 2012 Page 4


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Documents

RTI RELEASE - DSDIP• All proposals for consultancies will require a strong business case and approval by the Director-General and proposed consultancies exceeding $150,000 should