Final Report July 2008 – March 2009 · 2009. 8. 14. · Bundaberg Regional Council, Rockhampton Regional Council, Winton Shire Council, Longreach ... for Australian football at

Final Report July 2008 – March 2009

The Department of Local Government, Sport and Recreation

Letter of Compliance

The Honourable Desley Boyle MPMinister for Local Government and Aboriginal and Torres Strait Islander PartnershipsPO Box 15031City East Qld 4002

Dear Minister

I am pleased to present the Final Report for the Department of Local Government, Sport and Recreation for the period 1 July 2008 to 26 March 2009.

I certify that this Final Report complies with:• theprescribedrequirementsoftheFinancial Administration and Audit Act 1977 and the Financial

Management Standard 1997, and• thedetailedrequirementssetoutintheAnnual Reporting Guidelines for Queensland Government

Agencies.

Achecklistoutliningthefinalreportingrequirementscanbeaccessedatwww.dip.qld.gov.au.

Yours sincerely

Michael Kinnane ESM FAIMAssociate Director-General, Local Government and Service DeliveryDepartment of Infrastructure and Planning

Machinery-of-government changesTheDepartmentofLocalGovernment,SportandRecreationwasabolishedbyAdministrativeArrangementsOrder(No.1)2009on 26 March 2009. The local government function has transitioned to the Department of Infrastructure and Planning. Sport and recreation functions have transitioned to the Department of Communities. The Office of Rural and Regional Communities transferred to the Department of Employment, Economic Development and Innovation.

Futureperformancereportsforthesefunctionswillbepublishedbythoserespectivedepartments.

The final report of the Department of Local Government, Sport and Recreation summarises its financial and corporate performance from 1 July 2008 to 26 March 2009, unless otherwise stated, and reflects the structure, operations and performance of the department as it existed on 26 March 2009.

ThisreportaimstomeettheneedsofstakeholdersintheconclusionofthebusinessoftheDepartmentofLocalGovernment,Sport and Recreation.

Onlylimitedcopiesofthisfinalreportwillbeavailableinhardcopy.Toobtainacopypleasecontact:

Department of Infrastructure and PlanningPO Box 15009 City East QLD 4002Ph: (07)32278548Fax: (07)32244683

Alternatively,youcanvisitthefollowingwebsites:

www.dip.qld.gov.auwww.sportrec.qld.gov.au

TheQueenslandGovernmentiscommittedtoprovidingaccessibleservicestoQueenslandersfromallculturallyandlinguisticallydiversebackgrounds.Ifyouhavedifficultyinunderstandingthefinalreportandneedaninterpreter,pleasecalltheTranslatingandInterpretingService(TISNational)on131450andaskthemtotelephonetheQueenslandDepartmentofInfrastructureandPlanningon0732278548.

CommunicationObjective

©StateofQueensland(DepartmentofInfrastructureandPlanning)2009

Contents

Message from the Associate Director-General 2

Regional highlights – 1 July 2008 to 26 March 2009 4

Our key performance indicators 7

Ourcontributiontogovernmentpriorities 10

GoalOne–Capable,sustainableandaccountablelocalgovernments 12

Goal Two – Active and engaged communities 16

Goal Three – Healthy communities and individuals actively participating in sport and recreation 19

Financial overview - 1 July 2008 to 26 March 2009 23

Financial Statements 29

Appendices 71

Glossary of terms and acronyms 113

Tables 118

Contact details 119

1

Message from the Associate Director-General

I am delighted to present to you the Final Report of the Department of Local Government, Sport and Recreation, for the period of 1 July 2008 to 26 March 2009.

This report details the achievements and successes of the department over those nine months. It is a fitting final report for adepartmentthathasbeenfocussedonbuildingpartnershipsthroughout the state and improving models of service delivery to stakeholders.

During2008wecontinuedourambitiousstructuralrealignmentthrough regionalisation of the department’s key services. To align serviceswithnewlocalgovernmentareasandboundaries,fiveregionswereestablished:FarNorth,Northern,Central,SouthWest and South East Queensland. The regional localities assumed theleadresponsibilityfortheintegrateddeliveryofadvisoryand support services to respective clients. This process of regionalisation moved departmental functions and decision making, as well as staff, to 22 locations throughout Queensland delivering local support to local partners.

While2007–08focusedondeliveringstructuralchangeinQueensland’s local government sphere, these past nine months have progressed the development of a new local government act, the implementation of the national framework in Queensland for thesustainabilityoflocalgovernmentandthedeliveryofcapacitybuildingprogramstosupportcouncils.Thisworkwilldeliveramodern,accountableandtransparentsystemoflocalgovernmentin Queensland.

We also delivered a range of services and programs to enhance thehealthandwellbeingofindividualsandcommunities,andtoincrease participation in sport and active recreation.

ThehugelysuccessfulFindyour30campaignhasbeenakeyinitiative of the department and supports the Queensland Government’s Toward Q2: Tomorrow’s Queenslandambitionofmaking Queenslanders Australia’s healthiest people. The campaign continued to encourage Queenslanders to find that all important 30 minutes of physical activity each day.

During2008-09wealsodelivered$71.8millioninfundingfortheconstruction of sport and recreation infrastructure and the delivery of sport and recreation programs within Queensland communities.

InAugust2008,theworld’seyesturnedtowardBeijing,asChinahosted the 2008 Olympic and Paralympic Games. Queensland AcademyofSportathletescontributed54percentofAustralia’smedaltallyfortheOlympicsandbroughthome14medalsfromthe Paralympics. This excellent result maintains Queensland’s and the Academy’s reputation as a powerhouse for developing our elite sporting talent.

With the assistance of our key partners and stakeholders, we have met the differing needs of our clients from the Torres Strait to Birdsville to the Gold Coast. I thank each one of the officers of the Department of Local Government, Sport and Recreation fortheirenthusiasm,hardworkandprofessionalism.Ithasbeenmy pleasure to have led them as their Director-General and I am proudoftheircommitmenttobuildingstrongcouncilsandstrongcommunities for a growing Queensland.

Kind regards

Michael Kinnane ESM FAIMAssociate Director-General, Local Government and Service Delivery Department of Infrastructure and Planning

2 Final Report of the Department of Local Government, Sport and Recreation (July2008—March 2009)

3

Regional highlights – July 2008 to March 2009

Far North Queensland

• allocated$816959forBlueprintfortheBushprojects,includingruralserviceaccessprojects

• distributed$38.1millionundertheNaturalDisasterReliefandRecovery Arrangements to assist in the restoration of assets of the Cairns Regional Council, Cassowary Coast Regional Council, Cook Shire Council, Croydon Shire Council, Etheridge Shire Council,TablelandsRegionalCouncil,andYarrabahAboriginalShireCouncil,whichweredamagedbytropicalcyclonesand/orfloods

• paid$9.9millionundertheJointAgencyInfrastructureprogramfor Indigenous environmental health infrastructure

• allocated$1.17millionfortheYarrabahsubdivisionproject

• allocatedfundingof$0.174millionforCroydonShireCouncilto upgrade the sand, greens and tee-offs at the Croydon golf course

• promotedsafeandexcitingparticipationinoutdoorrecreationthrough programs delivered through active recreation centre at Lake Tinaroo

• facilitatedtheSouthEastCapeClusterMeetingbetweenneighbouringcouncils,WujalWujalAboriginalShireandCookShire,tobuildstrongerworkingrelationships

• co-facilitatedthetwo-yearCertificateLevelTwoinwatermanagement training program under the Joint Agency InfrastructureprogramforstaffofAboriginalandTorresStraitIsland councils

• fundedabusinesscoachtoassistCassowaryCoastRegionalCouncil develop a strategic financial action plan and financial modelling

• allocated$14millionundertheMajorInfrastructureprogramfortheTorresStraitIslands,withjointlymatchedfundsfromthe Torres Strait Regional Authority for the construction of environmental health infrastructure such as the Masig Island, WarraberIsland,PorumaIsland&MabuiagIslandreticulatedwastewater treatment plants

• allocated$1.8milliontowardstheoperationandmaintenanceof the water related infrastructure within the Torres Strait Island Regional Council and mainland Indigenous communities

• spent$1.05millionontheoperationalmaintenanceoftheNorthernPeninsulaAreaRegionalCouncilwatersupply

• approved$2.2million,undervarioussportandrecreationfundingprogramsincludingtheClubDevelopmentprogram,Local Sport and Recreation program and Minor Facilities program,intheFarNorthRegion

Northern Queensland

• commencedthe$29.58millionredevelopmentofReidParktofacilitate the staging of the annual V8 Supercars motor racing event in Townsville from July 2009

• allocated$276144todevelopinfrastructureandcommunityfacilities for Burdekin Shire Council

• distributed$26.9millionundertheNaturalDisasterReliefandRecovery Arrangements to assist in the restoration of assets of the Charters Towers Regional Council, Mackay Regional Council, McKinley Shire Council, Burke Shire Council, Carpentaria Shire CouncilandMountIsaCouncilwhichweredamagedbytropicalcyclonesand/orfloods

• allocated$133000toassistwiththeconstructionoffixed-sitescreensatHarrupParkCountryClub

• committedfundingof$997020foraregionaltennisfacilityinMount Isa, with construction to commence in 2008-09

• allocated$599220inthreeroundsofBlueprintfortheBush,Our Place Our Future program

• allocated$120000fundingfortheBurdekinCommunityTransport Scheme through the Blueprint for the Bush, Rural Service Access initiative

• hostedtheannualBlueprintfortheBushForuminChartersTowersinOctober2008inwhich90peopleparticipated


• allocatedfundingof$500000toMcKinlayShireCounciltoassistwiththeconstructionofadisplaybuildingtohouseinterpretive material on the Julia Creek Dunnart and other significant local industries

• paidfundingof$750000toMountIsaCityCouncilforitsCBDrenewalproject

Central Queensland

• brokeredtrainingforBananaShireCouncilstafftobuildtheircapacitytobetterservetheircommunity

• assistedtheWoorabindaAboriginalShireCouncilwiththeselection and recruitment of its Chief Executive Officer

• distributed$174908undertheFloodRecoveryprogramandthe Sport and Recreation Disaster Assistance program to assist sport organisations to renew operations after flood and cyclone disasters in Rockhampton Regional Council, Central Highlands Regional Council and Gympie Regional Council

• allocated$468104to19organisationstosupportgoodnutrition and physical activity initiatives under the Eat Well Be Active Community Partnerships program to:

o deliver an interactive sports program for all community membersincludingbicycleriding,indoorsportsandtheuseof local pools in the Diamantina Shire

o conduct a ten month program incorporating a variety of activitiessupportedbyahealthyeatingeducationprograminWoorabinda

o deliver nutrition, physical activity and health education to studentsatCherbourg

o deliver a structured weekly program of fitness activities and nutrition advice to the aged at Childers

• allocated$649920to164sportorganisationstodeveloptheir organisation’s capacity and deliver more physical activity opportunitiesundertheClubDevelopmentprogram

• allocatedatotalof$913564toFraserCoastRegionalCouncil,BundabergRegionalCouncil,RockhamptonRegionalCouncil,Winton Shire Council, Longreach Regional Council, Diamantina ShireCouncil,Blackall-TamboRegionalCouncilandBarcaldineRegional Council, for the construction of physical activity spaces under the Local Sport and Recreation program including:

o afourrinksyntheticlawnbowlsgreenatIsisford

o a750xthreemetreconcretewalk/cyclewayatBundaberg

o two tennis courts at Bedourie

• allocated$2.7millionto31sportandrecreationorganisationsfor the upgrade and construction of sport and physical activity facilities under the Minor Facilities program, including to:

o construct one 24 x 18 metre turf cricket wicket and turf oval forAustralianfootballatHerveyBay

o constructretractableshadesovertwolawnbowlsgreensatEmerald

o upgrade lighting to competition standard for Australian footballatMcLeanOvalinHerveyBay

• allocated$15000towardstheImbilMultiPurposeRecreationFacility Master Concept plan in partnership with Department of Tourism, Regional Development and Industry and Community Futures Task Force

• fundedtheBurnettInlandEconomicDevelopmentOrganisationwith$107876todeliverleadershiptrainingandactivitiesthrough their community leadership, Skills for Changing Times program, to 801 participants

• allocated$20000toNorthBurnettRegionalCouncilforthe“Kick Start” Monto Business Precinct Revitalisation Strategy to develop a plan to revitalise Monto’s heart

South West Queensland

• hostedtheinauguralRuralWomen’sSymposiuminRomainSeptember2008forover90ruralwomenselectedfromapplicants across the state

• paid$375000towardstheupgradeandimprovementoftheCrowsNestCommunityHub

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• allocated$375003fortheupgradeoftheChinchillawastewater treatment plant

• allocated$31800forimprovementstothelightingalongtheBalonne River park in St George

• supportedtheinstallationofwatertanks,pumpsandassociated piping for an irrigation system for Oakey Junior RugbyleagueIncwithfundingof$112000

• allocated$58020towardsanupgradeoflightingfortheCharlevilleBowlsClub

• allocated$64253fortheinstallationofwatertanksandanautomatedirrigationsystemforToowoombaValleysRugbyLeagueFootballClubInc

• allocated$54000forthedevelopmentofasportandrecreation plan for the Roma Regional Council area

South East Queensland

• allocated$9.5millioninsportandrecreationfundingintheSouthEastRegionthroughtheMinorFacilitiesprogram,ClubDevelopment program, Local Sport and Recreation program, Sport and Recreation Disaster Assistance program, Young Athletes Assistance program, South East Trail Bike and Off Road Vehiclesprogram,ClubFinancialAssistanceprogramandFloodRecovery program to deliver or support:

o the redevelopment of the George Alder Tennis Centre at Leichhardtwhichwasofficiallyopenedon18October2008

o the upgrade of three sports fields, including a water irrigation and management system at Ashgrove Sports Ground, Ashgrove

o theconstructionofatwo-storeyclubhouseatVictoriaTerrace, Greenslopes

o the extension to the gymnastics facility at the YMCA Sports CentreatJamboreeHeights

o the replacement of the synthetic hockey field and irrigation system at Colmslie

o theupgradeofsoftballfacilitiesatDowneyPark,Windsor

o the upgrade of a soccer field at Runcorn

o the upgrading of five tennis courts at Aspley High School

o theextensionoftheclubhousetosupportlawnbowlsatNosworthyPark,Corinda

o the Tudor Park Community Recreation Centre at Loganholme whichopenedon5February2009,andwasjointlyfundedwith Logan City Council

o the development of an Indoor Facilities Strategy for the Gold Coast

o a series of sports summits and a volunteer support program for the Gold Coast

o the Southern Moreton Bay Islands Sport and Recreation StrategywhichwasendorsedbyRedlandsCityCouncilinFebruary2009

o the development of a Sunshine Coast Regional Sport and RecreationStrategyandtheconstructionoftwowalk/cycleways in partnership with Sunshine Coast Regional Council

o three sport and recreation participation programs, the upgradeoftennisandnetballcourts,installationofoutdoorfitness stations in various parks and the construction of a recreation trail in partnership with Moreton Bay Regional Council

• hostedtheIpswichSportsSummitinpartnershipwithIpswichCity Council

• ledthesportandrecreationcomponentoftheNorthernGoldCoast Coordinated Social Infrastructure Strategy, as part ofawholeofgovernmentcommitmentcoordinatedbytheDepartment of Infrastructure and Planning

• allocated$21milliontotheGoldCoastCityCouncilfortheMerrimac Wastewater Treatment Plant Southern Recycled Water Release System upgrade part one

• allocated$63milliontotheMoretonBayRegionalCouncilforupgradeandprocessimprovementsattheMurrumbaDownsWastewater Treatment Plant through the Water and Sewerage Program

• allocated$18500toRedlandCityCouncilforthelightingat the Donald Simpson Centre car park through the Security Improvement Program


Government ambition

Strong–creatingadiverseeconomypoweredbybrightideas2020 target

Queensland is Australia’s strongest economy, with infrastructure that anticipates growthDepartmental goal

Capable,sustainableandaccountablelocalgovernmentsDepartmental output

Servicestosupportsustainable,transparentandaccountablelocalgovernmentsPerformance Measure Annual

Target 2008-09

Target to March

2009

Result to March

2009

Comments on results for 9 months to March 2009

numberofcouncilswithunqualifiedaudit reports

138 138 138The target and result for 2008-09 were determined when the totalnumberofcouncilswas157.

percentageofcouncillorsadvised/trained in the Code of Conduct 100% 100% 100%

Councillorswereadvisedoftheirobligationsunderthetermsofthe Code of Conduct following the local government elections in 2008.

client satisfaction with advice and servicesprovidedbythedepartment

80% - -The survey instrument used to capture evidence of client satisfactionisdistributedinthefourthquarterofeverysecondfinancial year, and is scheduled for April 2009. The result for 2008-09willbepublishedintheServiceDeliveryStatement2009-10 for the Department of Infrastructure and Planning. Preliminary analysis of the 2008-09 survey indicates client satisfactionof76%,72%and81%respectively.

local government satisfaction with departmental relationship

80% - -

client satisfaction with management of local government funding programs 80% - -

development of financial sustainabilityframeworksforQueensland’s local governments

100% 100% 89%Allframeworkswillbefullydevelopedby30June2009.

per centage of councils that maintain or improve their Queensland Treasury CorporationFinancialSustainabilityRating

100% - -

QTChasnotundertakenfinancialsustainabilityreviewssince2007.Thedepartmentwillassumethisresponsibilityfrom 2009-10throughitssustainabilityandreportingprocess (seeSignificantProjectsinAppendix1).

percentageofgrantandsubsidynotifications within agreed timeframes 95% 95% 70%

Performanceinthefirsttwoquartersfor2008-09was94%and84%respectively.ProcessingdelaysinthethirdquarterwerecausedbyincompletelocalgovernmentapplicationsunderNaturalDisasterReliefandRecoveryArrangements.

proportion of local government grants andsubsidiesdistributedtorural,regional and Indigenous communities

75% 75% 80%This excellent result reflects the department’s commitment to financially supporting rural, regional and Indigenous communities, particularly through funding the Blueprint for the Bush program.

administration costs as a per centage of local government grants and subsidyfundingdistributed

0.75% 0.75% 0.56%A review of the grant process was undertaken to ensure continual improvement and this result reflects the department’s continued efficiency in managing grant funding.

Note:TheseperformancemeasureshavetransitionedtotheDepartmentofInfrastructureandPlanningfollowingmachinery-of-governmentchangeseffective26 March 2009.

Our key performance indicators

7

Government ambition

Strong–creatingadiverseeconomypoweredbybrightideas

2020 target

Queensland is Australia’s strongest economy, with infrastructure that anticipates growth

Departmental goal

Active and engaged communities

Departmental output

Services to support engaged rural and regional communities

Performance Measure Annual Target

2008-09

Target to March

2009

Result to March

2009


satisfaction level of participants and partners at Office of Regional and Rural Communities forums

80% - -The satisfaction level of participants and partners at rural and regionalcommunitiesforumshasnotbeenmeasured.

percentageofgrantandsubsidynotifications within agreed timeframes

95% 95% 80%An extension of the grants notification process to accommodate a second round of moderation for the Rural Service Access Initiative has delayed notification of successful applications.

per centage of proposals from Ministerial Regional Community Forums responded to within agreed timeframes

95% 95% 100%

All proposals received for the Ministerial Regional Community Forumweredealtwithinthefirstquarterof2008-09.

Note:TheseperformancemeasureshavetransitionedtotheDepartmentofEmployment,EconomicDevelopmentandInnovationfollowingmachinery-of-government changes effective 26 March 2009.


Government ambition

Healthy – making Queenslanders Australia’s healthiest people

2020 target

Cutobesity,smoking,heavydrinkingandunsafesunexposurebyone-third

Departmental goal

Healthy communities and individuals actively participating in sport and recreation

Departmental output

Sport and recreation infrastructure, funding, advice and programs

Performance Measure Annual Target

2008-09

Target to March

2009

Result to March

2009


participation in departmental sport and active recreation programs:

• percentageofQueenslandschools accessing the department’s sport and active recreation programs

15% 10% 59%

This result reflects the successful promotion to schools of sport and recreation programs, including the Get Active Queensland SchoolsProgramaswellasanincreaseinthenumberof schools accessing programs and facilities at the active recreation centres.

participation in departmental sport and active recreation programs:

• totalparticipantsinthedepartment’s sport and active recreation programs

600 000 474288 692157

Programsdeliveredbyactiverecreationcentreshaveattracted50% more participants than predicted.

participant satisfaction with the department’s sport and active recreation programs

85% 85% 88%Statewide education, accreditation and participation programs including Locker Room forums and regional workshops continue to meet the needs of the participants.

percentageofgrantandsubsidynotifications within agreed timeframes

95% 95% 95%Thetimeframebetweenapprovalofgrantsandsubsidiesapplication and applicants receiving their funding agreements is met in 95% of cases.

total investment in sport and active recreation in Queensland for participation and development programs

$27.9million

$18.4 million

$21.5 million

AdditionalfundingwasapprovedbytheformerMinisterforSport under the Sport and Recreation Development program.

total investment in sport and active recreation in Queensland for infrastructure

$65.3 million

$55.1 million

$50.3 million

The later release of the Minor Facilities program and Local Sport and Recreation program has resulted in drawdowns not aligned tothebudgetforecast.Howevertheannualinvestmentinsportand recreation infrastructure in 2008-09 is estimated to exceed the annual target.

per centage of Queensland Academy of Sport athletes selected for national teams

25% 25% 25%Queensland has maintained its excellent record of representation on national sporting teams.

stakeholder satisfaction with servicesprovidedbyQueenslandAcademy of Sport 85% - -

The survey instrument used to capture evidence of client satisfactionisdistributedinthefourthquarter,andthereforehasnotbeenmeasuredbefore26March2009.Theresultsfor2008-09willbepublishedintheServiceDeliveryStatement2009-10 for the Department of Communities.

Note:TheseperformancemeasureshavetransitionedtotheDepartmentofCommunitiesfollowingmachinery-of-governmentchangeseffective26March2009.

9

Ourcontributiontogovernment priorities

InherStateoftheStateaddresson12September2008,PremierAnna Bligh launched the Queensland Government’s vision for Queensland in 2020 - Toward Q2: Tomorrow’s Queensland(Q2).

Thisvisionhasbeenframedaroundfiveambitionscoveringtheeconomy, the environment and our Queensland lifestyle, the education and skills of Queenslanders, the health of Queenslanders and the communities in which we live, work and play. Within each ofthoseambitions,long-termtargetsfor2020havebeensettotacklesomeofthebiggestchallengesfacingthestate.

A complete copy of the Toward Q2: Tomorrow’s Queensland(Q2)visionisavailableathttp://www.thepremier.qld.gov.au/tomorrow/

ThedepartmenthasdirectlinkstofourofthefiveambitionssetforQueensland –

Strong – creating a diverse economy powered by bright ideas

Green – protecting our lifestyle and environment


Fair – supporting safe and caring communities

ThefifthambitionfortheQ2vision,Smart,intendstodeliverworld-class education and training.

As it operates in an environment of continuous improvement that aimstoberesponsive,innovative,proactive,professionalandproud of its achievements, the department supports strong councils and strong and healthy communities and individuals in a growing Queensland.

Therelationshipbetweenthedepartment’sstrategicplanningandbudgetedoutputsandtheGovernment’s2020visioncanbedepicted as:


Government ambition

Green

protecting our lifestyle and environment

Healthy

making Queenslanders Australia’s healthiest people

Fair

supporting safe and caring communities

2020 target

protect 50 per cent more land for nature conservation

andpublicrecreation

cutobesity,smoking,heavydrinking and unsafe sun exposurebyone-third

increaseby50percent the proportion of

Queenslanders involved in their communities as

volunteers

Services to support sustainable,transparentandaccountablelocal

governments

Services to support engaged rural and regional

communities


Departmental annual strategic and operational plans

Individual performance and career development plans

Healthy communities and individuals actively

participating in sport and recreation

Active and engaged communities

Capable,sustainableandaccountablelocal

governments

Departmental output Strategic goal

Strong

creating a diverse economy poweredbybrightideas

Queensland is Australia’s strongest economy,

with infrastructure that anticipates growth

11

Goal oneCapable,sustainableandaccountablelocalgovernments

Government ambitionStrong–creatingadiverseeconomypoweredbybrightideas

2020 targetStrong – Queensland is Australia’s strongest economy, with infrastructure that anticipates growth

Departmental outputServicestosupportsustainable,transparentandaccountablelocalgovernments

HighlightsDeveloped the Local Government Bill 2009 for introduction into Parliament in April 2009

Provided$1.274milliontoAboriginalandTorresStraitIslandercouncilsthoughtheCommunityGovernanceImprovement Strategy

Released the first Annual Return on the Status of Asset Management to 58 Queensland councils

Implemented strategies to increase and support women’s participation in local government

Implemented a statewide regional service delivery and funding model

CompletedfiveenvironmentalhealthprojectsinmainlandIndigenouscouncilsandfourprojectsintheTorresStrait region

Allocatedover$125millionforhighprioritywastewatertreatmentplantupgradesprojects

Distributed80percentoflocalgovernmentgrantsandsubsidisestorural,regionalandIndigenouscommunities


Our achievements July 2008 to March 2009

Strategy 1 – Develop a new Local Government Act and City of Brisbane Act to improve transparency and accountability

Between July 2008 and March 2009, we:

• completedpolicydevelopmentandworkedwithOfficeofthe Queensland Parliamentary Council to draft the new Local Government Bill 2008 which was introduced into Parliament on 28October2008

• conducted42informationsessionsontheBillwith700participantsandreceived52submissionswithpositivefeedbackandrequestsforchangestoclarifysomesections

• developedtheLocal Government Bill 2009, incorporating stakeholder comments, for introduction into the Parliament in April 2009 as the second component of a new suite of local government governance legislation.

Strategy 2 – Partner with Aboriginal and Torres Strait Islander communities to improve their governance arrangements


• provided$1.274milliontoAboriginalandTorresStraitIslandercouncils through the Community Governance Improvement Strategy to:

o improve governance and local government service delivery

o deliver accredited training in local government administration, and non-accredited training to staff across all Indigenous councils

o researchthedevelopmentofalocalgovernmentskillsbankto provide skilled personnel to train, mentor and develop skills of Indigenous councils’ staff

• facilitated41enrolmentsincounciltrainingprograms,deliveredbyLocalGovernmentAssociationofQueensland

• liaisedwithBrisbaneNorthInstituteofTAFEandtheAnimalIndustryResourceCentreregardingtrainingrequiredbyauthorised implanters under the Animal Management (Cats and Dogs) Act 2008

• provided$1.97millioninfundingtoIndigenouscouncilsunderthe revenue replacement funding package on alcohol reform

• facilitatednegotiationswiththeDepartmentofNaturalResourcesandWaterandOfficeforAboriginalandTorresStraitIslanderPartnershipsonfutureplacementoflandandjusticematters currently located in the Local Government Act 1993

• establishedinterdepartmentalworkinggrouptoinvestigatethepossibilitiesforWeipatobecomealocalgovernmentarea

• facilitatednegotiationbetweenAurukunandCookcouncilstotransferlandandfinaliseboundarychanges

• participatedinthecrossagencytaskforcefortownplanningand land administration in remote Indigenous communities to coordinate land use planning, housing and associated environmental health infrastructure.

Strategy 3 – Develop an innovative performance evaluation sustainability and reporting framework for councils


• completedthedetaileddesignoftheSustainabilityandReporting process including endorsement of the Annual Return on Asset Management and the Annual Return on Community Engagement

• provideddetailedbriefingstoMayors,CouncillorsandChiefExecutives of mainstream and Indigenous councils on the new sustainabilityandreportingprocess

• releasedthefirstAnnualReturnontheStatusofAssetManagementto58QueenslandcouncilsinDecember2008,towhich49responseswerereceivedbythedepartmentforanalysis.

13

Strategy 4 – Build the expertise of elected council officials and council staff through targeted training, focused on the business and operations of local government


• developedbestpracticemodelsandimplementedarangeoftargetedcapacitybuildingstrategiestoassistlocalgovernmentstomeetlegislativeandgovernancerequirements

• implementedstrategiestoincreaseandsupportwomen’sparticipationinlocalgovernmentinbothelectedand non-elected roles

• developedtrainingprogramstosupporttheimplementation of animal management legislation

• developedbestpracticemodelandtrainingworkshopstoassist with the preparation of annual financial statements.

Strategy 5 – Provide advice and assistance to local governments, including advice to improve community engagements practices


• implementedastatewideregionalservicedeliveryandfundingmodel,includingtheestablishmentoffivenewregionalofficesto improve client services and increase effectiveness and efficiency

• developedmodelsandguidelinesforlocalgovernments,suchas Tropical Financial Statements, model local laws, Expenses Policy Guidelines, Meeting Procedures

• gaveadvice,supportandguidancetocouncilfundingofficerswith in-house training delivered to regional local government advisors

• employedregionallybasedcommunityengagementofficerstomanage the marketing and communications for the regions, which includes providing strategic and operational advice and services in the areas of marketing, communication, media servicesandtosupportthedepartment’sdiversebusinessobjectives.

Strategy 6 – Fund local governments to build infrastructure that meets identified community needs, with a particular focus on water and sewerage infrastructure


• assessedapplicationsforfundingfromtheRuralLivingInfrastructure program

• assessedapplicationsforfundingfromtheEnvironmentalInfrastructure program

• provided$69.4milliontocouncilsacrossthestateforwaterand sewage infrastructure.

Strategy 7 – Partner with Aboriginal and Torres Strait Islander communities to improve their environmental health outcomes

Between July 2008 and March 2009, we;

• providedmorethan$120milliontolocalgovernmentstosupport the construction and augmentation of critical water infrastructure, not including additional funding provided under theWaterandSewerageprogram(WASP)

• completedfiveenvironmentalhealthinfrastructureprojectsinmainland Indigenous councils, including:

o WoorabindaWaterProject($9.6million)

o WujalWujalwastewaterproject($5.6million)

o Cherbourgwastewaterproject($1.2million)

• completedfourenvironmentalhealthinfrastructureprojectsinthe Torres Region, including:

o MoaIslandwastewaterproject($23million)

o HornIslandwastewaterproject($8.4million)

o HammondIslandroadanddrainageproject($1.6million)

• completedanassessmentofenvironmentalhealthinfrastructureneeds in the 15 Indigenous mainland councils


• completedatrainingprojectwhere40localIndigenousworkersin mainland Indigenous councils graduated with a level two or three certificate in water services industry

• contributedtoCouncilofAustralianGovernmentsNationalPartnership Agreements and implementation plans for Indigenous economic participation, remote Indigenous housing and remote service delivery. These national agreements willfacilitateQueensland’scontributiontoClosingtheGapfor Indigenous people in life expectancy, health, housing, employment and economic development

• lednegotiationswiththeAustralianGovernmentonconversionofmainlandCommunityDevelopmentEmploymentProjectsprogrampositionstosustainablemunicipalservicesjobswithinQueensland’s Indigenous councils

• completedassessmentsofinfrastructureneedstosupporthousing in remote communities.

Strategy 8 – Partner with water service providers, residents and the business sector to ensure that water efficiency programs and infrastructure achieve valuable water savings


• engagedLocalGovernmentInfrastructureServicestoprovidea$2.069 million program, similar to the Home Waterwise Service in South East Queensland, for Cloncurry residents, to help waterusersreducetheirlevelsofconsumptionbyfixingleakytaps, installing water efficient appliances and conducting a water usage audit

• allocatedfundingundertheWaterandSewerageprogramfor22highprioritywastewatertreatmentplantupgradeprojectstodate

• approved$38.8millionundertheWaterandSewerageprogramtolocalgovernmentstoimprovewaterqualityandsecurityofsupply.

Strategy 9 – Identify state-owned land suitable for trail bike use


• completedtheTrailBikeandDemandstudyinformationsession

• completedworkshopswithrelevantstakeholdersinthetrailbikeridingsector,anddistributedtrailbikeinformationto40organisations

• conducteddetailedsiteassessmentsonfiveareasofstate-owned land in South East Queensland.

Strategy 10 – Reform subsidy programs to local governments for implementing waste management plans in alignment with the Waste Management Strategy


• developedplanstoreviewfundingprogramstoensuretheyassist local governments to provide essential water, sewerage, waste management and other infrastructure.

Strategy 11 – Support local governments, in particular remote and Aboriginal and Torres Strait Islander communities, in developing and implementing waste management plans and improved resource and waste management strategies


• provided$9.6millionundertheJointAgencyInfrastructureprogram(JAIP)whichisjointlyfundedwiththeCommonwealthDepartment of Families, Communities, Housing, Community Services and Indigenous Affairs for Indigenous environmental healthinfrastructure.JAIPdelivered41projectstoAboriginaland Torres Strait Islander communities including water supply, solid waste and sewerage, landfill remediation and a waste management strategic plan

• provided$10.5millionundertheMajorInfrastructureprogramfortheTorresStraitislands,withjointlymatchedfundsfromthe Torres Strait Regional Authority for the construction of environmental health infrastructure.

15

Goal twoActive and engaged communities

Government ambitionStrong–creatingadiverseeconomypoweredbybrightideas

2020 targetStrong – Queensland is Australia’s strongest economy, with infrastructure that anticipates growth

Departmental outputServices to support engaged rural and regional communities

HighlightsAllocated$2.163milliontobuildgreatercapacityinruralandregionalcommunities

DeliveredtheinauguralRuralWomen’sSymposiuminSeptember2008

Evaluated the Blueprint for the Bush initiative



Strategy 1 – Lead the implementation, monitoring and reporting of the Blueprint for the Bush initiatives across government


• monitoredprogressofmorethan150BlueprintfortheBushinitiativesdeliveredby18agenciesacrossGovernment

• providedkeystakeholderswiththeopportunitytoinputtothe government’s future planning through the inaugural Rural Women’sSymposium,heldinRomainSeptember2008

• workedwithruralcommunitiestoshapethefuturedirectionofthe Blueprint for the Bush at the annual Forum, held in Charters TowersinOctober2008.

Strategy 2 – Provide funding for Blueprint for the Bush initiatives to strengthen rural communities

BetweenJuly2008andMarch2009,webuiltgreatercapacityinruralandregionalcommunitiesbyproviding:

• $1862302throughtheOurPlaceOurFutureinitiative

• $240906throughtheRuralServicesAccessinitiative

• $60000throughtheRevitalisingRuralImageinitiative.

Strategy 3 – Evaluate the Blueprint for the Bush program


• consultedwitharangeofexternalandinternalstakeholderstoevaluate the first three years of implementation of the Blueprint for the Bush, to inform the future direction of the program for the next three years.

Strategy 4 – Provide Queensland communities with better access to government through Ministerial Regional Community Forums


• maintainedtheGovernment’scommitmenttocommunityengagement through the annual Blueprint for the Bush Ministerial Community Forum and the first of three annual Rural Women’s Symposiums

• conductedtheMinisterialRegionalCommunityForumon 22OctoberthatprofiledQ2initiativesandpriorities.

Strategy 5 – Coordinate regional issues through Regional Managers Coordination Networks


• continuedtocoordinateregionalservicedeliverythrough 15RegionalManagersCoordinationNetworks

• utilisedCentralQueenslandRegionalManagersCoordinationNetworktosignificantlyimprovedisasterrecoveryactivitiesthrough new coordination strategies

• evaluatedtheeffectivenessofRegionalManagersCoordinationNetworks.

Strategy 6 – Develop a reporting process for rural and regional issues


• consultedwitharangeofinternalandexternalstakeholderstoevaluate the existing Blueprint for the Bush reporting processes, inordertorefineandbetterutiliseinformationbeingprovidedaboutBlueprintinitiatives.Thefutureaimsincludemoreeffectivecommunication with rural and remote communities, greater input from those communities into the reporting at a grass-roots level andbetteruseoftheinformationwithingovernmenttoinformfuture decision-making.

17

Strategy 7 – Provide funding to rural and regional communities to support regional workforce participation, including participation in the agricultural and resources sector


• allocated$20000toIsaacRegionalCounciltostrengthentheskills and leadership capacity of the community to engage strategically with the Council

• providedfinancialassistancetotheCloncurryShireCounciltowards the development of the Revitalising Cloncurry Tourism and Economic Plan

• assistedinthedevelopmentofaBurdekinEconomicDevelopment Strategic plan with a funding allocation of $20 000

• helpedEnterpriseWhitsundaystobuildsocialandeconomicconnectionsbetweenthetourismandagriculturalsectorsacross the Whitsunday Regional Council area through the development and promotion of a common regional productbrand

• supportedthedevelopmentofaneconomicdevelopmentplanforChartersTowersChamberofCommerce&MinesIncorporatedandacommunitybusinessplanfortheMonsoonCentreinNormantonfortheNorthernGulfResourceManagement Group Ltd.


Goal threeHealthy communities and individuals actively participating in sport and recreation

Government ambitionGreen – protecting our lifestyle and environment



2020 TargetsGreen–protect50percentmorelandfornatureconservationandpublicrecreation

Healthy–cutobesity,smoking,heavydrinkingandunsafesunexposurebyone-third

Fair–increaseby50percenttheproportionofQueenslandersinvolvedintheircommunitiesasvolunteers

Departmental outputSport and recreation infrastructure, funding, advice and programs

Highlights25percentofQASathleteswereselectedonAustralia’sOlympicssquad

Oversaw the completion of the construction of the $82 million Queensland Tennis Centre at Tennyson

Exceededparticipationtargetsatactiverecreationcentresby50percent

Delivered 13 coach accreditation programs across Queensland

Funded191projectstoimprovefacilitiesmanagedbysportandrecreationclubs

Sponsoredthe15thAnnualSportsandCulturalFestivalinNovember2008

Recognisedthecontributionof244volunteerstothestate’ssportandrecreationactivities

19


Strategy 1 – Promote healthy lifestyles by increasing opportunities for Queenslanders to participate in physical activity


• promotedtheFindYour30campaignasthesecondphaseof the Government’s commitment to promoting more active, healthylifestylesbyencouragingQueenslanderstofindtheir 30 minutes of daily physical activity

• continuedtheimplementationoftheChildrenandYoungPeople Strategy and supported the implementation of Smart Moves and Year of Physical Activity to encourage greater participation in physical activities in schools

• consultedwithkeystakeholdersregardingthedevelopmentofdraft Queensland Adventure Activity Standards during 14 workshops attracting 163 attendees

• completedtheoriginalscopeofworks(guidelines)topromotehealthy work environments across government and industry

• completedthepilotforpre-serviceteachertrainingworkshops,withworkshopsscheduledtobegininJune2009

• approved114applicationstodelivertheEatWellBeActiveCommunity Partnerships program, with funding of approximately $3.3million

• approvedfundingforsixprivatelandownerstodevelopfacilitiesfortrailbikeridersandoff-roadvehicledrivers

• hosted192trainingandeventactivitiesattheTownsvilleSportand Recreation Precinct for school and social groups and local, national and international sporting teams

• supported2487youngpeopleundertheYoungAthleteAssistance program

• supported876projectsforlocallevelsportingclubsfortrainingand participation initiatives, organisational planning and volunteer management, with an investment of $3.5 million.

Strategy 2 – Work closely with Queensland’s sport and recreation industry to improve its capacity to deliver participation opportunities for Queenslanders


• deliveredtheTrueSportLivesHereprograminpartnershipwiththesportindustrytoencouragemoreappropriatebehavioursinjuniorsport,includinganambassadorprogram,promotionalstrategies, sponsorships and a targeted education and training package

• supportedstatelevelsportandrecreationorganisationsindeveloping their organisation to enhance the delivery of theirservices,byinvestingmorethan$35millionoverthe 2008–2010 triennium under the Sport and Recreation Development program

• supportedskilldevelopmentandcapacitybuildingwithinsportandactiverecreationclubsandschoolsthroughthedeliveryof:

o 69 regional education and training workshops for not-for-profitclubs

o 13 coach accreditation programs across Queensland

o 290visitsbyQueenslandAcademyofSportathletestoschools throughout the state

o 31LockerRoomforumstoshareknowledgeaboutsportand recreation coaching, officiating, administration and volunteering

o 20 teacher professional development workshops including three Early Childhood workshops

• promotedtheRideSmart.RideSafe.RideintheRightPlacemessagethroughawebpageanddistributionofinformationto14 000 individuals and organisations

• promotedtheadequateprovisionofopenspaceandparksforsportandrecreationpurposesbyprovidinginputtoregionalplanning processes and council planning schemes

• developedandimplementedtheQueenslandgovernmentthree year sponsorship arrangement with the Queensland Roar FootballClubtopromoteparticipationinfootball,encouragegoodplayerbehaviourandembracemulticulturalism


• collectedandanalysedexistingresearchintovolunteeringinthe sport and recreation industry

• conductedpreliminaryworktoestablishasportandrecreationindustry taskforce to examine volunteering recruitment and retention strategies

• undertookconceptualdesignworkforaVolunteerLinksService.

Strategy 3 – Support sport and recreation organisations and councils to build community sport and recreation infrastructure such as sports fields, aquatic centres, indoor facilities, walkways, bikeways and open spaces


• improvedlocalsportandrecreationfacilitiesbyallocating$13.29millionfor176projectstosportandrecreationclubsunder the Minor Facilities program

• supported97projectsforcommunityrecreationandsportsfacilities, participation programs and service through the allocation of $5.2 million to councils under the Local Sport and Recreation program

• supportedthedevelopmentofsportingfacilitiesundertheMajorFacilitiesprogram,includingpaymentsto:

o redevelopmentoftheWeipaSwimmingClub’spoolincorporating a 25m, eight lane swimming pool, leisure waterparkandtoddlerpool($1.478million)

o redevelopmentofYMCAofBrisbane’scoveredareaincludingabseilingwall,climbingwallandamenitiesatJoyner($1.5million)

o extension of the Blackwater PCYC including fitness facilities andalliedhealthservicesoffice($513929)

o upgradingBarlowPark(CairnsRegionalCouncil)withnewamenities,kiosk,entryandlighting($1.637million).

Strategy 4 – Promote sport and recreation as integral to vibrant and healthy Indigenous communities


• inpartnershipwithQueenslandPoliceCitizensYouthWelfareAssociation, implemented a new service delivery model for employing Indigenous community sport and recreation officers inspecificremote,ruralandurbanIndigenouscommunitiesthroughout the state

• sponsoredthe15thAnnualSportsandCulturalFestivalinNovember2008with114teamscompetingfromAustralia,NewZealandandPapuaNewGuinea

• supportedtheexpansionoftheQueenslandPoliceCitizensYouth Welfare Association’s Community Activity program through theeducationinitiativetoAurukun,Woorabinda,KowanyamaandtheNorthernPeninsulaAreabyproviding$1.9millioninfundingsupportaspartofafouryear,$7.6millioncommitment

• distributed$150000totheFormerOriginGreatstoprovidedevelopmentalandmentoringservicestoYarrabahandNorthernPeninsulaAreacommunities

• fundedstatesportingorganisationsincludingNetballQueensland,AFLQueenslandandQueenslandRugbyLeagueto develop and deliver coaching clinics in several Indigenous communities

• provided$105000tosupport35studentplacesintheIndigenousLeadershipprogramconductedbyPASSSportAustralia Incorporated.

Strategy 5 – Provide subsidies to enable local government water service providers to introduce fluoride to water treatment plants in communities outside South East Queensland with more than 1000 people


• developedguidelinesforthedeploymentoftheQueenslandFluoridation Assistance program.

21

Strategy 6 – Enhance the existing program for recognition and rewarding of volunteers


• developedanddistributedtheValuingVolunteersinSportandRecreationkittoQueensland’sMembersofParliament

• hostedsixregionalvolunteerreceptionsthroughoutthestateinMarch2009,recognisingthevaluablecontributionof244volunteers to the state’s sport and recreation activities

• providedfundingtoclubsundertheClubDevelopmentprogramtorecognisevolunteerswhocontributetosportandrecreationorganisations

• providedfundingundertheClubDevelopmentprogramforcoaching, officiating, first aid and administration training for clubvolunteers.

Strategy 7 – Provide state-of-the art training environment and cutting edge support to enable Queensland’s elite athletes to excel at national and international competition


• sent96QueenslandAcademyofSport(QAS)athletestothe2008BeijingOlympics,representing25percentofQASathletesandaccountingfor22percentofthe435memberAustralian Olympic team

• sent21QASathletestothe2008BeijingParalympicGames, 14ofwhomproducedoutstandingperformancestobringhomefourgold,fivesilverandfivebronzemedals

• facilitatedsixworkshopstodeliverthenewstatewide anti-doping program in partnership with the Australian SportsAnti-DopingAuthority(ASADA)

• improvedthediversityoftrainingoptionsavailabletoQASathletes through the integration of the facilities at the QAS Recovery Centre into training programs.

QASathletesatthe2008BeijingOlympicsbroughthome 25medalscomparedtothe17claimedin2004–anincreaseof47percent,accountingfor78percentofQueensland’stotalmedalcount and 54 per cent of Australia’s total medal count for the Games.

Strategy 8 – Position Queensland as a premier sporting destination, by providing world class facilities for national and international teams to train and compete in Queensland


• supportedthestagingoftheNikonIndy300conductedinOctober2008,attractingover297000attendees

• oversawthecompletionofconstructionofthe$82millionQueensland Tennis Centre at Tennyson in time for the inaugural BrisbaneInternationaltennistournamenton4–11January2009

• contributed$11.63million,inpartnershipwiththeTownsvilleCity Council and the Commonwealth Government towards the redevelopment of Reid Park in Townsville for the hosting of the Dunlop Townsville 400 V8 Supercars event in July 2009, andestablishmentofacommunityfacilityforuseinnon-raceperiods

• providedtheFootballFederationAustraliawithassistanceona national infrastructure audit and economic impact study to assessAustralia’spositionandcapacitytobidtohostthe2018or2022FederationInternationaledeFootballAssociation(FIFA)World Cup.


Financial overview 2008-2009

This financial overview is a summary of the financial performance and position of the Department of Local Government, Sport andRecreation(thedepartment).Theoverviewalsoprovidescommentary on significant movements during 2008-09 for the department.

The department’s financial reporting frameworkA comprehensive set of 2008-09 financial statements covering all aspectsofthedepartment’sactivitiesisonpages29-70.Thesestatements include explanatory notes and comparative figures for 2007-08.

Machinery of Government changeThedepartmentwasabolishedon26March2009asaresultofthePublicServiceDepartmentalArrangementsNotice(No.2)2009.Therefore the financial statements for the 2008-09 financial year are for the period 1 July 2008 to 26 March 2009.

Operating resultThe operating result for 2008-09 is a surplus of $696 000. The operatingresultfor2007-08hasbeenadjustedtoreflectachangein accounting treatment for revenue received in previous years from the Commonwealth Government and other state government agencies.Inpreviousyearsrevenuewastreatedasbeingearnedastheexpenditurewasbeingincurred.Theaccountingtreatmenthasbeenamendedtorecognisethetotalrevenueasbeingearnedwhen the funding was originally received.

AboutourfinancialstatementsThe purpose of the financial overview is to assist our readers to interpret our financial performance and position using plain English.

Our four primary financial statements provide specific information regarding the department’s financial activity for the year. The purpose of these statements and how they link to each other is set outbelow.Moredetailisalsoprovidedontheitemsthatmakeupthese statements, and the changes that occurred in them during the year that impacted on our financial outcomes.

Income statement

Showstheextenttowhichequityhasbeenincreasedordecreasedbythesurplusordeficitduringtheyear.

Income statement26 Mar

2009$’000

30 Jun 2008 $’000

Income 508,131 616,178

Less: Operating expenses 507,435 627,805

Net result for year – surplus/(deficit) 696 (11,627)

23

Statement of changes in equity

Showstheincreaseordecreaseinequityasat26March2009.

Statement of changes in equity26 Mar

2009 $’000

30 June 2008 $,000

Balanceofequityatbeginningofyear 389,676 384,908

Stadiums Queensland transfer (108,176) -

Operatingsurplus/(deficit) 696 (11,627)

Asset revaluations (77,072) 19,726

Netequityinjection 8,668 (3,331)

Total equity at end of year 213,792 389,676

Cash flow statement

Shows the nature and amount of the department’s cash inflows and outflows from all activities.

Cash Flow Statement26 Mar

2009 $’000

30 Jun 2008 $’000

Operating activities 61,781 (25,834)

Investing activities (20,684) (14,930)

Financing activities 3,190 10,474

Netincrease(decrease)incashheld 44,287 (30,289)

Cashatbeginningofyear 46,985 77,274

Cash at end of reporting year 91,272 46,985

Balance sheet

Showstheassetsandliabilitieswhichmakeupequityasat 26 March 2009.

Balance sheet26 Mar

2009 $’000

30 Jun 2008 $’000

Current assets 108,407 55,599

Non-currentassetsheldforsale - 24,237

Non-currentassets 188,080 346,963

Total assets 296,487 426,799

Currentliabilities 82,695 25,755

Non-currentliabilities - 11,368

Totalliabilities 82,695 37,123

Netassets 213,792 389,676

Retainedequity 82,920 181,732

Asset revaluation reserve 130,872 207,944

Total equity 213,792 389,676

Income - where did the money come from?

Total income for the period ending 26 March 2009 was $508.131 million. The main type of income for the department was output revenue, which is appropriation received from Queensland Treasury todeliverthedepartment’sservices.Outputrevenuedecreasedby18 per cent when compared to the previous year, however this is mainly due to the shorter financial reporting period for 2008-09 as a result of the machinery of government change. Other sources of income included user charges, that is, sales of goods and services and hire of facilities such as active recreation centres and grantsandcontributionsfromentitiessuchasothergovernmentdepartmentsandorganisationsforjointprojects.


Income by type26 Mar

2009 $’000

30 Jun 2008 $’000

Output revenue 489,668 596,022

User charges 5,146 7,125

Grantsandothercontributions 11,761 9,622

Other 1,556 3,409

Total 508,131 616,178

Income by type

Income by activitiesUser charges 1% Grantsandcontributions2%

Outputrevenue97%

Other 0%

Income by activities26 Mar

2009 $’000

30 Jun 2008 $’000

Planning and development services - 974

Servicestosupportsustainable,transparentandaccountablelocalgovernment

376,280 459,804


124,609 149,018


7,242 6,382

Total 508,131 616,178

Services to support engaged rural and regional communities 1%

Sport and recreation infrastructure, funding, advice and programs 25%

Servicestosupportsustainable,transparentandaccountablelocalgovernment74%

25

Expenses – how was the money spent?

Totalexpensesfortheyearwere$507million.Theseexpenseswerecategorisedintosixareasbeingemployeeexpenses,suppliesandservices,grantsandsubsidies,depreciationandamortisation,financeborrowingcosts,andotherexpenses.Themajorexpensecategoryisgrantsandsubsidieswhichincludedpaymentstosportand recreation organisations, local governments and related entities and other organisations and individuals.

Expenses by type26 Mar

2009 $’000

30 Jun 2008 $’000

Employee expenses 38,501 56,143

Supplies and services 26,104 43,592

Grantsandsubsidies 368,881 523,059

Depreciation and amortisation 2,742 4,177

Financeborrowingcosts 427 364

Other 70,780 470

Total 507,435 627,805

Expense by type

Depreciation an amortisation 1%

Financeborrowingcosts 0%

Employee expenses 8%

Supplies and services 5%

Grants and subsidies72%

Other 14%


Expenses by activities26 Mar

2009 $’000

30 Jun 2008 $’000

Planning and development services - 974

Servicestosupportsustainable,transparentandaccountablelocalgovernment

381,054 471,445


119,139 149,004


7,242 6,382

Total 507,435 627,805

Expenses by activities

Sport recreation infrastructure, funding, advice and programs 23%

Services to support engaged rural and regional communities 1%

Servicestosupportsustainable,transparentandaccountablelocalgovernment76%

27

Equity

500

400

300

200

100

2006-07 2007-08 2008-09

214390349

0

Financial year

Assets and liabilities – what do we own and what do we owe?

Total assets at 26 March 2009 were $296.5 million consisting mainlyofcash,receivables,property,plantandequipment.

Totalliabilitiesat26March2009were$82.7millionconsistingmainlyofpayables,(mainlytradecreditorsandaccruedsalariesandwages),unearnedrevenuefromexternalfundingbodies,provisions(foremployeeentitlements)andotherliabilities(mainlyfinancialborrowings).

AllassetsandliabilitiesweretransferredtotheDepartmentofInfrastructure and Planning, the Department of Communities and the Department of Employment, Economic Development and Innovation in accordance with the machinery of government changes.

Equity – what is our net worth?

Equityisthedepartment’snetworth,thatis,‘whatweown’ (totalassetsof$296million),less‘whatweowe’(totalliabilitiesof$83million).Equityat26March2009was$214millionandhasbeentransferredtotheotherstategovernmentdepartmentsinlinewiththetransferofassetsandliabilities.


Final financial reportfor the period ended 26 March 2009

ContentsIncome statement .................................................................................................................................................................................. 30

Balance sheet .........................................................................................................................................................................................31

Statementofchangesinequity ............................................................................................................................................................ 32

Cash flow statement .............................................................................................................................................................................. 33

Incomestatementbyoutputs/majoractivities ...................................................................................................................................... 34

Statementofassetsandliabilitiesbyoutputs/majoractivities ............................................................................................................ 36

Notestoandformingpartofthefinancialstatements ........................................................................................................................ 38

Management certificate ......................................................................................................................................................................... 69

Pursuant to the Public Service Departmental Arrangements Notice (No 2) 2009, the Department of Local Government, Sport and Recreation(department)wasabolishedon26March2009andresponsibilitiesforfunctionsofthedepartmentweretransferredto the Department of Infrastructure and Planning, Department of Communities and Department of Employment, Economic Development and Innovation.

These financial statements are the final financial report of the department and it’s controlled entity for the period 1 July 2008 to 26 March 2009. The controlled entity is not consolidated.

Amounts shown in theses financial statements may not add to the correctsub-totalsortotalsduetorounding.

General Information

29

Income statementfor the period 1 July 2008 to 26 March 2009

26 March 30 June

Notes 2009 2008

$’000 $’000

Income

Revenue

Output revenue 2 489,668 596,022

User charges 3 5,146 7,125

Grantsandothercontributions 4 11,761 9,622

Other revenues 5 1,556 3,405

Gains

Gainonsaleofplantandequipment 6 - 4

Total Income 508,131 616,178

Expenses

Employee expenses 7 38,501 56,143

Supplies and services 8 26,104 43,592

Grantsandsubsidies 9 368,881 523,059

Depreciation and amortisation 10 2,742 4,177

Finance/borrowingcosts 11 427 364

Other expenses 12 70,780 470

Total Expenses 507,435 627,805

Operating surplus/deficit 696 (11,627)

The accompanying notes form part of these statements.


Balance sheetas at 26 March 2009

26 March 30 June

Notes 2009 2008

$’000 $’000

Current assets

Cashandcashequivalents 13 91,272 46,985

Receivables 14 16,663 8,443

Other 15 472 171

108,407 55,599

Non-currentassetsclassifiedasheldforsale 16 - 24,237

Total current assets 108,407 79,836

Non current assets

Property,plantandequipment 18 188,080 346,963

Total non current assets 188,080 346,963

Total assets 296,487 426,799

Current liabilities

Payables 19 78,379 17,987

Otherfinancialliabilities 20 - 3,773

Accruedemployeebenefits 21 3,877 1,190

Other 22 439 2,805

Total current liabilities 82,695 25,755

Non current liabilities

Otherfinancialliabilities 20 - 11,368

Total non current liabilities - 11,368

Total liabilities 82,695 37,123

Net assets 213,792 389,676

Equity

Contributedequity 61,007 160,515

Retained surpluses 21,913 21,217

Asset revaluation reserve 23 130,872 207,944

Total equity 213,792 389,676


31

Statementofchangesinequityfor the period ended 26 March 2009

Retained SurplusesAsset Revaluation Reserve (Note 23) Contributed Equity

26 March 30 June 26 March 30 June 26 March 30 June

2009 2008 2009 2008 2009 2008

$’000 $’000 $’000 $’000 $’000 $’000

Balance 1 July 21,217 32,844 207,944 188,218 160,515 163,846

Operatingsurplus/(deficit) 696 (11,627) - - - -

Non-ownerchangesinequity:

-Increase/(decrease)inassetrevaluationreserve - - (77,072) 24,977 - -

-PriorYearadjustment - - - - - -

Transactions with owners as owners:

-AppropriatedEquityinjections(Note2) - - - - 9,738 3,355

-Equitywithdrawals(Note2) - - - - (1,046) (4,717)

StadiumsQueenslandtransfer(Note1(x)) - - - - (108,176) -

Netassetsreceived/(relinquished) - - - - - -

- Machinery-of-Government change

Queensland Treasury - - - (5,251) - (2,669)

Department of Infrastructure and Planning - - - - - 498

Department of Communities - - - - - (123)

-Non-appropriatedequityinjectionretransferofannualleaveliability(refernote1(t))

- - - - (24) 16

-NonappropriatedEquitytransfertoCrown - - - - - 309

Balance at the end of the period 21,913 21,217 130,872 207,944 61,007 160,515



Cash flow statementfor the period ended 26 March 2009

26 March 30 June

Notes 2009 2008

$’000 $’000

Cash flows from operating activities

Inflows:

Output receipts 488,840 594,401

User charges 5,934 (4,047)

Grantsandothercontributions 9,902 21,262

GST input tax credits from ATO 18,014 22,121

GST collected from customers 5,088 4,135

Interest receipts 1,058 2,060

Other 811 1,638

Outflows:

Employee expenses (40,353) (60,615)

Supplies and services (26,475) (44,291)

Grantsandsubsidies (378,233) (536,321)

Borrowing costs (427) -

GST paid to suppliers (16,557) (21,598)

GST remitted to ATO (5,088) (3,928)

Other (733) (651)

Net cash from operating activities 24 61,781 (25,834)

Cash flows from investing activities

Inflows:

Salesofproperty,plantandequipment - 42

Outflows:

Paymentsforproperty,plantandequipment (20,684) (14,972)

Net cash provided by (used in) investing activities (20,684) (14,930)

Cash flows from financing activities

Inflows:

Borrowings 2,139 11,368

Equityinjections 3,658 3,498

Outflows:

Equitywithdrawals (2,607) (4,392)

Net cash provided by (used in) financing activities 3,190 10,474

Netincrease(decrease)incashheld 44,287 (30,289)

Cashatbeginningoffinancialyear 46,985 77,274

Cash at end of the period 13 91,272 46,985


33

Incomestatementbyoutputs/majoractivitiesfor the period ended 26 March 2009

Planning and development services1

Services to support sustainable, transparent and accountable

local governmentSport and recreation infrastructure,

funding advice and programsServices to support engaged rural and

regional communities Total

26 March 30 June 26 March 30 June 26 March 30 June 26 March 30 June 26 March 30 June

2009 2008 2009 2008 2009 2008 2009 2008 2009 2008

$’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000

Income

Revenue

Output revenue - 610 374,987 453,536 107,522 135,558 7,159 6,318 489,668 596,022

User charges - - 49 240 5,095 6,885 2 - 5,146 7,125

Grantsandothercontributions - 364 106 4,166 11,574 5,029 81 63 11,761 9,622

Other revenues - - 1,138 1,862 418 1,542 - 1 1,556 3,405

Gains

Gainonsaleofplantandequipment - - - - 4 - - - 4

Total Income - 974 376,280 459,804 124,609 149,018 7,242 6,382 508,131 616,178

Expenses

Employee expenses - 611 13,302 21,007 21,838 31,171 3,361 3,354 38,501 56,143

Supplies and services - 360 5,956 11,138 18,477 31,209 1,671 885 26,104 43,592

Grantsandsubsidies - - 307,178 438,979 59,502 81,944 2,201 2,136 368,881 523,059

Depreciation and amortisation - 3 107 158 2,626 4,009 9 7 2,742 4,177

Impairment losses - - - - 1 - - - 1 -

Other expenses - - 54,511 163 16,695 671 - - 71,206 834

-

Total Expenses - 974 381,054 471,445 119,139 149,004 7,242 6,382 507,435 627,805

Operating surplus/deficit - - (4,774) (11,641) 5,470 14 - - 696 (11,627)

1 PlanninganddevelopmentserviceswastransferredtotheDepartmentofInfrastructureandPlanningon1October2007.


Planning and development services1

Services to support sustainable, transparent and accountable

local governmentSport and recreation infrastructure,

funding advice and programsServices to support engaged rural and

regional communities Total

26 March 30 June 26 March 30 June 26 March 30 June 26 March 30 June 26 March 30 June

2009 2008 2009 2008 2009 2008 2009 2008 2009 2008

$’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000

Income

Revenue

Output revenue - 610 374,987 453,536 107,522 135,558 7,159 6,318 489,668 596,022

User charges - - 49 240 5,095 6,885 2 - 5,146 7,125

Grantsandothercontributions - 364 106 4,166 11,574 5,029 81 63 11,761 9,622

Other revenues - - 1,138 1,862 418 1,542 - 1 1,556 3,405

Gains

Gainonsaleofplantandequipment - - - - 4 - - - 4

Total Income - 974 376,280 459,804 124,609 149,018 7,242 6,382 508,131 616,178

Expenses

Employee expenses - 611 13,302 21,007 21,838 31,171 3,361 3,354 38,501 56,143

Supplies and services - 360 5,956 11,138 18,477 31,209 1,671 885 26,104 43,592

Grantsandsubsidies - - 307,178 438,979 59,502 81,944 2,201 2,136 368,881 523,059

Depreciation and amortisation - 3 107 158 2,626 4,009 9 7 2,742 4,177

Impairment losses - - - - 1 - - - 1 -

Other expenses - - 54,511 163 16,695 671 - - 71,206 834

-

Total Expenses - 974 381,054 471,445 119,139 149,004 7,242 6,382 507,435 627,805

Operating surplus/deficit - - (4,774) (11,641) 5,470 14 - - 696 (11,627)

1 PlanninganddevelopmentserviceswastransferredtotheDepartmentofInfrastructureandPlanningon1October2007.

35

Statementofassetsandliabilitiesbymajoroutputs/majoractivitiesas at 26 March 2009

Services to support sustainable, transparent and accountable local

governmentSport and recreation infrastructure,

funding advice and programsServices to support engaged

rural and regional communities

Total

26 March 30 June 26 March 30 June 26 March 30 June 26 March 30 June

2009 2008 2009 2008 2009 2008 2009 2008

$’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000

Current assets

Cashandcashequivalents 68,922 13,651 22,346 27,427 4 5,907 91,272 46,985

Receivables 4,263 2,910 12,303 5,158 97 375 16,663 8,443

Other 138 63 324 96 10 12 472 171

73,323 16,624 34,973 32,681 111 6,294 108,407 55,599

Non-currentassetsclassifiedasheldforsale - - - 24,237 - - - 24,237

Total current assets 73,323 16,624 34,973 56,918 111 6,294 108,407 79,836

Noncurrentsssets

Property,plantandequipment 643 119 187,416 346,811 21 33 188,080 346,963

Total non current assets 643 119 187,416 346,811 21 33 188,080 346,963

Total assets 73,966 16,743 222,389 403,729 132 6,327 296,487 426,799

Current liabilities

Payables 55,118 10,292 23,208 7,083 53 612 78,379 17,987

Otherfinancialliabilities - - - 3,773 - - - 3,773

Accruedemployeebenefits 1,573 486 2,246 561 58 143 3,877 1,190

Other 40 502 399 2,225 - 78 439 2,805

Total current liabilities 56,731 11,280 25,853 13,642 111 833 82,695 25,755



Total non current liabilities - - - 11,368 - - - 11,368

Total liabilities 56,731 11,280 25,853 25,010 111 833 82,695 37,123


Services to support sustainable, transparent and accountable local

governmentSport and recreation infrastructure,

funding advice and programsServices to support engaged

rural and regional communities

Total


2009 2008 2009 2008 2009 2008 2009 2008

$’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000

Current assets

Cashandcashequivalents 68,922 13,651 22,346 27,427 4 5,907 91,272 46,985

Receivables 4,263 2,910 12,303 5,158 97 375 16,663 8,443

Other 138 63 324 96 10 12 472 171

73,323 16,624 34,973 32,681 111 6,294 108,407 55,599

Non-currentassetsclassifiedasheldforsale - - - 24,237 - - - 24,237

Total current assets 73,323 16,624 34,973 56,918 111 6,294 108,407 79,836

Noncurrentsssets

Property,plantandequipment 643 119 187,416 346,811 21 33 188,080 346,963

Total non current assets 643 119 187,416 346,811 21 33 188,080 346,963

Total assets 73,966 16,743 222,389 403,729 132 6,327 296,487 426,799

Current liabilities

Payables 55,118 10,292 23,208 7,083 53 612 78,379 17,987


Accruedemployeebenefits 1,573 486 2,246 561 58 143 3,877 1,190

Other 40 502 399 2,225 - 78 439 2,805

Total current liabilities 56,731 11,280 25,853 13,642 111 833 82,695 25,755



Total non current liabilities - - - 11,368 - - - 11,368

Total liabilities 56,731 11,280 25,853 25,010 111 833 82,695 37,123

37

Notei: Finalfinancialstatementsforthedepartment

Note1: Summaryofsignificantaccountingpolicies

Note2: Reconciliationofpaymentsfromconsolidatedfundtooutputrevenuerecognisedinincomestatement

Note3: Usercharges

Note4: Grantsandothercontributions

Note5: Otherrevenues

Note6: Gainonsaleofplantandequipment

Note7: Employeeexpenses

Note8: Suppliesandservices

Note9: Grantsandsubsidies

Note10: Depreciationandamortisation

Note11: Finance/borrowingcosts

Note12: Otherexpenses

Note13: Cashandcashequivalents

Note14: Receivables

Note15: Othercurrentassets

Note16: Non-currentassetsclassifiedasheldforsale

Note17: Intangibleassets

Note18: Property,plantandequipment

Note19: Payables

Note20: Otherfinancialliabilities

Note21: Accruedemployeebenefits

Note22: Othercurrentliabilities

Note23: Assetrevaluationreserve

Note24: Reconciliationofoperatingsurplustonetcashfromoperatingactivities

Note25: Non-cashfinancingandinvestingactivities

Note26: Commitmentsforexpenditure

Note27: Contingencies

Note28: Controlledentities

Note29: Eventsoccurringafterbalancedate

Note30: Financialinstruments

Note31: ScheduleofadministeredItems

Note32: Reconciliationofpaymentsfromconsolidatedfundtoadministeredrevenue

Note33: Prioryearadjustment

Notestoandformingpartofthe financial statements for the period 1 July 2008 to 26 March 2009


Notestoandformingpartofthefinancialstatements(cont.)for the period 1 July 2008 to 26 March 2009

i. Final financial statements for the department

The Department of Local Government, Sport and Recreation (department)wasabolishedasaresultofthePublicServiceDepartmentalArrangementsNotice(no.2)2009.Underthisnotice,responsibilityforthefunctionsrelatingtocontemporarysystemof local government that promotes effective governance at the local level and the investment in infrastructure and services to meet the needs of communities was transferred to the Department ofInfrastructureandPlanning(DIP).ThefunctionsrelatedtoregularparticipationbyQueenslandersinsportandrecreationanddevelopment of elite athletes was transferred to the Department of Communities(DCOM).Thefunctionsrelatedtoservicestosupportengaged rural and regional communities was transferred to the Department of Employment, Economic Development and Innovation (DEEDI).

Theeffectofthesetransfersisfrom27March2009.Forfurtherinformation on the extent of the changes refer to note 29.

Theobjectiveofthedepartmentistodeveloppoliciesandpolicyinstruments as well as to provide services and products that result in:

• acontemporarysystemoflocalgovernmentthatpromoteseffective governance at the local level

• investmentininfrastructureandservicestomeettheneedsofcommunities

• regularparticipationbyQueenslandersinsportandrecreation

• worldclasseliteathletes.

1. Summary of significant accounting policies

(a) Basis of accounting

AsaconsequenceofthePublicServiceDepartmentalArrangementsNotice(no.2)2009,thedepartmentwasdissolvedon26March2009. While the department is not considered a going concern at balancedate,thisreporthasbeenpreparedonabasisconsistentwithagoingconcern.AssetsandliabilitiesaretobetransferredtoDCOM, DIP and DEEDI.

Thefinancialstatementshavebeenpreparedinaccordancewith Australian Accounting Standards. In addition, the financial statements comply with the Treasurer’s Minimum Reporting Requirementsfortheperiodended26March2009andotherauthoritative pronouncements.

These financial statements constitute a general purpose financial report.

Except where stated, the historical cost convention is used.

(b) The reporting entity

The financial statements include the value of all revenues, expenses,assets,liabilitiesandequityofthedepartmentandtheentitythatitcontrols.Theentitycontrolledbythedepartment,GoldCoastEventsCoPtyLtd(refertonote28),isnotmaterialandis not consolidated.

Theoutputs/majoractivitiesundertakenbythedepartmentaredisclosedinNote1(x).

(c) Administered transactions and balances

Thedepartmentadministers,butdoesnotcontrol,certainresourcesonbehalfoftheGovernment.Indoingso,ithasresponsibilityandisaccountableforadministeringrelatedtransactionsanditems,butdoesnothavethediscretiontodeploytheresourcesfortheachievementofthedepartment’sobjectives.

AdministeredtransactionsandbalancesaredisclosedinNote31.Asignificantamountofthetransactionsandbalancesrelatetothedistributionoffinancialassistancegrantsreceivedfromthe Commonwealth Government and as such these transactions andbalancesdonotimpactonthedepartment’soverallfinancialperformance and position.

(d) Output revenue/administered revenue

Appropriations provided under the Annual Appropriation Act are recognised as revenue when received.

Amounts appropriated to the department for transfer to other entitiesinaccordancewithlegislativeorotherrequirementsarereportedas‘administered’itemappropriations.

(e) User charges, taxes, penalties and fines

Userchargesandfeescontrolledbythedepartmentarerecognisedasrevenueswhentherelatedserviceshavebeenperformed.Userchargesandfeesarecontrolledbythedepartmentwheretheycanbedeployedfortheachievementofdepartmentalobjectives.

Taxes,feesandfinescollected,butnotcontrolled,bythedepartmentarereportedasadministeredrevenue.RefertoNote31.

39

(f) Grants and other contributions

Grants,contributions,donationsandgiftsthatarenon-reciprocalin nature are recognised as revenue in the year in which the departmentobtainscontroloverthem.Wheregrantsarereceivedthat are reciprocal in nature, revenue is recognised over the term of the funding arrangements.

Contributedassetsarerecognisedattheirfairvalue.Contributionsofservicesarerecognisedonlywhenafairvaluecanbedeterminedreliablyandtheserviceswouldbepurchasediftheyhadnotbeendonated.

(g) Cash and cash equivalents

For the purpose of the Balance sheet and the cash flow statement, cashassetsincludeallcashandchequesreceiptedbutnotbankedat26March2009aswellasdepositsatcallwithfinancialinstitutions. It also includes investments with short periods to maturitythatarereadilyconvertibletocashonhandatthedepartment’sorissuer’soptionandthataresubjecttoalowriskofchanges in value.

(h) Receivables

Tradedebtorsarerecognisedatthenominalamountsdueatthetime of sale or service delivery. Settlement on these amounts is requiredwithin30daysfrominvoicedate.

Thecollectabilityofreceivablesisassessedperiodicallywithprovisionbeingmadeforimpairment.Allknownbaddebtswerewritten-off prior to 26 March 2009.

Otherdebtorsgenerallyarisefromtransactionsoutsidetheusualoperating activities of the department and are recognised at their assessed values. Terms are a maximum of three months, no interest ischargedandnosecurityisobtained.

(i) Acquisitions of assets

Actual cost is used for the initial recording of all non-current physicalandintangibleassetacquisitions.Costisdeterminedas the value given as consideration plus costs incidental to the acquisition,includingallothercostsincurredingettingtheassetsready for use, including architects’ fees and engineering design fees. However, any training costs are expensed as incurred.

Where assets are received free of charge from another Queensland department(whetherasaresultofamachinery-of-Governmentorotherinvoluntarytransfer),theacquisitioncostisrecognisedasthegrosscarryingamountinthebooksofthetransferorimmediatelyprior to the transfer together with any accumulated depreciation.

Assetsacquiredatnocostorfornominalconsideration,otherthan from an involuntary transfer from another Queensland department,arerecognisedattheirfairvalueatdateofacquisitioninaccordancewithAustralianAccountingStandardsBoard(AASB)116 Property, Plant and Equipment.

(j) Property, plant and equipment

Itemsofproperty,plantandequipmentwithacostorothervalueequaltoorinexcessofthefollowingthresholdsarerecognisedforfinancialreportingpurposesintheyearofacquisition:

Buildings and infrastructure $ 10,000

Land $ 1

Heritage and cultural $ 5,000

Plantandequipment $5,000

Itemswithalesservalueareexpensedintheyearofacquisition.

Landimprovementsundertakenbythedepartmentareincludedwithbuildings.

(k) Non-current assets classified as held for sale

Non-currentassetsheldforsaleconsistsofthoseassetswhichmanagementhasdeterminedareavailableforimmediatesaleintheirpresentcondition,forwhichtheirsaleishighlyprobablewithin the next twelve months.

These assets are measured at the lower of the assets’ carrying amounts and their fair values less costs to sell. The assets are not depreciated.

(l) Revaluations of non-current physical and intangible assets

Land,buildings,infrastructureandheritageandculturalassetsare measured at fair value in accordance with AASB 116 Property, Plant and Equipment and Queensland Treasury’s Non-Current Asset Accounting Policies for the Queensland Public Sector.

Plantandequipmentaremeasuredatcost.Thecarryingamountsforplantandequipmentatcostshouldnotmateriallydifferfromtheir fair value.

Non-currentphysicalassetsmeasuredatfairvaluearecomprehensively revalued at least once every five years with interimvaluations,usingappropriateindices,beingotherwiseperformedonanannualbasiswheretherehasbeenamaterialvariation in the index.



Any revaluation increment arising on the revaluation of an asset is credited to the asset revaluation reserve of the appropriate class, except to the extent it reverses a revaluation decrement for the class previously recognised as an expense. A decrease in the carrying amount on revaluation is charged as an expense, to the extentitexceedsthebalance,ifany,intherevaluationreserverelating to that class.

On revaluation, accumulated depreciation is restated proportionately with the change in the carrying amount of the asset and any change in the estimate of remaining useful life.

Separately identified components of assets are measured on the samebasisastheassetstowhichtheyrelate.

(m) Intangibles

Intangibleassetswithacostorothervaluegreaterthan$100000are recognised in the financial statements, items with a lesser valuebeingexpensed.

Expenditure on research activities relating to internally-generated intangibleassetsisrecognisedasanexpenseintheperiodinwhich it is incurred.

Purchased software

Thepurchasecostofthissoftwarehasbeencapitalisedandisbeingamortisedonastraight-linebasisovertheperiodoftheexpectedbenefittothedepartment,namelyfiveyears.

(n) Depreciation of property, plant and equipment

Land is not depreciated as it has an unlimited useful life.

Property,plantandequipmentisdepreciatedonastraight-linebasissoastoallocatethenetcostorrevaluedamountofeachasset, less its estimated residual value, progressively over its estimated useful life to the department.

Assetsunderconstruction(work-in-progress)arenotdepreciateduntil they reach service delivery capacity.

Whereassetshaveseparatelyidentifiablecomponentsthataresubjecttoregularreplacement,thesecomponentsareassigneduseful lives distinct from the asset to which they relate and are depreciated accordingly.

Any expenditure that increases the originally assessed capacity or servicepotentialofanassetiscapitalisedandthenewdepreciableamount is depreciated over the remaining useful life of the asset to the department.

Thedepreciableamountofimprovementstooronleaseholdlandis allocated progressively over the estimated useful lives of the

improvements or the unexpired period of the lease, whichever is the shorter. The unexpired period of leases includes any option periodwhereexerciseoftheoptionisprobable.

Foreachclassofdepreciableasset,thefollowingdepreciationratesare used:

Class Rate %

Building and infrastructure 1.00 – 5.00

Heritageandculturalassets 2.27

Plantandequipment:

Officeandcomputerequipment 10.00–33.33

Otherequipment 10.00–20.00

(o) Impairment of non-current assets

Allnon-currentphysicalandintangibleassetsareassessedforindicatorsofimpairmentonanannualbasis.Ifanindicatorofpossibleimpairmentexists,thedepartmentdeterminestheasset’srecoverableamount.Anyamountbywhichtheasset’scarryingamountexceedstherecoverableamountisrecordedasanimpairment loss.

Theasset’srecoverableamountisdeterminedasthehigheroftheasset’s fair value less costs to sell and depreciated replacement cost.

An impairment loss is recognised immediately in the income statement, unless the asset is carried at a revalued amount. When the asset is measured at a revalued amount, the impairment loss is offset against the asset revaluation reserve of the relevant class to theextentavailable.

Whereanimpairmentlosssubsequentlyreverses,thecarryingamount of the asset is increased to the revised estimate of its recoverableamount,butsothattheincreasedcarryingamountdoesnotexceedthecarryingamountthatwouldhavebeendeterminedhadnoimpairmentlossbeenrecognisedfortheassetin prior years. A reversal of an impairment loss is recognised as income, unless the asset is carried at a revalued amount, in which case the reversal of the impairment loss is treated as a revaluation increase.ReferalsoNote1(l).

(p) Leases

Adistinctionismadeinthefinancialstatementsbetweenfinanceleases that effectively transfer from the lessor to the lessee substantiallyallrisksandbenefitsincidentaltoownership,andoperatingleases,underwhichthelessorretainssubstantiallyallrisksandbenefits.

41

Whereanon-currentphysicalassetisacquiredbymeansofafinance lease, the asset is recognised at the lower of the fair value of the leased property and the present value of the minimum lease payments.Theleaseliabilityisrecognisedatthesameamount.

Leasepaymentsareallocatedbetweentheprincipalcomponentoftheleaseliabilityandtheinterestexpense.

As at 26 March 2009, the department did not hold any finance leases.

Operating lease payments are representative of the pattern of benefitsderivedfromtheleasedassetsandareexpensedintheperiods in which they are incurred.

Incentives received on entering into operating leases are recognisedasliabilities.Leasepaymentsareallocatedbetweenrentalexpenseandreductionoftheliability.

(q) Payables

Trade creditors are recognised upon receipt of the goods or servicesorderedandaremeasuredattheagreedpurchase/contractprice,grossofapplicabletradeandotherdiscounts.Amountsowing are unsecured and are generally settled on 30 day terms.

(r) Other financial liabilities

Interestbearingliabilitiesarerecognisedatbookvalueastheamountcontractuallyowing.Allborrowingcostsareaccountedforonanaccrualbasisintheprofitandlossaccountusingtheeffective interest method, and are added to the carrying amount oftheborrowingtotheextenttheyarenotsettledintheperiodinwhichtheyarise.Noborrowingcostsarecapitalised.

Thedepartmentnolongerholdsanyfinancialliabilities.ThefinancialliabilitiesheldbythedepartmentweretransferredtoStadiumsQueensland,effectiveDecember2008(refertoNote1(x)).

(s) Financial instruments

Recognition

FinancialassetsandfinancialliabilitiesarerecognisedintheBalanceSheetwhenthedepartmentbecomespartytothecontractual provision of the financial instrument.

Classification

Financial instruments are classified and measured as follows:

– Cashandcashequivalentsheldatfairvaluethroughprofitandloss

– Receivables—heldatamortisedcost

– Payables—heldatamortisedcost

– Borrowings — held at amortised cost

Borrowings are initially recognised at fair value, plus any transactioncostsdirectlyattributabletotheborrowings,thensubsequentlyheldatamortisedcostusingtheeffectiveinterestmethod. The effective interest rate is the rate that exactly discounts estimated future cash payments or receipts through the expectedlifeofafinancialinstrument(or,whenappropriate,ashorterperiod)tothenetcarryingamountofthatinstrument.Anyborrowingcostsareaddedtothecarryingamountoftheborrowingto the extent they are not settled in the period in which they arise. Borrowingsareclassifiedasnon-currentliabilitiestotheextentthatthe department has an unconditional right to defer settlement until atleast12monthsafterbalancesheetdate.

The department does not enter transactions for speculative purposes,norforhedging.Apartfromcashandcashequivalents,the department holds no financial assets classified at fair value through profit and loss.

All other disclosures relating to the measurement and financial risk managementoffinancialinstrumentsheldbythedepartmentareincludedinNote30.

(t) Employee benefits

Wages, salaries, and sick leave

Wagesandsalariesduebutunpaidatreportingdatearerecognisedinthebalancesheetatthenominalsalaryrates.Payrolltaxandworker’scompensationinsuranceareaconsequenceofemployingemployees,butarenotcountedinanemployee’stotalremunerationpackage.Theyarenotemployeebenefitsandarerecognised separately as employee related expenses. Employer superannuationcontributions,annualleaveleviesandlongserviceleaveleviesareregardedasemployeebenefit.

Forunpaidentitlementsexpectedtobepaidwithin12months,theliabilitiesarerecognisedattheirundiscountedvalues.Entitlementsnotexpectedtobepaidwithin12months,areclassifiedasnon-currentliabilitiesandrecognisedattheirpresentvalue,calculatedusingyieldsonFixedRateCommonwealthGovernmentbondsofsimilarmaturity,afterprojectingtheremunerationratesexpectedtoapplyatthetimeof likely settlement.

Prior history indicates that on average, sick leave taken each reporting period is less than the entitlement accrued. This is expected to continue in future periods. Accordingly, it is unlikely thatexistingaccumulatedentitlementswillbeusedbyemployeesandnoliabilityforunusedsickleaveentitlementsisrecognised.

As sick leave is non-vesting, an expense is recognised for this leave as it is taken.



Annual leave

The Queensland Government’s Annual Leave Central Scheme (ALCS)becameoperationalon30June2008fordepartments,commercialisedbusinessunitsandsharedserviceproviders.Underthis scheme, a levy is made on the department to cover the cost ofemployees’annualleave(includingleaveloadingandon-costs).Theleviesareexpensedintheperiodinwhichtheyarepayable.Amounts paid to employees for annual leave are claimed from the schemequarterlyinarrears.

Effective from 30 June 2008, no provision for annual leave has beenrecognisedinthedepartment’sfinancialstatements,theliabilitybeingheldonawhole-of-governmentbasisandreportedin those financial statements pursuant to AASB 1049 Whole of Government and General Government Sector Financial Reporting. On 30 June 2008, the current portion of employees’ annual leave liabilitieswasextinguishedbyrecognisingashorttermpayabletotheCrown(refertoNote19).Thecurrentportionofemployees’annualleaveliabilitieswasalsoextinguishedonthatdatebytheCrownmakinganon-appropriatedequityinjectiontothedepartment(refertothestatementofchangesinequity).

Long service leave

Under the Queensland Government’s long service leave scheme, a levy is made on the department to cover the cost of employees’ long service leave. The levies are expensed in the period in which theyarepayable.Amountspaidtoemployeesforlongserviceleaveare claimed from the scheme as and when leave is taken.

Noprovisionforlongserviceleaveisrecognisedinthedepartment’sfinancialstatements,theliabilitybeingheldonawhole-of-governmentbasisandreportedinthosefinancialstatements pursuant to AASB 1049 Whole of Government and General Government Sector Financial Reporting.

Superannuation

EmployersuperannuationcontributionsarepaidtoQSuper,thesuperannuation plan for Queensland Government employees, atratesdeterminedbytheTreasurerontheadviceoftheStateActuary.Contributionsareexpensedintheperiodinwhichtheyarepaidorpayable.Thedepartment’sobligationislimitedtoitscontributiontoQSuper.

Therefore,noliabilityisrecognisedforaccruingsuperannuationbenefitsinthedepartment’sfinancialstatements,theliabilitybeingheldonawhole-of-Governmentbasisandreportedinthosefinancial statements pursuant to AASB 1049 Whole of Government and General Government Sector Financial Reporting.

(t) Employee Benefits (cont)

Executive remuneration

The executive remuneration disclosures in the employee expenses note(Note7)inthefinancialstatementsinclude:

– the aggregate remuneration of all senior executive officers (includingtheDirector-General)whoseremunerationforperiodended26March2009is$75000(2008:$100000)ormore

– thenumberofseniorexecutiveswhosetotalremunerationforthefinancialyearfallswithineachsuccessive$15000(2008:$20000)band,commencingat$75000(2008:$100000).

Theremunerationdisclosedisallremunerationpaidorpayable,directlyorindirectly,bythedepartmentoranyrelatedpartyinconnection with the management of the affairs of the department oranyofitssubsidiaries,whetherasanexecutiveorotherwise.Forthis purpose, remuneration includes:

– wages and salaries

– accruedleave(thatis,theincrease/decreaseintheamountofannual and long service leave owed to an executive, inclusive ofanyincreaseinthevalueofleavebalancesasaresultofsalaryrateincreasesorthelike)

– performancepayreceivedordueandreceivableinrelationtothefinancialyear,providedthataliabilityexists(namelyadeterminationhasbeenmadepriortothefinancialstatementsbeingsigned),andcanbereliablymeasuredeventhoughthepaymentmaynothavebeenmadeduringthefinancialyear

– accruedsuperannuation(beingthevalueofallemployersuperannuationcontributionsduringthefinancialperiod,bothpaidandpayableasat26March2009)

– carparkingbenefitsandthecostofmotorvehicles,suchasleasepayments,fuelcosts,registration/insurance,repairs/maintenanceandfringebenefittaxonmotorvehiclesincurredbytheagencyduringthefinancialperiod,bothpaidandpayableasat26March2009,netofanyamountssubsequentlyreimbursedbytheexecutives

– housingbeingthemarketvalueoftherentorrentalsubsidy,whererentispart-paidbytheexecutiveduringthefinancialperiod,bothpaidandpayableasat26March2009

– allowances(whichareincludedinremunerationagreementsofexecutives,suchasairfaresorothertravelcostspaidto/forexecutives whose homes are situated in a location other than thelocationtheyworkin)

– fringebenefitstaxincludedinremunerationagreements.

43

The disclosures apply to all senior executives appointed under the Public Service Act 2008andclassifiedasSES1andabove,withremunerationforperiodended26March2009isabove$75000(2008:$100000)inthefinancialyear.‘Remuneration’meansanymoney,considerationorbenefit,butexcludesamounts:

– paidtoanexecutivebythedepartmentoranyofitssubsidiarywhere the person worked during the financial year wholly or mainly outside Australia during the time the person was so employed or

– inpaymentorreimbursementofout-of-pocketexpensesincurredforthebenefitoftheentityoranyofitssubsidiaries.

Inaddition,separatedisclosureofseparationandredundancy/terminationbenefitpaymentsisincluded.

(u) Provisions

Provisions are recorded when the department has a present obligation,eitherlegalorconstructiveasaresultofapastevent.They are recognised at the amount expected at reporting date at whichtheobligationwillbesettledinafutureperiod.Wherethesettlementoftheobligationisexpectedafter12ormoremonths,theobligationisdiscountedtothepresentvalueusingthepre-taxdiscount rate. The amounts recognised as provisions in relation to the dismantling and removal of asset and the restoration of land onwhichtheassetshavebeenlocated,havebeenincludedinthecost of the assets.

(v) Financing/borrowing costs

Finance costs are recognised as an expense in the period in which they are incurred. Finance costs include:

– Interestonbankoverdraftsandshort-termandlong-termborrowings

– Finance lease charges

– Amortisationofdiscountsorpremiumsrelatingtoborrowings

– Ancillary administration charges.

Noborrowingcostswerecapitalisedintoqualifyingassets.

(w) Allocation of revenues and expenses from ordinary activities to corporate services

Thedepartmentdisclosesrevenuesandexpensesattributabletocorporateservicesintheincomestatementbyoutputs/majoractivities.

(x) Outputs/major activities of the department

ThedepartmentwasabolishedasaresultofthePublicServiceDepartmentalArrangementsNotice(no.2)2009.Underthisnotice,responsibilityforthefunctionsrelatingtoservicestosupportsustainable,transparentandaccountablelocalgovernmentsweretransferred to the Department of Infrastructure and Planning (DIP).Thefunctionsrelatedtosportandrecreationinfrastructure,funding, advice and programs were transferred to the Department ofCommunities(DCOM).Thefunctionsrelatedtoservicestosupport engaged rural and regional communities were transferred to Department of Employment, Economic Development and Innovation(DEEDI).

Theeffectofthesetransferswasfrom27March2009.Tosupportthese functional transfers, total assets valued at $296 million and totalliabilitiesvaluedat$83millionwerealsotransferred(refernote29financialimpactofmachineryofgovernmentchanges).

Budgetedappropriationfromthedepartmenttobetransferredasperfollowingtable:

DCOM DEEDI DIP TOTAL

$’000 $’000 $’000 $’000

Controlled transfers 34,714 3,114 73,390 111,218

Administered transfers 3,776 - 178,941 182,717

Equitytransfers 1,736 - - 1,736

Total 40,226 3,114 252,331 295,671

The department’s outputs have strong links to two of the Government’sambitions–StrongandHealthy–creatingadiverseeconomypoweredbybrightideasandmakingQueenslandersAustralia’shealthiestpeople.Departmentaloutputsalsocontributetotwooftheremainingfiveambitions–GreenandFair–protecting our lifestyle and environment and supporting safe and caring communities.

To achieve these priorities, the department delivered its core businessaroundthreeoutputs.

Together these three outputs sought to help shape Queensland’s growth,managethesustainabledevelopmentofcommunities,create opportunities for healthier lifestyles and promote a more effective local government system which can meet the needs and expectations of local communities. The outputs were:

Services to support sustainable, transparent and accountable local governments–encouragingcouncilstobehavewithintegrityinthebestinterestsoftheircommunitiesingovernance,financialmanagement,infrastructuresustainabilityandservicedelivery.



Services to support engaged rural and regional communities – managingtheengagementbetweenruralandregionalcommunitiesandtheGovernmenttopromotesustainablecommunitieswithinregions.

Sport and Recreation infrastructure, funding advice and programs –increasingthequalityoflifeofQueenslandersbyfosteringmoreactive, healthy communities through participation in sport and recreation.

The department is funded for the outputs it delivers principally byparliamentaryappropriations.However,italsoprovidesthefollowingonafee-for-servicebasis:

• consultancyservicesandsalesofpublications

• workshopsandtrainingcourses

• venueandfacilitieshire.

Transfer of Queensland tennis centre

The transfer of the Queensland tennis centre from the department toStadiumsQueenslandwaseffective2December2008.Thevalueoftheassetsandliabilitiestransferredwere:

$’000

Assets

Cash 4,450

Property,plantandequipment(net) 123,972

128,422

Liabilities

Queensland Treasury Corporation Loan 17,280

Unearned revenue 2,966

20,246

Net Assets 108,176

(y) Insurance

The department’s non-current physical assets and other risks are insured through the Queensland Government Insurance Fund (QGIF),premiumsbeingpaidonariskassessmentbasis.Inaddition, the department pays premiums to WorkCover Queensland inrespectofitsobligationsforemployeecompensation.

(z) Services received free of charge or for nominal value

Contributionsofservicesarerecognisedonlyiftheserviceswouldhavebeenpurchasediftheyhadnotbeendonatedandtheirfairvaluecanbemeasuredreliably.Wherethisisthecase,anequalamount is recognised as revenue and an expense.

(aa) Contributed equity

Non-reciprocaltransfersofassetsandliabilitiesbetween wholly-ownedQueenslandStatePublicSectorentitiesasaresultofmachinery-of-governmentchangesareadjustedto‘ContributedEquity’inaccordancewithInterpretation1038Contributions by Owners Made to Wholly-Owned Public Sector Entities. Appropriationsforequityadjustmentsaresimilarlydesignated.

(ab) Taxation

ThedepartmentisastatebodyasdefinedundertheIncome Tax Assessment Act 1936 and is exempt from commonwealth taxation withtheexceptionofFringeBenefitsTax(FBT)andGoodsandServicesTax(GST).FBTandGSTaretheonlytaxesaccountedforbythedepartment.GSTcreditsreceivablefromandGSTpayabletotheATO,arerecognisedandaccrued(refertoNote14).

(ac) Issuance of financial statements

Thefinancialstatementsareauthorisedforissuebythe Director-General and Director, Business and Financial Management of the former Department of Local Government, Sport and Recreation, at the date of signing the Management Certificate.

(ad) Judgments and assumptions

AsaresultofthePublicServiceDepartmentalArrangementsNotice(No2)2009dated26March2009,thedepartmentwasabolished.RefertoNotei.Duetothetimingofthismachinery-of-governmentchange, the department has elected to prepare this financial report utilisingthe31March2009generalledgeraccountbalancesinordertoproduceamoremateriallyaccuratereflectionofboththeoperating result and financial position of the department than wouldotherwisehavebeenproducedifutilisingthegeneralledgeraccountbalancesasat26March2009.

In order to comply with AASB 1031 Materiality, transactions impactingboththeincomestatementandthebalancesheetforperiod27to31March2009inclusivewerereviewedand,wherenecessary,adjustmentsmadetoensurethatthefinancialreportprepared is materially correct.

45

(ae) Rounding and comparatives

Amounts included in the financial statements are in Australian dollarsandhavebeenroundedtothenearest$1000or,wherethatamountis$500orless,tozero,unlessdisclosureofthefullamountisspecificallyrequired.

Thereportingperiodcoveredbythesefinalfinancialstatementsis1 July 2008 to 26 March 2009. The prior period presented in these finalfinancialstatementsreflectthefull2007-08financialyeartransactionsandbalances.

Comparativeinformationhasbeenrestatedwherenecessarytobeconsistent with disclosures in the current reporting period.

(af) New and revised accounting standards

The department has not voluntarily changed any of its accounting policies. The significance of those new and amended Australian accountingstandardsthatwereapplicableforthefirsttimeinthe2008-09 financial year and have had a significant impact on the department’s financial statements is as follows:

AreviewhasbeenundertakenofrevisedaccountingstandardAASB1004 Contributions, and it is considered the financial statements adequatelyreflectthemattersrequiredtobedisclosed,giventhedepartment’s present operating circumstances.

Note31nowconfirmsthebroadidentityoftherecipientsoftransfer payments classified as administered expenses, consistent withthedisclosurerequirementofAASB1050 Administered Items.

NewaccountingstandardAASB1052Disaggregated Disclosures nowrequiresdisclosureoftheamountsofcontrolledassetsandliabilitiesattributabletoeachdepartmentaloutput.Thisissetoutinthenewstatementofassetsandliabilitiesbyoutput/majoractivities.

The department is not permitted to early adopt a new or amended accounting standard ahead of the specified commencement dateunlessapprovalisobtainedfromtheTreasurydepartment.Consequently,thedepartmenthasnotappliedanyAustralianaccountingstandardsandinterpretationsthathavebeenissuedbutare not yet effective.

The revised standard, AASB 101 Presentation of Financial Statements comes into effect in 2009-10. This revised standard does not have measurement or recognition implication. Instead, therewouldhavebeensignificantchangestothepresentationof the department’s overall financial performance and position, particularlythecontentofthestatementofchangesinequity,andpreparationofanewstatementofcomprehensiveincome(whichwould include certain items currently disclosed in the statement ofchangesinequity,inlinewiththedefinitionof‘comprehensiveincome’intherevisedAASB101).

Ignoring other potential impacts on the operating result, if the revisedAASB101wasappliedbythedepartmentfor2008-09reporting, it would have reported comprehensive income of $77.768millionfortheyear.Thedecreaseintheassetrevaluationreservefor2008-09(approximately$77.072million)wouldnotthereforebeincludedinthestatementofchangesinequity.Inaddition,wheretherehavebeenretrospectiveaccountingpolicychanges, retrospective re-statement of items in the financial statements or re-classifications of financial statement items during thecurrentreportingperiod,therevisedAASB101willrequireastatementoffinancialpositiontobepresentedasatthebeginningof the earliest comparative period in the financial statements.



26 March 30 June

2009 2008

$’000 $’000

2. Reconciliation of payments from consolidated fund to output revenue recognised in income statement

Budgeted output appropriation 600,058 606,681

Transfersfrom/tootherdepartments - (14,728)

Section23(a)transfers (111,218) -

Unforseen expenditure - 3,276

Total output receipts 488,840 595,229

Less:Openingbalanceofoutputrevenuereceivable (828) 1,621

Plus:Closingbalanceofoutputrevenuereceivable - (828)

Output revenue recognised in income statement 489,668 596,022

Reconciliation of payments from consolidated fund to equity adjustment recognised in contributed equity

Budgetedequityadjustmentappropriation 4,271 (1,537)

Transfersfrom/tootherdepartments - 175


TotalEquityadjustmentreceipts(payments) 2,535 (1,362)

Less:Openingbalanceofequityadjustmentreceivable - -

Plus:Closingbalanceofequityadjustmentreceivable 6,157 -

Equity adjustment recognised in contributed equity 8,692 (1,362)

In preparing this note, the department has relied on advice from the Treasury department in relation to the 2009 transfers to departments made in accordance with section 23A of the Financial Administration and Audit Act 1977.ThesetransferamountsareexpectedtobeapprovedbyGovernorinCouncilbefore30June2009.

3. User charges

Sales of goods and services 2,623 3,748

Venue hire 2,523 3,377

Total 5,146 7,125

4. Grants and Other Contributions

Grants from commonwealth government - 3,754

Contributionsfromstategovernment 4,226 3,275

Contributionsfromlocalgovernment 7,187 2,535

Industrycontributions 26 58

Servicesreceivedbelowfairvalue 322 -

Total 11,761 9,622

47

26 March 30 June

2009 2008

$’000 $’000

5. Other revenues

Interest 1,058 1,781

Plumbersanddrainerslicences - 94

Prior year grant refunds 374 642

Other 124 888

Total 1,556 3,405

6. Gain on sale of plant and equipment

Gainonsale-plantandequipment - 4

Total - 4

7. Employee expenses

Employee benefits

Wages and salaries 28,109 41,587

Annualleaveexpense(refertoNote1(t)) - 3,715

Employersuperannuationcontributions* 3,753 5,638

Longserviceleavelevy* 530 790

Annualleavelevy* 3,538 -

Otheremployeebenefits 258 359

36,188 52,089

Employee related expenses

Workers’compensationpremium** 35 44

Payrolltax** 1,620 2,654

Other employee related expenses 658 1,356

2,313 4,054

Total 38,501 56,143

* Employersuperannuationcontributions,theannualleavelevyandthelongserviceleavelevyareregardedasemployeebenefits.

**Costsofworkers’compensationinsuranceandpayrolltaxareaconsequenceofemployingemployees,butarenotcountedinemployees’totalremunerationpackage.Theyarenotemployeebenefits,butratheremployeerelatedexpenses.

Thenumberofemployeesincludingbothfull-timeandpart-timeemployeesmeasuredonafull-timeequivalentbasisis

Numberofemployees: 568 604



26 March 30 June

2009 2008

$’000 $’000

7. Employee expenses (cont)

Executive remuneration

Thenumberofseniorexecutiveswhoreceivedorwereduetoreceivetotalremunerationof$75,000(2008:$100,000)ormore:

$75,000to$89,999 (2008:$100,000to$119,999) - 3

$90,000to$104,999 (2008:$120,000to$139,999) - 3

$105,000to$119,999 (2008:$140,000to$159,999) - 1

$120,000to$134,999 (2008:$160,000to$179,999) 3 3

$135,000to$149,999 (2008:$180,000to$199,999) 4 2

$150,000to$164,999 (2008:$200,000to$219,999) 1 -

$165,000to$179,999 (2008:$220,000to$239,999) 2 -

$240,000to$254,999 (2008:$300,000to$319,999) 1 1

Total 11 13

Total remuneration of executives shown above ## $1,685 $2,086

The total separation and redundancy/termination benefit payments during the year to executives shown above.

$0 $105

## The amount calculated as executive remuneration in 26 March 2009 financial statements include the direct remuneration received, as wellasitemsnotdirectlyreceivedbyseniorexecutives,suchasthemovementinleaveaccrualsandfringebenefitstaxpaidonmotorvehicles. This amount will therefore differ from advertised executive remuneration packages which do not include the latter items. The 30June2008figuresdonotincludeitemsthatarenotdirectlyreceivedbyseniorexecutivessuchasmovementinleaveaccrualsandfringebenefitstaxpaidonmotorvehicles.

8. Supplies and services

Administrative expenses 6,855 13,568

Athlete and coach support services 1,716 2,778

Communication expenses 1,542 1,629

Consultants and contractors 4,103 8,586

Printing 930 1,917

Repairs and maintenance 2,099 3,024

Shared service providers 2,578 2,462

Staff,boardmemberandathletestravel 2,138 3,943

Property rent 3,341 4,384

Operating lease rentals 547 618

Bank fees and charges 6 9

Other 249 674

Total 26,104 43,592

49


26 March 30 June

2009 2008

$’000 $’000

9. Grants and subsidies

Recurrent

Sportandrecreationclubsandorganisations 16,464 14,703

Local government and related entities 47,639 84,248

State government and related entities 2,169 3,268

Federal government and related entities 67 -

Other private entities 8,406 7,423

Private individuals 1,266 566

Other 3,815 2,290

79,826 112,498

Capital

Sportandrecreationclubsandorganisations 12,063 18,390

Local government and related entities 262,430 345,291

State government and related entities 814 26,366

Other private entities 13,748 20,514

289,055 410,561

Total 368,881 523,059

10. Depreciation and amortisation

Depreciation and amortisation were incurred in respect of:

Buildings 2,252 3,391

Plantandequipment 428 700

Heritage and cultural 62 79

Software purchased - 7

Total 2,742 4,177

11. Finance/borrowing costs

QTC interest expense 427 364

Total 427 364

Thedepartmentdoesnotcapitalisefinanceborrowingcosts.


26 March 30 June

2009 2008

$’000 $’000

12. Other expenses

Insurancepremiums-qgif 255 15

External audit fees1 105 181

Goodsreceivedbelowfairvalue 322 -

Lossesfromdisposalofproperty,plantandequipment 4 22

Badandimpaireddebts - 186

Appropriation transferred 70,046 -

Donated assets 21 (11)

Other 27 77

Total 70,780 470

1 Totalexternalauditfeesrelatingtotheauditofthe26March2009financialstatementsareestimatedtobe$142000(2008:$135000).During 1 July 2008 to 26 March 2009, $44 000 was paid. There are no non-audit services included in these amounts.

13. Cash and cash equivalents

Imprest accounts 9 9

Cashatbankandonhand 91,263 46,976

Total 91,272 46,985

14. Receivables

Tradedebtors 2,174 2,962

Less: Provision for impairment (195) (195)

1,979 2,767

GSTreceivable 2,641 4,098

GSTpayable - -

2,641 4,098

Longserviceleavereimbursements 305 165

Annualleavereimbursements 4,138 -

Equityinjectionreceivable 6,157 -

Other 1,443 1,413

Total 16,663 8,443

Movements in the allowance of provision for impairment

Balanceatbeginningoftheyear (195) (8)

Increase/(decrease)inallowancerecognisedinprofitorloss - (187)

Balance at the end of the period (195) (195)

51


26 March 30 June

2009 2008

$’000 $’000

15. Other current assets

Current

Prepayments 472 171

Total 472 171

16. Non-current assets classified as held for sale

Land held for sale - 24,237

Total - 24,237

17. Intangible assets

Software purchased

At cost - -

Less: Accumulated amortisation - -

Total - -

Intangibles reconciliation

Software purchased

Carrying amount at 1 July 2008 - 29

Disposals - (22)

Amortisation - (7)

Carrying amount at the end of the period - -


26 March 30 June

2009 2008

$’000 $’000

18. Property, plant and equipment

Land:

At valuation 107,812 219,612

Buildings:

At valuation 113,967 112,766

Less: Accumulated depreciation (39,301) (37,096)

Less: Accumulated impairment (273) -

74,393 75,670

Heritage and cultural:

At valuation 4,075 4,075

Less: Accumulated depreciation (756) (694)

3,319 3,381

Plantandequipment:

At cost 5,307 5,197

Less: Accumulated depreciation (3,531) (3,325)

1,776 1,872

Capital works in progress 780 46,428

Total 188,080 346,963

PlantandequipmentisvaluedatcostinaccordancewithQueenslandTreasury’sNon-Current Asset Accounting Policies for the Queensland Public Sector.

Independentvaluationsofland,buildings,heritageandculturalassetswereperformedasat30June2007bytheDepartmentofNaturalResourcesandMinesusing‘fairvalue’principles.

Interim revaluations were performed as at 30 June 2008. For land, State Valuation Services indices which are derived from a review of markettransactionsissuedbytheChiefExecutive,DepartmentofNaturalResourcesandWaterforeachlocalgovernmentareawereapplied.

Forbuildingsandheritageandculturalassets,theImplicitPriceDeflatorrelatingtoGrossFixedCapitalFormation–StateandLocalGovernment(Reference:AustralianBureauofStatisticsNationalIncome,ExpenditureandProduct8755.0March2008)wereapplied.

Movementsinindicesrelatingtolandandbuildingsandheritageandculturalassetsforperiod1July2008to26March2009wereimmaterial.

53

Land at valuation Buildings at valuation

Heritage & cultural at valuation Plant and equipment at cost Work in progress at cost Total

26 March 30 June 26 March 30 June 26 March 30 June 26 March 30 June 26 March 30 June 26 March 30 June

2009 2008 2009 2008 2009 2008 2009 2008 2009 2008 2009 2008

Property, plant and equipment reconciliation $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000

Carrying amount at 1 July 2008 219,612 244,927 75,670 84,784 3,381 3,330 1,872 2,769 46,428 8,078 346,963 343,888

Acquisitions - - - - - 443 587 44,477 39,646 44,920 40,233

Transfers through restructuring - (4,400) - (3,230) - - - (770) - - - (8,400)

Donations received - - - - - - - - - - - -

Disposals (35,000) - - (147) - - (17) (14) (88,972) - (123,989) (161)

Transfers within company - - 1,247 1,296 - - (94) - (1,153) (1,296) - -

Revaluation increments - 30,195 - 995 - 130 - - - - - 31,320

Revaluation decrements - (1,573) - (4,637) - - - - - - - (6,210)

Impairmentlossesrecognisedinequity (76,800) - (272) - - - - - - - (77,072) -

LandtransferredtoNon-currentassetsclassifiedas held for sale

(49,537) - - - - - - - - - (49,537)

Depreciation - - (2,252) (3,391) (62) (79) (428) (700) - - (2,742) (4,170)

Carrying amount at the end of the period 107,812 219,612 74,393 75,670 3,319 3,381 1,776 1,872 780 46,428 188,080 346,963


Thedepartmenthasequipmentbeingusedintheproductionofserviceswithazerowrittendownvalue.Thisiscomprisedofcomputerequipmentwithanoriginalcostof$2,178,764andotherplantandequipment$4,160,712.


Land at valuation Buildings at valuation

Heritage & cultural at valuation Plant and equipment at cost Work in progress at cost Total

26 March 30 June 26 March 30 June 26 March 30 June 26 March 30 June 26 March 30 June 26 March 30 June

2009 2008 2009 2008 2009 2008 2009 2008 2009 2008 2009 2008

Property, plant and equipment reconciliation $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000

Carrying amount at 1 July 2008 219,612 244,927 75,670 84,784 3,381 3,330 1,872 2,769 46,428 8,078 346,963 343,888

Acquisitions - - - - - 443 587 44,477 39,646 44,920 40,233

Transfers through restructuring - (4,400) - (3,230) - - - (770) - - - (8,400)

Donations received - - - - - - - - - - - -

Disposals (35,000) - - (147) - - (17) (14) (88,972) - (123,989) (161)

Transfers within company - - 1,247 1,296 - - (94) - (1,153) (1,296) - -

Revaluation increments - 30,195 - 995 - 130 - - - - - 31,320

Revaluation decrements - (1,573) - (4,637) - - - - - - - (6,210)

Impairmentlossesrecognisedinequity (76,800) - (272) - - - - - - - (77,072) -

LandtransferredtoNon-currentassetsclassifiedas held for sale

(49,537) - - - - - - - - - (49,537)

Depreciation - - (2,252) (3,391) (62) (79) (428) (700) - - (2,742) (4,170)

Carrying amount at the end of the period 107,812 219,612 74,393 75,670 3,319 3,381 1,776 1,872 780 46,428 188,080 346,963

55

26 March 30 June

2009 2008

$’000 $’000

19. Payables

Trade creditors 7,067 3,199

PayablestoCrown - 4,454

Appropriation transferred 70,194 -

Grantsandsubsidiespayable 636 9,988

Fringebenefitandpayrolltaxpayable 216 253

Other 266 93

Total 78,379 17,987

20. Other financial liabilities

Current

QueenslandTreasuryCorporationborrowings - 3,773

Total - 3,773

Non-current

QueenslandTreasuryCorporationborrowings - 11,368

Total - 11,368

Noassetshavebeenpledgedassecurityforanyliabilities.

21. Accrued Employee Benefits

Current

Recreation leave purchased (6) -

Annualleavelevypayable 3,731 -

Longserviceleavelevypayable 152 238

Wages outstanding - 952

Total 3,877 1,190

22. Other current liabilities

Unearned revenue 439 1,977

Unearned output revenue - 828

Total 439 2,805



Land Buildings

Heritage and cultural Total

23. Asset revaluation reserve $’000 $’000 $’000 $’000

Balance 1 July 2008 184,361 21,340 2,243 207,944

Impairmentlossesrecognisedinequity (76,800) (272) - (77,072)

Balance at 26 March 2009 107,561 21,068 2,243 130,872

Land Buildings

Heritage and Cultural Total

$’000 $’000 $’000 $’000

Balance1July2007 159,169 26,936 2,113 188,218

Revaluation increments 25,192 (5,596) 130 19,726

Balance 30 June 2008 184,361 21,340 2,243 207,944

The asset revaluation reserves represent the net effect of upwards and downwards revaluation of assets to fair value.

26 March 30 June

2009 2008

24. Reconciliation of operating surplus to net cash from operating activities $’000 $’000

Operatingsurplus/deficit 696 (11,627)

Depreciation and amortisation expense 2,742 4,177

Assets donated received (322) -

Assets donated expensed 322 -

Lossonsaleofproperty,plantandequipment 4 22

Writebackofplantandequipment (9)

Changeinassetsandliabilities:

(Increase)/decreaseintradereceivables 788 (82)

(Increase)/decreaseinGSTinputtaxcreditsreceivable 1,457 759

(Increase)/decreaseinLSLreimbursementreceivables (140) 20

(Increase)/decreaseinannualleavereimbursementreceivables (4,138) -

(Increase)/decreaseinotherreceivables (30) 280

(Increase)/decreaseinprepayments (302) 13

Increase/(decrease)inaccountspayable 69,780 (23,392)

Increase/(decrease)inLSLlevypayable (86) 4

Increase/(decrease)ingrantsandsubsidiespayable (9,352) 9,866

Increase/(decrease)inaccruedemployeebenefits (994) (5,234)

Increase/(decrease)inunearnedrevenue (1,538) (1,071)

Increase/(decrease)inappropriationreceivable (828) -

Increase/(decrease)inannualleavelevypayable 3,731 -

Increase/(decrease)inotherpayable - (278)

Increase/(decrease)inGSTpayable - (29)

Adjustmenttonetleaveliabilityduetomachinery-of-governmentchange - 738

Net cash from operating activities 61,781 (25,834)

57

25. Non-cash financing and investing activities

Assetsandliabilitiesreceivedordonated/transferredbythedepartmentandrecognisedasrevenuesandexpensesaresetoutinNotes4and12respectively.Theseareshownasgoodsreceivedbelowfairvalue.

Therewerenoassetandliabilitiesreceivedortransferredbythedepartmentasaresultofmachinery-of-governmentchangesforperiod 1 July 2008 to 26 March 2009.

26 March 30 June

2009 2008

26. Commitments for expenditure $’000 $’000

(a) Non-cancellable operating lease

Commitments under operating leases at reporting date are inclusive of anticipated GST and are

payableasfollows:

·Notlaterthanoneyear 5,518 5,558

· Later than one year and not later than five years 17,764 19,289

· Later than five years 2,529 3,660

Total 25,811 28,507

(b) Capital expenditure commitments

Material classes of capital expenditure commitments inclusive of anticipated GST, contracted for at

reportingdatebutnotrecognisedinthefinancialstatementsarepayableasbelow:

Buildings

Payable:


· Later than one year and not later than five years - -

Total 1,014 19,975

Plant and equipment

Payable:

·Notlaterthanoneyear 40 23

· Later than one year and not later than five years - -

Total 40 23

Operatingleasesareenteredintoasameansofacquiringaccesstoofficeaccommodationandstoragefacilities.Leasepaymentsaregenerallyfixed,butwithinflationescalationclausesonwhichcontingentrentalsaredetermined.

Norenewalorpurchaseoptionsexistinrelationtooperatingleasesandnooperatingleasescontainrestrictionsonfinancingorotherleasing activities.



26 March 30 June

2009 2008

26. Commitments for expenditure (cont.) $’000 $’000

(c) Grants and subsidies

Asat26March2009,approvalhadbeengiveninaccordancewithaformalagreementtopaythefollowinggrantsandsubsidies,GSTinclusivewhererelevant,providedcertaincriteriaaremet:

Local government programs 697,983 374,454

Sport and recreation programs 82,002 65,762

Office of rural and regional communities programs 4,718 -

Total 784,703 440,216

Payable:


· Later than one year and not later than five years 340,040 126,294

Total 784,703 440,216

27. Contingencies

Asat26March2009,thedepartmentdidnothaveanycontingentliabilities.

28. Controlled entities

ThedepartmenthasacontrolledinterestinGoldCoastEventsCoPtyLtd.Thiscompanyhasnotbeenconsolidatedintothedepartment’sfinancialstatements,asitisnotconsideredtobematerialforreportingpurposes.

The Queensland Audit Office separately audits Gold Coast Events Co Pty Ltd.

Asummaryoffinancialtransactionsandbalances,fortheninemonthstoMarch2009,forGoldCoastEventsCoPtyLtdfollows:

26 March 30 June

2009 2008

$’000 $’000

Revenue 8,322 12,809

Expenses (7,738) (9,983)

Net surplus 584 2,826

Assets 18,542 11,791

Liabilities (10,306) (4,139)

Net assets 8,236 7,652

Basisofcontrol:100%sharesareheldbytheStateofQueensland.GoldCoastEventsCoPtyLtd’skeyobjectiveistorepresenttheQueensland Government’s interest in declared motor racing events in Queensland.

59

29. Financial impact of machinery of government changes

AsaresultofthePublicServiceDepartmentalArrangementsNotice(no.2)2009,dated26March2009,responsibilityforthefunctionsrelatingtoservicestosupportsustainable,transparentandaccountablelocalgovernmentsweretransferredtotheDepartmentofInfrastructureandPlanning(DIP).Thefunctionsrelatedtosportandrecreationinfrastructure,fundingadviceandprogramsweretransferredtotheDepartmentofCommunities(DCOM).ThefunctionsrelatedtoservicestosupportengagedruralandregionalcommunitiesweretransferredtoDepartmentofEmployment,EconomicDevelopmentandInnovation(DEEDI).

Asaresultofthesechanges,thefollowingassetsandliabilitieswereagreedastransferred:

DIP DCOM DEEDI Total

$’000 $’000 $’000 $’000

Assets

Cash 68,922 22,346 4 91,272

Receivables 4,263 12,303 97 16,663

Inventories - - - -

Non-currentassetsheldforsale - - -

Property,plantandequipment 643 187,416 21 188,080

Other 138 324 10 472

Intangibleassets - - -

Investment property - - -

Total assets 73,966 222,389 132 296,487

-

Liabilities -

Payables 55,118 23,208 53 78,379

Otherfinancialliabilities - - - -

Accruedemployeebenefits - - - -

Other(unearnedrevenue) 40 399 - 439

Provisions 1,573 2,246 58 3,877

Total liabilities 56,731 25,853 111 82,695

-

Net assets 17,235 196,536 21 213,792



30. Financial instruments

Thedepartmenthasthefollowingcategoriesoffinancialassetsandfinancialliabilities:

26 March 30 June

2009 2008

(A) categorisation of financial instruments Note $’000 $’000

Category

Financial assets

Cashandcashequivalents 13 91,272 46,985


Total 107,935 55,428

Financial liabilities

Financialliabilitiesmeasuredatamortisedcosts:

Payables 19 78,379 17,987

Otherfinancialliabilities-QTCborrowing 20 - 15,141

Accrued employee expenses 21 3,877 1,190

Total 82,256 34,318

(b) Financial risk management

Financialriskmanagementisimplementedpursuanttogovernmentanddepartmentalpolicy.Thesepoliciesfocusontheunpredictabilityoffinance markets and seek to minimise potential adverse affects on the financial performance of the department.

(c) Credit risk exposure

Themaximumexposuretocreditriskatbalancedateinrelationtoeachclassofrecognisedfinancialassetsisthegrosscarryingamount of those assets inclusive of any provisions for impairment. There are no amounts offset as per AASB 132 Financial Instruments: Presentation.

61

Thefollowingtablerepresentsthedepartment’smaximumexposuretocreditriskbasedoncontractualamountsnetofanyallowances:

26 March 30 June

Maximum exposure to credit risk 2009 2008

Category Note $’000 $’000

Financial assets

Cash 13 91,272 46,985


Total 107,935 55,428

Nocollateralisheldassecurityandnocreditenhancementsrelatetothefinancialassetsheldbythedepartment.

The department manages credit risk through the use of credit management strategy. This strategy aims to reduce the exposure to credit defaultbyensuringthatthedepartmentinvestsinsecureassets,andmonitorsallfundsowedonatimelybasis.Exposuretocreditriskismonitoredonanongoingbasis.

Nofinancialassetsandfinancialliabilitieshavebeenoffsetandpresentednetinthebalancesheet.

Themethodforcalculatinganyprovisionalimpairmentforriskisbasedonpastexperience,currentandexpectedchangesineconomicconditionsandchangesinclientcreditratings.Themainfactorsaffectingthecurrentcalculationforprovisionsaredisclosedbelowaslossevents.Theseeconomicandgeographicchangesformpartofthedepartment’sdocumentedriskanalysisassessmentinconjunctionwithhistorical experience and associated industry data.

The department recognised no impairment loss for the current year. All figures for credit risk referred to do not take into account the value of any collateral or other security.

Nofinancialassetshavehadtheirtermsrenegotiatedsoastopreventthemfrombeingpastdueorimpaired,andarestatedatthecarrying amounts as indicated.

Agingofpastduebutnotimpairedaswellasimpairedfinancialassetsaredisclosedinthefollowingtable:



30. Financial Instruments (cont)

(C) Credit risk exposure (cont)

2009 Financial asset past due but not impaired Contractual repricing/ maturity date:

Not overdue

Less than 30 days

30 - 60 Days

61 - 90 Days

More than 90 days

Total Total financial

assets

$’000 $’000 $’000 $’000 $’000 $’000 $’000

Financial assets

Receivables 16,274 255 62 6 66 389 16,663

Total 16,274 255 62 6 66 389 16,663

Contractual repricing/ maturity date:

2008 Financial asset past due but not impaired

Not overdue

Less than 30 days

30 - 60 days

61 - 90 days

More than 90 days


assets

$’000 $’000 $’000 $’000 $’000 $’000 $’000

Financial assets

Receivables 8,085 254 15 39 50 358 8,443

Total 8,085 254 15 39 50 358 8,443

2009 Impaired financial assets


Not overdue

Less than 30 days

30 - 60 days

61 - 90 days

More than 90 days


assets

$’000 $’000 $’000 $’000 $’000 $’000 $’000

Financial assets

Receivables - - - - 195 195 195

Total - - - - 195 195 195


2008 Impaired financial assets Not overdue

Less than 30 days

30 - 60 days

61 - 90 days

More than 90 days


assets

$’000 $’000 $’000 $’000 $’000 $’000 $’000

Financial assets

Receivables - - - - 195 195 195

Total - - - - 195 195 195

63

30. Financial instruments (cont)

(d) Liquidity risk

Thedepartmentisexposedtoliquidityriskinrespectofitspayables.

Thedepartmentmanagesliquidityriskthroughtheuseoftheliquiditymanagementstrategy.Thisstrategyaimstoreducetheexposuretoliquidityriskbyensuringthedepartmenthassufficientfundsavailabletomeetemployeeandsupplierobligationsastheyfalldue.Thisisachievedbyensuringthatminimumlevelsofcashareheldwithinthebankaccountssoastomatchtheexpecteddurationofthevariousemployeeandsupplierliabilities.

Thefollowingtablesetsouttheliquidityriskoffinancialliabilitiesheldbythedepartment.Itrepresentsthecontractualmaturityoffinancialliabilities,calculatedbasedoncashflowsrelatingtotherepaymentoftheprincipalamountoutstandingatbalancedate.

2009 Payable in Total

< 1 year 1 - 5 years > 5 years

Note $’000 $’000 $’000 $’000


Payables 19 78,379 - - 78,379

QTCborrowings 20 - - - -

Accrued employee expenses 21 3,877 - - 3,877

Total 82,256 - - 82,256

2008 Payable in Total

< 1 year 1 - 5 years > 5 years

Note $’000 $’000 $’000 $’000


Payables 19 17,987 - - 17,987

Qtcborrowings 20 3,773 - 11,368 15,141

Accrued employee expenses 21 1,190 - - 1,190

Total 22,950 - 11,368 34,318

(e) Market Risk

The department does not trade in foreign currency and is not materially exposed to commodity price changes. The department is exposed tointerestrateriskthroughitsborrowingsfromQueenslandTreasuryCorporationandcashdepositedininterestbearingaccounts.Thedepartmentdoesnotundertakeanyhedginginrelationtointerestriskandmanagesitsriskaspertheliquidityriskmanagementstrategy.

Interest Rate Sensitivity Analysis

Thefollowinginterestratesensitivityanalysisisbasedonareportsimilartothatwhichwouldbeprovidedtomanagement,depictingtheoutcometoprofitandlossifinterestrateswouldchangeby+/-1percentfromtheyear-endratesapplicabletothedepartment’sfinancialassetsandliabilities.Itassumesthattheratewouldbeheldconstantoverthefollowingyear,withthechangeoccurringatthebeginningof the financial year.

Atreportingdateiftheinterestrateshadbeen50basispointslowerorhigher,therewouldbeanimmaterialeffectonthedepartment’soperatingsurplus/deficit.



30. Financial instruments (cont)

(e) Market risk (cont)

Thecarryingamountforcashisbasedonbankaccountsheldbythedepartmentthatareinterestbearing.ThesearetheRegionalFloodMitigationbankaccountandtheIndigenousEnvironmentalHealthInfrastructureProgrambankaccount.

Carrying amount 2009 Interest rate risk

Financial instruments -1% +1%

Profit Equity Profit Equity

Cash 18,046 (180) (180) 180 180

QTCborrowings - - - - -

Overall effect on profit and equity (180) (180) 180 180

Carrying amount 2008 Interest rate risk

Financial instruments -1% +1%

Profit Equity Profit Equity

Cash 46,985 (470) (470) 470 470

QTCborrowings 15,141 151 151 (151) (151)

Overall effect on profit and equity (319) (319) 319 319

(f) Fair value

The fair value is determined as follows:

• Thecarryingamountofcashandcashequivalents,receivables,payablesandtheleaseliabilityapproximatetheirfairvalueandarenotdisclosedseparatelybelow.

• Thefairvalueofothermonetaryfinancialassetsandfinancialliabilitiesisbasedonmarketpriceswhereamarketexists,orisdeterminedbydiscountingexpectedfuturecashflowsbythecurrentinterestforfinancialassetsandliabilitieswithsimilarriskprofiles.

• Thefairvalueofprepaymentsisrepresentedbythebookvalueastheperiodoftimetoconsumptionisshortandtherearenoratesinvolvedinthecalculation,thereforetheyarenotdisclosedseparatelybelow.

Thedepartmenthasnotoffsetanyassetsandliabilities.

Thecarryingamountsofallfinancialassetsandmostfinancialliabilitiesarerepresentativeoftheirfairvalue.

Thecarryingamountofallfinancialassetsandfinancialliabilities,excepttheborrowingsfromtheQueenslandTreasuryCorporationarerepresentative of their fair value.

2009 2008

Carrying amount Fair value Carrying amount Fair value

$’000 $’000 $’000 $’000


Financialliabilitiesatamortisedcost:

QTCborrowings - - 15,141 15,080

Total - - 15,141 15,080

65


31. Schedule of administered items Services to support sustainable, transparent and accountable

local government

Planning development services Sport and recreation infrastructure, funding advice and programs

Total


2009 2008 2009 2008 2009 2008 2009 2008

$’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000

Administered revenues

Administered item appropriation 372,793 348,730 - - 25,299 25,989 398,092 374,719

Commonwealth grants 370,414 345,659 - - - - 370,414 345,659

Taxes, fees and fines 313 492 - 15 - - 313 507

Other revenue 10,770 - - - - 4,041 10,770 4,041

Total 754,290 694,881 - 15 25,299 30,030 779,589 724,926

Administered expenses

Grants,subsidiesandcontributions 372,792 348,729 - - 25,299 25,990 398,091 374,719

Total 372,792 348,729 - - 25,299 25,990 398,091 374,719

Administered assets

Current

Cashandcashequivalents (93,904) 136 - - 41 41 (93,863) 177

Receivables 188,269 1 - - - - 188,269 1

Total 94,365 137 - - 41 41 94,406 178

Administered liabilities

Current

Unearned appropriation grant

Payables - 1 - - - - - 1

Payables 93,353 3 - - 41 41 93,394 44

Total 93,353 4 - - 41 41 93,394 45

Transfers to government of taxes, fees and fines and commonwealth grants

380,620 346,152 - 15 - 4,040 380,620 350,207


31. Schedule of administered items Services to support sustainable, transparent and accountable

local government

Planning development services Sport and recreation infrastructure, funding advice and programs

Total


2009 2008 2009 2008 2009 2008 2009 2008

$’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000

Administered revenues

Administered item appropriation 372,793 348,730 - - 25,299 25,989 398,092 374,719

Commonwealth grants 370,414 345,659 - - - - 370,414 345,659

Taxes, fees and fines 313 492 - 15 - - 313 507

Other revenue 10,770 - - - - 4,041 10,770 4,041

Total 754,290 694,881 - 15 25,299 30,030 779,589 724,926

Administered expenses

Grants,subsidiesandcontributions 372,792 348,729 - - 25,299 25,990 398,091 374,719

Total 372,792 348,729 - - 25,299 25,990 398,091 374,719

Administered assets

Current

Cashandcashequivalents (93,904) 136 - - 41 41 (93,863) 177

Receivables 188,269 1 - - - - 188,269 1

Total 94,365 137 - - 41 41 94,406 178

Administered liabilities

Current

Unearned appropriation grant

Payables - 1 - - - - - 1

Payables 93,353 3 - - 41 41 93,394 44

Total 93,353 4 - - 41 41 93,394 45

Transfers to government of taxes, fees and fines and commonwealth grants

380,620 346,152 - 15 - 4,040 380,620 350,207

67


26 March 30 June

2009 2008

32. Reconciliation of payments from consolidated fund to administered revenue $’000 $’000

Budget appropriation 393,656 328,764

Transfersfrom/tootherdepartments - -


Unforeseen expenditure - 45,986

Total administered receipts 210,939 374,750

Less:openingbalanceofadministeredrevenuereceivable (11) (41)

Plus:closingbalanceofadministeredrevenuereceivable 187,163 11

Plus:openingbalanceofunearnedrevenue 1 -

Less:closingbalanceofunearnedrevenue - (1)

Less:openingbalanceequityinjectionreceivable - -

Administered revenue recognised in Note 31 398,092 374,719

In preparing this note, the department has relied on advice from the Treasury department in relation to the 2009 transfers to departments made in accordance with section 23A of the Financial Administration and Audit Act 1977.ThesetransferamountsareexpectedtobeapprovedbyGovernorinCouncilbefore30June2009.

33. Prior year adjustment

AnadjustmentwasmadetocorrectlyreportrevenuereceivedinpreviousyearsfromtheCommonwealthgovernmentandotherstategovernment agencies for various funding programs. In accordance with AASB 1004 Contributions, the correct accounting treatment for these fundsisforthetotalrevenuetoberecognisedasbeingearnedwhenthefundingwasoriginallyreceived,ratherthanbeingrecognisedasbeingearnedastheexpenditurewasincurred,whichwastheaccountingtreatmentpreviouslyused.

Thefollowinglineitemsinthe2007-08financialstatementshavebeenrestatedtoreflecttherevisedaccountingtreatment:

• Grantsandothercontributionsrevenueisdecreasedby$11.640million

• Theoperatingsurplusof$0.013millionisreducedby$11.640milliontobecomeanoperatingdeficitof$11.627million

• Unearnedrevenueisdecreasedby$22.904million

• Accumulateddeficitsof$1.687millionarereducedby$22.904milliontobecomeaccumulatedsurplusesof$21.217million.


Thesefinalfinancialstatementshavebeenpreparedpursuanttosection105M(1)oftheFinancial Administration and Audit Act 1977(theAct),andotherprescribedrequirements.Inaccordancewithsection105M(2)oftheActwecertifythatinouropinion:

a) theprescribedrequirementsforestablishingandkeepingtheaccountshavebeencompliedwithinallmaterialrespects;and

b) thestatementshavebeendrawnuptopresentatrueandfairview,inaccordancewithprescribedaccountingstandards,ofthetransactions of the Department of Local Government, Sport and Recreation for the period ended 26 March 2009 and of the financial position of the department at the end of that year.

John Marsh Michael Kinnane Former Director, Business and Financial Management Former Director-GeneralDepartment of Local Government, Sport and Recreation Department of Local Government, Sport and Recreation 24 June 2009 24 June 2009

Certificate of the Department of Local Government, Sport and Recreation

69

Independent Auditor’s ReportTotheformerAccountableOfficeroftheDepartmentofLocalGovernment,SportandRecreation.

Matters Relating to the Electronic Presentation of the Audited Final Financial Report

The auditor’s report relates to the final financial report of the former Department of Local Government, Sport and Recreation for the final period ended 26 March 2009 included on the Department of Local Government,SportandRecreation’swebsite.TheDepartmentisresponsiblefortheintegrityoftheDepartmentofLocalGovernment,SportandRecreation’swebsite.Ihavenotbeenengagedtoreportontheintegrity of the Department of Local Government, Sport and Recreation’s website.Theauditor’sreportrefersonlytothestatementsnamedbelow.It does not provide an opinion on any other information which may have beenhyperlinkedto/fromthesestatements.Ifusersofthefinalfinancialreport are concerned with the inherent risks arising from electronic data communications they are advised to refer to the hard copy of the audited finalfinancialreport,availablefromtheDepartmentofLocalGovernment,Sport and Recreation, to confirm the information included in the audited finalfinancialreportpresentedonthiswebsite.

These matters also relate to the presentation of the audited final financial report in other electronic media including CD Rom.

Report on the Final Financial Report

I have audited the accompanying final financial report of the former Department of Local Government, Sport and Recreation, which comprisesthebalancesheetandstatementofassetsandliabilitiesbyoutputs/majoractivitiesasat26March2009,andtheincomestatement,statementofchangesinequity,cashflowstatementandincomestatementbyoutputs/majoractivitiesforthefinalperiodendedon that date, a summary of significant accounting policies, other explanatorynotesandthecertificatesgivenbytheformerDirector-General and former Director Business and Financial Management.

The Former Accountable Officer’s Responsibility for the Final Financial Report

TheformerAccountableOfficerisresponsibleforthepreparationandfairpresentationofthefinalfinancialreportinaccordancewithprescribedaccountingrequirementsidentifiedintheFinancial Administration and Audit Act 1977 and the Financial Management Standard 1997, including compliancewithapplicableAustralianAccountingStandards(includingtheAustralianAccountingInterpretations).Thisresponsibilityincludesestablishingandmaintaininginternalcontrolsrelevanttothepreparationand fair presentation of the final financial report that is free from material misstatement, whether due to fraud or error; selecting and applying appropriate accounting policies; and making accounting estimates that arereasonableinthecircumstances.

Auditor’s Responsibility

Myresponsibilityistoexpressanopiniononthefinalfinancialreportbasedontheaudit.TheauditwasconductedinaccordancewiththeAuditor-General of Queensland Auditing Standards, which incorporate the AustralianAuditingStandards.Theseauditingstandardsrequirecompliancewithrelevantethicalrequirementsrelatingtoauditengagementsandthattheauditisplannedandperformedtoobtainreasonableassurancewhether the final financial report is free from material misstatement.

Anauditinvolvesperformingprocedurestoobtainauditevidenceaboutthe amounts and disclosures in the final financial report. The procedures selecteddependontheauditor’sjudgement,includingtheassessmentofrisks of material misstatement in the final financial report, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of the final financial report in order to design audit procedures that are

appropriateinthecircumstances,butnotforthepurposeofexpressingan opinion on the effectiveness of the entity’s internal control, other than inexpressinganopiniononcompliancewithprescribedrequirements.Anaudit also includes evaluating the appropriateness of accounting policies andthereasonablenessofaccountingestimatesmadebytheformerAccountableOfficer,aswellasevaluatingtheoverallpresentationofthefinalfinancialreportandanymandatoryfinancialreportingrequirementsasapprovedbytheTreasurerforapplicationinQueensland.

Ibelievethattheauditevidenceobtainedissufficientandappropriatetoprovideabasisformyauditopinion.

Independence

The Financial Administration and Audit Act 1977 promotes the independence of the Auditor-General and QAO authorised auditors. The Auditor-GeneralistheauditorofallQueenslandpublicsectorentitiesandcanonlyberemovedbyParliament.

The Auditor-General may conduct an audit in any way considered appropriateandisnotsubjecttodirectionbyanypersonaboutthewayinwhichauditpowersaretobeexercised.TheAuditor-Generalhasfor the purposes of conducting an audit, access to all documents and property and can report to Parliament matters which in the Auditor-General’s opinion are significant.

Auditor’s Opinion

In accordance with s.105M of the Financial Administration and Audit Act 1977 –

(a) IhavereceivedalltheinformationandexplanationswhichIhaverequired;and

(b) inmyopinion–

(i) theprescribedrequirementsinrespectoftheestablishmentandkeepingofaccountshavebeencompliedwithinallmaterial respects; and

(ii) thefinancialreporthasbeendrawnupsoastopresentatrueandfairview,inaccordancewiththeprescribedaccountingstandards of the transactions of the former Department of Local Government, Sport and Recreation for the final period 1 July 2008 to 26 March 2009 and of the financial position as at the end of that final period.

Emphasis of Matter – Abolishment of the Department of Local Government, Sport and Recreation

Withoutqualificationtomyopinion,attentionisdrawntoNotes1(a)and29 in the final financial report which identifies that pursuant to Public Service Departmental Arrangements Notice (No 2) 2009, the former DepartmentofLocalGovernment,SportandRecreationwasabolishedon26March2009.InaccordancewithrequirementsofPublic Service Departmental Arrangements Notice (No 2) 2009,allassetsandliabilitiesoftheformerDepartmentasatthedateofabolitionweretransferredtoTheDepartment of Communities, Department of Infrastructure and Planning or to the Department of Employment, Economic Development and Innovation, immediatelyaftertheabolishmentatthevaluesreportedinthebalancesheet(referNote29).Accordinglythisfinalfinancialreporthasbeenpreparedonabasisthatisconsistentwithagoingconcernbasis.

G G Poole FCPAAuditor-General of QueenslandQueensland Audit Office Brisbane


Appendices

1. Role and scope of operations 72

2. Governance 77

3. Executive leadership team 80

4. Workforce profile 84

5. Executive, governance and leadership committees 92

6. Legislation administered 96

7. Boards,committeesandstatutoryauthorities 97

8. Cost of consultancies 99

9. Local government funding programs 100

10. Funding programs that strengthen rural and regional communities 101

11. Sport and recreation programs 102

12. Overseas travel 104

13.Publications 105

14.Generalreportingrequirements 106

15. Machinery-of-government changes to Queensland agencies affecting the department 110

16. Greenhouse gas emissions 111

71

Appendix 1 - Role and scope of operations

Our roleThe Department of Local Government, Sport and Recreation playedanimportantroleinimprovingthequalityoflifeofallQueenslanders, working closely with local governments, their communities,sportinggroupsandindustrybodiesthroughoutthestate as:

• thechampionforstrong,sustainableandefficientlocalgovernment

• aleaderinpromotingactivelifestyles

• apartnerinsustainingQueenslandregions

• theleaderindevelopingoureliteathletes

• astrongadvocateforAboriginalandTorresStraitIslandercommunities

• aleaderinhelpingQueenslandersconserveourpreciouswaterresources

• aleaderinbuildingasustainable,liveableandprosperousruralQueensland.

ThedepartmentwasresponsibletoParliamentthroughtwoministers:theHonourableJudySpenceMP,MinisterforPolice,CorrectiveServicesandSport;andtheHonourableWarrenPittMP,Minister for Main Roads and Local Government. These portfolio responsibilitiesweredeliveredthroughtheDepartmentofLocalGovernment, Sport and Recreation, which was constituted under section 2 of the Administrative Arrangements Order (No. 1) 2008.

The local government portfolio, which incorporated the Office of Rural and Regional Communities, developed policies, strategies and programs and administered funding to:

• facilitateanefficient,transparentandresponsivelocalgovernment system in Queensland

• buildinfrastructurethatmeetsidentifiedcommunityneeds,withaparticularfocusonessentialwaterandsewerage/wastewater infrastructure

• developeffectivegovernanceandlegislativeframeworksforlocal government

• buildthecapacityoflocalgovernmenttomeetthechangingexpectations of their communities

• buildcapacityinruralandregionalcommunities.

OursportandrecreationresponsibilitiesplayedaleadingroleinenhancingtheliveabilityofQueenslandcommunitiesbyencouraging more Queenslanders to lead active, healthy lifestyles through participation in sport and recreation pursuits, with policies, strategies and programs seeking to:

• buildasportandactiverecreationindustryresponsivetotheparticipation needs of Queenslanders

• achievebetterplanned,vibrantcommunitieswithimprovedaccess to sport and active recreation places and facilities which support participation from the grassroots to elite levels

• positionQueenslandnationallyandinternationallyasapremiersporting location

• developeliteathletestooptimiseQueensland’snationalandinternational sporting success, and ensure recognition of Queensland’sathletesassportingambassadorsforQueenslandand Australia.


Our organisation on 26 March 2009

Sport and recreation functions

Local government, rural and regional communities functions

Common departmental functions

Legend:

Deputy Director-GeneralAssistant Director-General

Strategy and Policy

Sport and Recreation Queensland Academy of Sport

Local Government Act Review

Local Government Performance Task Force

Local Government Grants Commission

Local Government RemunerationTribunal

Office of Rural and Regional Communities

Sport and recreation functions

Local government, rural and regional

communities functions

Service Delivery

Strategic Policy and Legislation

Minister for Police, Corrective Services and Sport

Minister for Main Roads and Local Government

Director-General

Corporate and Executive Services

Internal Audit

73

Scope of operationsAs the Department of Local Government, Sport and Recreation, we served the community through six key divisions.

The Service Delivery division fulfilled a critical role in delivering services to local governments, sport and recreation organisations and rural and regional communities across the state. The division led and coordinated:

• localgovernmentperformanceandcapacitydevelopmentprograms and advice

• fundingprogramstolocalgovernments,communityorganisations and the sport and recreation industry

• communitydevelopmentandcommunityengagementprograms

• Indigenouspartnershipsandprograms.

Under machinery-of-government changes in March 2009, service supporting local governments transitioned to the Department of Infrastructure and Planning. Sport and recreation services transitioned to the Department of Communities and services supporting the Blueprint for the Bush transitioned to the Department of Employment, Economic Development and Innovation.

The Sport and Recreation division encouraged all Queenslanders to activelyparticipateinsportandrecreationactivityby:

• increasingopportunitiesforQueenslanderstoparticipateinphysical activity

• workingcloselywithQueensland’ssportandrecreationindustryto improve its capacity to deliver participation opportunities for Queenslanders

• promotingtheprovisionofopenspaceandparksforrecreationpurposes, through regional planning processes and council planning schemes

• positioningQueenslandasapremiersportingdestination,byproviding world class facilities and access to specialist services for national and international teams to train and compete in Queensland

• supportingcouncilsandsportandrecreationorganisationstobuildcommunitysportandrecreationinfrastructuresuchassportsfields,aquaticcentres,indoorfacilitiesandwalkways

• promotingsportandactiverecreationasintegraltovibrantandhealthy Indigenous communities.

ThroughtheQueenslandAcademyofSport(QAS),morethan600Queenslandathleteshavebeenidentified,supportedanddeveloped through the provision of world-class coaching, sport science, sports medicine, and career and education services. The QAS is also home to the Centre of Excellence for Applied Sport ScienceResearchwhichworksincollaborationwithuniversitiestoundertakecuttingedgeresearchprojectsandapplytheoutcomesof the research directly to Queensland’s elite athletes.

Through the Office of Rural and Regional Communities, we:

• providedQueenslandcommunitieswithbetteraccesstogovernment through Ministerial Regional Community Forums

• improvedthesustainability,liveabilityandprosperityofruraland remote communities through the department’s lead role of implementing, monitoring and reporting of the Blueprint for the Bush strategy

• facilitatedregionalservicedeliveryimprovementandenhancedregional reporting through Regional Managers Coordination Networks.


The Strategic Policy and Legislation division provided coordinated services and advice to the Ministers, the executive management team and the department on matters relating to whole of government policies; the development and implications of state and commonwealth policy on local governments and sporting bodies;legislativeamendmentandregulationforlocalgovernmentand sport and recreation portfolios; interpretation of legal and administrative matters; and the planning, monitoring and reporting of corporate performance.

The division also provided advisory services to other state government and federal government agencies, independent agenciesandpeakbodiesonmattersofpolicyandlegislativedevelopment,pilotprojectsandnewservicedeliveryinitiatives.

The Corporate and Executive Services division provided services to support the daily operations of the department. This included deliveringadministrative,organisationalandbusinessservices,suchasbusinessandfinancialmanagement,marketingandcommunications, human resources, ministerial and executive services, records management, information communication technology, and governance and whole-of-government reporting.

SignificantprojectsThe department continued its approach to the reform of local government involving:

• structuralreform(completedin2007-08)

• legislativereform

• sustainabilityandreporting

• capacitybuilding.

Local government legislative reform

Localgovernmentsandtheirpeakbodiesstronglysupportedthe need for a new strategic legislative framework which accommodates the diversity of all local governments across Queensland. The features of this new legislative framework include:

• specificconsiderationofIndigenouscouncils

• contemporaryandflexiblelegislationthatiseasytounderstandand use

• strongeraccountabilityandtransparencyofcouncils

• clearerrolesandresponsibilitiesforcandidatesandcouncillors

• amoderndemocraticlocalgovernmentelectoralprocess.

Thefoundationofanewlegislativeframeworkwillbeanewlocalgovernmentactsupplementedbyregulationsgoverningessentialbutsubordinateoperationaloradministrativematters.The department worked with stakeholders in developing new regulations and a new local government electoral act as well as reviewing the City of Brisbane Act 1924.

Local government performance and reporting

Theperformanceandreportingprojectaimedtoimprovelocalgovernments’financialsustainabilitythroughfivecomponents:asset management, community engagement, governance, long-term financial modelling and planning and reporting processes.

Capacity building

Theregionalisationofthedepartmenthasbeenakeyinitiativetobuildthecapacityoflocalgovernmentsandimproveclientservices.Thedepartmenthasworkedcollaborativelywithcouncilsand regional organisations to improve its delivery of services to thepublic.

75

Our partnersThe department partnered with a wide range of groups, agencies, industryrepresentativesandgovernmentstoachievebetteroutcomes for Queenslanders. Our partners included:

• AboriginalandTorresStraitIslandercouncilstoimprovetheirgovernancearrangementsandqualityoflife

• waterserviceprovidersandthebusinesssector(includingtheQueenslandWaterCommission)toensurethatwater-efficiencyprogramsandinfrastructureachievevaluablewatersavings

• Queensland’ssportandrecreationindustrytoincreaseparticipationlevels,andhelpclubsandassociationstoenhancetheir capacity to deliver services

• 73localgovernmentsindevelopingthenewgovernanceframework for the local government system commencing with the Local Government Bill 2009

• communitygroupswhichsupportQueenslanders’participationin physical activity

• BlueprintfortheBushpartneragencies,alllevelsofgovernment, community groups and communities to improve thesustainability,liveabilityandprosperityofruralandremotecommunities

• federalandotherstateandterritorygovernmentstopromotebestpracticeandparticipateinjointinitiativesthatbenefitQueensland

• QueenslandHealth,QueenslandTransport,DepartmentofNaturalResourcesandWaterandtheDepartmentofEducation,Training and the Arts in improving opportunities to participate in physical activity

• peakbodies,includingtheLocalGovernmentAssociationofQueensland, Local Government Managers Australia-Queensland Branch, Q Sport, the Queensland Outdoor Recreation Federation and AgForce.


The governance framework for the Department of Local Government, Sport and Recreation met Queensland Government requirementsasarticulatedinManagingforOutcomes,theFinancial Management Standard 1997 and the Auditor-General’s ReportNo.71998-99CorporateGovernance,BeyondCompliance.The framework comprised of eight elements: strategic planning, performance monitoring and evaluation, stakeholder and community engagement, research and innovation, change management,riskmanagement,projectandinformationmanagement and leadership and governance.

These elements ensured:

• thealignmentofthedepartment’sgoals,objectivesandpriorities to meet whole-of-government outcomes

• proactiveandplanneddecisionmaking,undertakeninatransparent, consistent, efficient, ethical and fair manner

• acollectiveunderstandingofleadershipastheresponsibilityofall,withindividualsbeingresponsibleforthechoicestheymakeandtheirimpactonthegoalsandobjectivesofthedepartment

• improvementoffuturedecisionmakingthroughlearningfrom experience, and the monitoring of performance against governmentgoalsandobjectives

• achievementandmaintenanceofstakeholdersatisfactionwiththe department’s decision making processes

• thecooperationofagenciestoeffectivelyadapttoadynamicenvironment

• adherencetooursharedvalues

• continualidentification,assessment,managementandmonitoring of opportunities and risks.

Strategic planningThe department’s multi-level strategic planning process integrated governmentambitionsandministerialdirections,strategicandoperational risks, executive performance planning, strategic workforce planning, information management, organisational strategy and resourcing.

Between July 2008 and March 2009, we reviewed and reframed the department’s strategic plan to align with the government’s ambitionsunderQ2.

Performance monitoring and evaluationThe department’s performance monitoring and evaluation framework committed the department to specifying how performancewouldbemeasuredandusedtodemonstrateprogressand results.

Between July 2008 and March 2009, evaluation frameworks were developed for the department’s support for Ministerial council processes and the regionalisation of its services.

Frameworks were developed and informed the conduct of successful evaluations of:

• thelegalservicesunit

• thekeyperformanceindicatorsoftheCommunityGovernanceImprovement Strategy

• theregionalisationprocess(initialstaffsurveyin September2008)

• catanddogownershipinQueenslandconductedforthedepartment through the Queensland Household Survey in March 2009.

On 26 March 2009, several evaluations were in progress:

• Phaseonetrialsonthemanagementofcatsanddogs

• CommunityPartnershipprograms

• Sportandrecreationfundingprogramssurvey

• TrueSportLivesHereprogram

• Humanresourceslearninganddevelopmentinthedepartment

• Regionalisation–followupsurveys.

Appendix 2 - Governance

77

Stakeholder and community engagementThe department undertook a range of engagement activities with clients and partners throughout the period July 2008 to March 2009 including:

Local government

• consultationwithcouncilsandpeakbodiesonthedevelopment of the Local Government Bill 2009

• regionalisationoflocalgovernmentservicedeliverytoprovidelocalised support to councils

• participationinlocalgovernmentconferencesandworkshops

• commencementofaseriesofWomeninGovernmentworkshops.

Sport and recreation

• hostingcommunityeventsacrossthestatetoencourageQueenslanders to get active

• deliveringprofessionaldevelopmentsportandrecreationworkshopsforclubs,coaches,teachersandparents

• gettingchildreninschoolsactivethroughourChildrenandYoung People Strategy

• workingwithcouncils,clubsandorganisationstoassistinthedelivery of community sport and recreation infrastructure.

Rural and regional communities

• hostingoftheMinisterialRegionalCommunityForums

• hostingoftheInauguralRuralWomen’sSymposium.

Change managementThe department recognises the importance of support, commitment, ownership and consistent communication in managing change effectively.

During 2008-09, the department’s change management framework was applied during restructures to the Sport and Recreation Division and the Queensland Academy of Sport to prepare the divisions and their staff for these changes. In addition, selected managers were provided with training on how to manage the impact of change on individuals.

Thechangepreparationworkthatstartedduring2007-08wasrealised with the implementation of the department’s regional structure commencing on 1 July 2008.

Risk managementIn accordance with the Financial Administration and Audit Act 1977andtheCharterofSocialandFiscalResponsibility,thedepartment’s governance framework includes rigorous attention to riskmanagement.Atastrategiclevel,riskshavebeenidentified,documented and managed in the department’s strategic risk register,andanassessmentoftheirstatushasbeenreportedtotheexecutivemanagementteamquarterly.

ProjectmanagementInDecember2008,thedepartmentadoptedtheQueenslandGovernmentProjectManagementMethodologyProjectManagementFramework(PMF)whichisbasedonthePRINCE2(PRojectsINControlledEnvironments)methodology.


Information management – recordsIn2008-2009,theSharedServicesAgency(SSA)transitionedrecordsmanagementfunctionsbacktogovernmentdepartmentsenablingSSAtore-focusonitscoretransactionalbusiness.Fourstaff returned to the department and formed the small group of records professionals advancing the department’s strategic agenda in information management.

ActivitiesbetweenJuly2008andMarch2009wereheavilyfocussedonprogressingtheoutcomesoftheHITRecords(HandlingInformationThroughRecords)projectincludingfinalisingthedepartment’s records management framework.

The records management framework incorporated work on the businessclassificationscheme,approvaloftheretentionanddisposal schedule, a document naming convention as well as the supporting policies, procedures and guidelines.

The department also developed an electronic document records managementsystem(eDRMS)basedonTrimContent6R2.3.Thenew eDRMS further capitalised on existing investment to deliver afullyintegratedsystemabletomanagethecomplexrecordsand ministerial needs of a government agency. As part of the development,thedepartment’sexistingTRIMCapturedatabaseshavebeenupgradedtoTRIMCONTEXT6R2.3.TheeDRMSwasscheduled for implementation throughout the department in May 2009.Thedepartment’seDRMSprojectachievementswillbeassessed for implementation into the Department of Infrastructure and Planning.

79

Thedepartment’sExecutiveManagementTeam(EMT)playedacriticalroleincorporategovernanceandservicedeliveryby:

• providingvalues-basedleadership,incorporatinghighstandardsforintegrityandethicalbehaviour

• ensuringtransparencyandaccountabilitythrougheffectivedecision making and communication with management and staff

• providingleadershipanddirectionon:

o issues relating to the ongoing financial and non financial performance of the department and the performance of its governance structures

o futuresbasedissuesandresponsetoglobalstrategicissues

• providingaclearfuturedirectionforthedepartment.

TheEMTcomprisedtheDirector-General(chair),Deputy Director-General, Assistant Director-General, Executive Directors, and arepresentativeRegionalDirector(onthreemonthrotation).

Michael Kinnane ESM FAIMAssociate Director-General, Local Government and Service DeliveryDepartment of Infrastructure and Planning

Michael Kinnane held the position of Director-General, Department of Local Government, Sport and Recreation department from January 2006. Previously from 1998, he was Director-General of the Department of Emergency Services. On 26 March 2009, Michael was appointed to the position of Associate Director-General in the Department of Infrastructure and Planning, in which he holds responsibilityforthelocalgovernmentandservicedeliverygroup.

Michael is committed to providing leadership, strategic direction and good governance for the Group in their delivery of policy and in the setting of strategic directions in accordance with whole-of-government priorities. Within the department, Michael led the internal structural change which delivered a strategic shift in the department’s role, from that of regulator to strategic policy leader. This positioned the agency to deliver unprecedented reforms for the local government sector in Queensland.

HeholdsjointresponsibilityasgovernmentchampionforMornington Island under “Partnerships Queensland” and is a memberoftheStrongIndigenousCommunitiesChiefExecutiveOffice Committee.

Craig MathesonDeputy Director-General, Sport and Recreation ServicesDepartment of Communities

CraigMathesonwasresponsibleforprovidingstrategicadviceandsupport to the Director-General and the department’s Ministers on thefullbreadthofportfolioresponsibilities.

Craigbroughtnearly20yearsofexperienceinpublicpolicy,governanceandleadershiprolesinthepublicsectorincluding 14 years with this department.

CraigisamemberoftheBoardoftheQueenslandAcademyofSport.

Gabrielle SinclairAssistant Director-General, Strategy and PolicyDepartment of Infrastructure and Planning

GabrielleSinclairledthedivisionofStrategicPolicyandLegislation, the Local Government Legislation Review and Local GovernmentSustainabilityandPerformancereformtaskforcesandthe Local Government Grants Commission and Local Government RemunerationTribunal.

InparticularGabrielleassistedtheDirector-Generaltodeliverthesecond and third component of the Local Government Reform program,beingthenewlegislativeframeworkforlocalgovernmentwhich has included the review of the Local Government Act 1993 andthedevelopmentofthesustainabilityandreportingprocess.

Gabrielle’srolealsoincludedassistingtheDirector-Generalinhisrole as Chair of the Committee for the Modern Federation, which concluded in April 2008.

Appendix 3 - Executive leadership team


SincecommencingwiththedepartmentinJanuary2006Gabrielleestablishedstrategicpolicydevelopmentandpublicpolicyresearch teams and strategic legislation development and analysis teamstoenableinaugurationofthemajorpolicyandlegislationreformprograms.Gabriellealsoestablishedenduringlinkswithstakeholderstoprovidebroadconsultationopportunitiesandcommunity engagement.

GabriellehasbeenintheQueenslandPublicServiceformorethan19years.PriortojoiningthedepartmentGabrielleheldtheposition of Executive Director, Policy and Programs, Department of Corrective Services for six years.

GabrielleisDeputyChairpersonoftheQueenslandLocalGovernment Grants Commission.

Pat MorganExecutive Director, Corporate and Executive ServicesDepartment of Infrastructure and Planning

PatMorganwasresponsibleforprovidingstrategyandadvicetothe Executive Management Team and Director-General on service improvementopportunitiesandgovernanceobligationsacrossarange of functional teams.

Pat was instrumental in increasing the focus on performance and achievement and laid the foundations for corporate units to embraceaperformanceculture.

Patwasalsocommittedtoprovidingqualitycost-effectivesupportservices, simplifying processes and ensuring staff potential was achieved through learning and development opportunities.

Dr Nancy SpencerDirector, Department of Communities

SincejoiningthedepartmentinNovember2007,NancySpencerled the Strategic Policy and Legislation division to focus on policy development and client services, and was instrumental in developingbotharesearchandcorporateplanningprogramforthe department and policy legislation for managing unwanted catsanddogs.AsactingExecutiveDirector,Nancymanagedtheimplementation of the Service Delivery Performance Commission’s recommendations within the department.

NancyhasbeencommittedtopositioningStrategicPolicyandLegislation to develop long-term strategic directions for the portfoliobasedonevidencefromresearchandevaluationofcurrent programs.

Nancybroughtwide-rangingexperiencetothedepartment,havingworked for the Office of Economic and Statistical Research as the Assistant Government Statistician. While with the Department of ChildSafetyNancyledtheCMCreformsofthechildsafetysystem,and implemented operational performance reviews for operational units.

NancyisontheAdvisoryBoardforGriffithUniversityGraduateDiplomainPolicyAnalysisandisacommitteememberofGriffithUniversity’s Key Centre in Ethics Law, Justice and Governance.

From left to right: Pat Morgan, Bennett King, Gabrielle Sinclair, Craig Matheson, Michael Kinnane, Frank Gilbert, Peta Jamieson, Phil Clarke, Nancy Spencer, Tracy O’Bryan

81

Peta JamiesonExecutive Director, Service DeliveryDepartment of Infrastructure and Planning

Peta Jamieson led and coordinated the delivery of the department’s regional services, including:

• localgovernmentperformanceandcapacitydevelopmentprograms and advice

• fundingprogramstolocalgovernments,communityorganisations and the sport and recreation industry

• communitydevelopmentandcommunityengagementprograms

• Indigenouspartnershipsandprograms.

PriortojoiningthedepartmentinOctober2007,PetaworkedfortheBrisbaneCityCouncilinarolethatsawherprovidingstrategicpolicy advice to 18 council Chief Executive Officers in South East Queensland. Peta has also worked for the Local Government Association of Queensland.

Peta played a key role in regionalising the department’s presence withtherelocationofresourcesandpositionsfromBrisbanetotheregions.Shehasbeencommittedtodeliveringoutcomesthatensurethedepartmentwasabletobuildthecapacityoflocal governments to meet changing community expectations and enhancetheirsustainability.

PetaisamemberoftheInstituteofPublicAdministrationAustraliaand the Local Government Managers Association of Queensland.

Tracy O’Bryan Acting Executive Director, Sport and Recreation ServicesDepartment of Communities

TracyO’BryanwasresponsiblefortheSportandRecreationdivisionwithin the department.

Tracy provided strategic advice to the government on the effective implementation of the department’s sport and recreation development initiatives.

Tracy has driven a team to develop and implement initiatives, in partnership with other stakeholders, to enhance the health and qualityoflifeofQueenslanders.

Following a career as a solicitor, Tracy has 13 years Queensland publicserviceexperience,principallywithintheDepartmentofthePremierandCabinetandtheDepartmentofLocalGovernment,Sport and Recreation in senior policy, corporate and management positions, including legal, resource planning and governance and sport and recreation industry and sector development.

TracyisamemberofthePremier’sEatWellBeActiveTaskforce,chair of the Adventure Activity Standards Interdepartmental Working Group and the Interdepartmental Trail Bike Working Group.

TracyisalsoamemberoftheSouthEastQueenslandOutdoorRecreation Strategy Interdepartmental Steering Committee, Healthy Communities Interdepartmental Steering Committee and chair of the True Sport Lives Here Industry Reference Group.


Bennett KingExecutive Director, Queensland Academy of SportDepartment of Communities

BennettKingbroughtextensiveinternationalexperiencetohisrole with a proven track record as an elite-level coach. At the QAS, Bennetthasbeenresponsibleforsettingitsstrategicdirectionand programs involving sport science, sports medicine and athlete career development.

During the year, Bennett primed Queensland’s athletes for national representationandsuccessattheBeijingOlympicandParalympicGames, as well as overseeing the preparation of athletes for the Commonwealth Games in 2010.

Bennett has strived to optimise athlete performance of elite Queenslandathletesinanethicalway.HeisamemberoftheNationalEliteSportsCouncil.

Frank GilbertActing Director, Office of Rural and Regional CommunitiesDepartment of Employment, Economic Development and Innovation

FrankGilbertjoinedthedepartmentinNovember2007.Withmorethan30yearsexperienceinthepublicsectorandstronglinkswithruralandregionalQueensland,Frankhasbeenwellplacedtolead the Office of Rural and Regional Communities to deliver the Blueprint for the Bush initiative, Ministerial Regional Community ForumsandtheRegionalManagers’CoordinationNetworks.

During the year, Frank’s team set new directions for the Executive GovernmentengagementwiththeBush,establishedChiefExecutiveOffice’ssponsorshipforRegionalManagers’CoordinationNetworksand reviewed the Blueprint for the Bush initiative to set new future directions.

Frankwasalsoamemberofthedepartment’sAgencyConsultativeCommittee.

Part-yearmembersoftheexecutiveleadership team

Phil ClarkeDeputy Director-General, Justice AdministrationDepartment of Justice and Attorney-General

PhilClarkejoinedthedepartmentinJanuary2006asDeputyDirector-General, Strategy and Policy and led the Local Government ReformTaskforcefromApril2007toJune2008.Philhasawealth of experience in policy, research, planning, community engagement,publicaffairsandeducation,andheldvariousseniorpositionsacrosstheQueenslandpublicserviceincludingwiththeDepartments of Education and Training and Emergency Services.

PhilisamemberoftheAustralianInstituteofCompanyDirectors,amemberofthePlanningInstituteofAustraliaandafellowoftheAustralian Institute of Management.

83

Appendix 4 - Workforce profile

Women in our workforceThedepartmentcelebrateditsdiversityandincreasedequityawareness through:

• celebrationofInternationalWomen’sDayandInternationalRuralWomen’sDayincludingmajorinvolvementintheRuralWomen’s Symposium in 2008

• sponsorshipoftheSmartWomen,SmartStateAwardsevent

• provisionofseminarsbyQSuperandQInvestspecificallyrelating to financial planning for women

• contributiontotheoveralldiversityandequityprogramofthedepartment.

The proportion of women in the department peaked at 60.3 per cent by the end of March 2009, continuing the trend over the last five years.

(Source:MinimumObligatoryHumanResourceInformation(MOHRI),PublicServiceCommission)

70%

2004-05 2005-06 2006-07 2007-08 2008-09

60%

50%

40%

30%

20%

10%

0%

Women Men

A01-A04 A05-A08 S02-SES

(JultoMaronly)

(JultoMaronly)

Our employees – by gender

Our female employees – by category of remuneration

While the proportion of female employees in senior and executive positions remained relatively unchanged over the last three years, employment in the middle roles AO5 to AO8 steadily increased.


70%80%90%

100%

2004-05 2005-06 2006-07 2007-08 2008-09

60%50%40%30%20%10%0%


The appointment of five regional directors increased the number of senior and executive management positions from 34 to 39. The proportion of female to male employees remained reasonably steady at 40:60 since 2007–08.

The proportion of female staff earning more than $70 000 per annum more than doubled since 2005, increasing from 18 per cent of female staff to 42 per cent.

2004-05 2005-06 2006-07 2007-08 2008-09

25

20

15

10

5

0

Women Men (JultoMaronly)

Our senior and executive managers – by gender


$0 – $39 999 $40 000 – $69 999 $70 000 – $99 999 $100 000 AND OVER

Table 1: Our employees – annual earnings by gender as at 31 March 2009


70

2005 2005 2006 2006 2007 2007 2008 2008 MAR 09 MAR 09F%F%F%F%F%M% M% M% M% M%

60

50

40

30

20

10

0

M = MALEF = FEMALE

85

Indigenous staff in our workforceInitiatives undertaken during 2008-09 from an Indigenous perspective included:

• developmentofthe2008-09workprogramtoprogressinitiativesofthedepartment’sAboriginalandTorresStraitIslander Recruitment, Retention and Career Development Strategy

• celebrationofNAIDOC2008throughoutthedepartmentincludingregionalcelebrations,theannualFlagRaisingCeremony and trivia competitions

• co-sponsorship,withtheDepartmentofCommunities,ofthe2008 Musgrave Park Family Day

• sponsorshipoffiveIndigenousschoolbasedtraineesandtheestablishmentofinternalmentoringarrangementswithmembersofMurriWakai,thedepartment’sIndigenousReference Group

• coordinationandparticipationintheSeniorOfficersForumthemed “Improving our Service Delivery to Queensland IndigenousCommunities(Opportunities&Challenges)”

• facilitationof“Yarnin’withMurriWakai”sessions–theinteractive cultural understanding training sessions co-facilitated byourIndigenousemployees.

Honorarysportsambassadorsencouragedpositivebehaviourwithintheir respective sporting environments and were role models for active healthy living, particularly for children and young people, and particularly in Indigenous communities. Appointments aligned with departmental programs, including Ms Catherine Freeman as AmbassadorfortheIndigenous Eat Well Be Active campaign and MrSteveRenoufasIndigenousSportAmbassador.

Theuseofambassadorsassistedthedepartmenttoleverageitsmedia coverage for key programs, increasing the reach of messages across Queensland. For instance, Mr Renouf assisted in promoting community involvement in physical activity through Queensland’s PoliceCitizensYouthClubsandMsFreemanpromotedtheFind Your 30 message in Indigenous communities including Palm Island.

The proportion of Indigenous staff employed in the department grew steadily since 2006–07 from 3.05 per cent to 3.42 per cent at March 2009 compared to 2.17 per cent across the Queensland public sector.

Our Indigenous staff


70%

80%

2004-05 2005-06 2006-07 2007-08 2008-09

60%

50%

40%

30%

20%

10%

0%

did not disclose

non-Indigenous

non-Indigenous

(JultoMaronly)

Thedepartment’sIndigenousSportUnitwasresponsibleforworking with Government Champions, Indigenous councils and Indigenous communities to develop responsive sport and recreation solutions, assess and identify potential partnerships and evaluate funding options to deliver sport and recreation activities and services to Indigenous communities.


did not disclose

no CALD

CALD

(JultoMaronly)

BetweenJuly2008andMarch2009,theunitcontributedto:

• thedevelopmentandimplementationofanewmodelforthe delivery of sport and recreation services in Indigenous communitiesthroughapartnershipwiththePoliceCitizensYouthClubs(PCYCs).ThenewmodelwillseePCYCsemploy34.5 Indigenous Community Sport and Recreation Officers across Queensland with a focus on delivery of sport and recreation programs within Indigenous communities

• promotingthebenefitsofswimmingandwatersafetytochildreninAurukun,Doomadagee,KowanyamaandYarrabahwith Olympic swimming coach Laurie Lawrence visiting these communities each of which have swimming pools that are maintainedandoperatedbythelocalcouncils.MrLawrenceengaged the children with stories from his coaching career and reinforced the water safety message Kids Alive Do the Five.

Multicultural Action Plan 2008-2011The department’s action plan, Multicultural Queensland – making a worldofdifference,wasapprovedbytheDirector-GeneralinJanuary2009. This action plan, developed in consultation with Multicultural Affairs Queensland, demonstrates our support and respect for multiculturalism, raises awareness and encourages cultural diversity.

During 2008–09, the department:

• developedandpromotedtheCommunityPartnershipsprogram,to provide funding support to encourage physical activity and healthy eating, with people from culturally and linguistically diversebackgroundsidentifyasakeyprioritygroup

• progressedtheFootball4all4everinitiativewithBrisbaneCityCouncil,QueenslandRoarFootballClub,andFootballQueensland

• inpartnershipwiththeFederationofIndianCommunitiesQueensland, promoted community harmony and friendships throughthedevelopmentoftheBrisbaneIndianCricketCarnival, planned in 2009

• developedtraininganddevelopmentprogramstoprovideamore responsive and aware workforce

• supportedtheCulturallyandlinguisticallyDiverse(CALD)Reference Group to represent the department at the QueenslandMulticulturalFestivalinBrisbane.

Our employees from a culturally and linguistically diverse background

Over four per cent of the department’s staff come from culturally and linguistically diverse backgrounds, compared to over nine per cent across the Queensland’s public service.


2004-05 2005-06 2006-07 2007-08 2008-09

60%

50%

40%

30%

20%

10%

0%

87

Diversity forumTheDiversityforum,whichwasestablishedin2005,continuedtoprovide the overarching support, decision making and executive reporting functions to each of the Target Reference Groups. The 2008-09DiversityandEquityWorkprogramwasdevelopedinconsultationwitheachReferenceGroup.Eachgroupcontributedinitiatives to address the specific needs within the target area and the outcomes of these initiatives supported our strategic intent to value,respect,celebrateandrecognisepeople’sdifferences.

DisabilityServicePlan2008-2011TheDisabilityServicePlanidentifiedpracticalwaysinwhichtheprinciples of the Disability Services Act 2006wereimplementedbythe Department of Local Government, Sport and Recreation.

During 2008-09, the department demonstrated our dedication to promoting and enhancing inclusive practices, and increasing access toourservicesandfacilitiesforpeoplewithdisabilitiesby:

• supportingmorethan166disabledchildrenbetweeneightandeighteen years of age from special schools on the Gold Coast to participate in specially developed activity programs at the TallebudgeraRecreationCentre

• supported26athletesthroughtheQueenslandAcademyofSport to participate in the 2008 Paralympic Games returning with 14 medals

• improvingourregionalfacilitiessotheywereaccessiblewithtoiletfacilities,lowbenchtopsandreceptionswithwheelchairaccessibility.

Our employees with a disability

Employment of people with a disability remained strong at 11.7 per cent of the department’s workforce.


did not disclose

nodisability

disability

(JultoMaronly)

70%

80%

2004-05 2005-06 2006-07 2007-08 2008-09

60%

50%

40%

30%

20%

10%

0%


Minister’s Excellence AwardsThe annual Minister’s Excellence Awards ceremony was held on 6 August 2008. This year, outstanding achievements were acknowledged for the following categories:

• BuildingQueensland’sRegions

Joint Winners:

TheReverendLloydFourmileMemorialAquaticCentreatYarrabah

The Joint Agency Infrastructure program

• EngagingandServingCommunities

Joint Winners:

True Sport Lives Here

BlueprintfortheBushMinisterialforumatMareeba

Highly Commended:

PalmIslandSeniorMen’sRugbyLeagueCompetition

Community Awareness and Capacity Building program for the 2008 local government elections

• InnovationandCreativity

Winner:

Local Government Reform Taskforce

Highly Commended:

Department of Sport and Recreation Flood Recovery program

AboriginalandTorresStraitIslanderRecruitment,Retentionand Career Development Strategy

• FocussingonourPeople

Winner:

A Model of an Inclusive Workplace

• LeadershipExcellence

Winner:

Find your 30 Social Marketing Campaign

• SustainableEnvironment

Winner:

Queensland Academy of Sport Recovery Centre – PartnershipwithNature

• Director-General’sCollaborationAward

Joint Winners:

BlueprintfortheBushMinisterialforumatMareeba

True Sport Lives Here

Local Government Reform Taskforce

Australia Day AwardsThe Australia Day Awards ceremony was an opportunity to acknowledgeindividualemployeeswhohadgoneaboveandbeyondthecallofduty.Theworkoftheseindividualsresultedinanimprovement for the community or enhanced the department’s core dutiesorstrategicobjectives.The2009Awards,heldatParliamentHouse on 29 January 2009, recognised achievements in a variety of areas including:

• policydevelopment

• diversityandequity

• cross-agencycollaborationandimprovedservicedelivery

• sportandrecreationmarketinginitiativesservicingIndigenouscommunities

• exemplaryleadershipanddedicationtothedeliveryofthedepartment’s regionalisation program

• dedicationandcommitmenttothePCYCsportandrecreationofficer Initiative

• supporttothedeliveryofQueenslandgovernmentcommunityforums.

Employees with more than 20 years service within the Queensland PublicSectorwerealsohonouredwithcertificatestoacknowledgethe significance of their continued service to the community.

89

Learning and development activities for staffDuring the 2008-09 financial year, employees of the department were provided with opportunities to enhance their skills across a range of competencies relating to the department’s current core functionsandfuturebusinessneeds.

The competencies were identified through skills assessment at a divisional and individual level and through workforce planning processes. Employees from all operational areas of the agency participated in the courses provided. The competencies were delivered in the following categories and courses:

Corporate training

Information technology

Advanced outlook training

MicrosoftWord2002/2003-Intermediate

Getting the most from Microsoft Excel

Powerpoint introduction

Records and correspondence management

Business Analysis In Records Management

Trim training

Trim Context 6.2 Application Administration course

Using and managing copyright

Business

Doris decision making course

Building positive stakeholder relationships

Modelling service delivery

Advanced contract practice

Facing the facts

Financial and hr delegations

Projectmanagement

PRINCE2projectmanagement

Human resources

Selection panel training

Corporate induction

Whole of government induction

Change management

Health and safety training

Senior first aid course

Senior first aid re-certification

Workplace health and safety officer

Building warden emergency procedures

Defensive driving program

Apply first aid re-certification

Cpr refresher training

Functioning as a work place health and safety officer

Apply first aid recertification


Communication and writing competencies

Proof reading and editing

Refreshinggrammarbasics

Research skills

Business writing skills

Writing ministerial correspondence

Publicsectorwriting

Dlgsr writing skills

Financial competencies

Interdepartmental accounting group

Level 1 purchasing

Level2basicpurchasing

Level 3a intermediate procurement planning

Probityandethicsintendering

Procurement and intermediate procurement contract management

Purchasing awareness

Understanding key accounting standards in a day

Professionalmyobtraining-fundamentalskills

Managingpublicsectorbudgetsandcostcentres

Sport and outdoor recreation competencies

Adventure activity standards workshop

Cpr refresher

Emergency response program

Manage health and safety in construction workplaces

Poolbronzerefreshercourse

Royal lifesaving society of australia pool lifeguard and advanced resuscitation course

Senior first aid and resuscitation

Senior first aid course

Surf rescue and cpr

Workplace health and safety officer - construction module

Career and professional development

Successfulinterviewtechniques

Selection panel training

High performance memory

Winthatjob

Possibilitythinking

Certificate iv in training and assessment

Cv’s that sell you

Leadership and management development

Enhancing your emotional leadership

Foundations of supervision

Givingandreceivingfeedback

Managers development program

Performance management

Performance leadership

Good decision making

Managers development program

Leadership communications workshop

Leading and managing for results

91

Appendix 5 - Executive, governance and leadership committees

Executive management teamTheExecutiveManagementTeam(EMT)hadresponsibilitiesforthedepartment’spolicyandstrategiesanditsfinancial,businessandorganisational performance.

Theteam’sresponsibilitiesforpolicyandstrategyweredemonstrated through:

• leadingwhole-of-departmentpolicyandstrategicdevelopmentinitiatives

• ensuringthatgovernmentprioritiesandcommitmentsweredelivered in accordance with whole of government and departmental plans

• providinghigh-qualitystrategicadvicetotheministerontheeffectiveness of current services for achieving government policyobjectives(communityoutcomes)

• settingclearobjectivesandanappropriateethicalframework

• definingthedutyofcaretothedepartment’sstakeholders,clients and staff.

Thegovernanceroleinmonitoringfinancial,businessandorganisational performance involved EMT in:

• assessingandendorsingwhole-of-departmentfinancialandnon-financial performance and performance reporting, including agreed outputs and outcomes; government and election commitments and capital works

• progressingaprogramoforganisationalreformthroughprojects,policies,strategiesandappropriateresourcing

• developingaperformancemanagementcultureandclient-focused,outcome-basedservicedelivery

• providingtransparentandclearlinesofresponsibilityandaccountabilityandimplementationofsoundbusinessplanning

• approvingresourceallocationandremedialaction

• approvingmajorprojectsandensuringappropriatefundingandresourcing

• developingprocessesthatsupportandencourageinnovation

• assessingsupplyarrangementsincludingthesharedserviceinitiative

• approvingplansdevelopedtoenhanceorganisationalcapacityandcapability

• settingclearobjectivesandanappropriateethicalframework

• assessingreportsandinformationon

o businessintelligenceondepartmentinitiativesfromeachdivision

o monthly financial reporting

o quarterlynon-financialreportingagainstapprovedindicators from the Service Delivery Statement and agreed organisational health indicators.


Table 2: Record of attendance July 2008 – March 2009 – Executive Management Team

Position meetings held meetings attended

attendance record %

Director-General 8 8 100

Deputy Director-General, Strategy and Policy 8 5 62

Assistant Director-General, Review of Local Government Act 7 6 86

Executive Director, Sport and Recreation 8 7 87

Executive Director, Strategic Policy and Legislation 8 8 100

Executive Director, Corporate and Executive Services 8 8 100

Executive Director, Service Delivery 8 7 87

Executive Director, Queensland Academy of Sport 8 8 100

Director, Office for Rural and Regional Communities 8 8 100

Regional Director representation 8 5 62

Audit and Risk Management CommitteeInaccordancewithitscharterpublishedinSeptember2005,theAuditandRiskManagementCommitteewasresponsiblefor:

• monitoringtheinternalcontrolandriskmanagementenvironment within the portfolio

• overseeingtheinternalauditfunction,andreviewoffindings,recommendations and progress of implementation of approved recommendations, including the development of an annual audit plan

• monitoringtheinternalcontrolandriskmanagementenvironment of the department

• monitoringexternalreportingrequirements

• reviewingreportsandotherinformationfromtheAuditor-General.

DueregardwaspaidbytheCommitteetotheAuditCommitteeGuidelines:ImprovingaccountabilityandperformancepublishedbyQueenslandTreasuryinJanuary2000,andavailableatwww.treasury.qld.gov.au/office/knowledge/docs/improvingperformance/index.shtml

In addition to the executives associated with the EMT, the Audit andRiskManagementCommitteeincludedobserverswhoprovidedfinancial and risk management advice to the committee. These observerswere:

• Manager,InternalAudit

• Director,BusinessandFinancialManagement

• Director,StrategicHumanResources

• QueenslandAuditOfficerepresentative

• ExecutiveDirector,SharedServiceProvider(byinvitation).

93

Table 3: Record of attendance at Audit and Risk Management Committee July 2008 – March 2009

Name 16-Oct-08 01-Mar-09 attendance record %

Director-General(Chair) No Yes 50

Deputy Director-General, Strategy and Policy Yes Yes 100

PriceWaterhouseandCoopers(independentmember) Yes No 50

Executive Director, Corporate and Executive Services Yes Yes 100

Executive Director, Strategic Policy and Legislation Yes Yes 100

Executive Director, Sport and Recreation Yes Yes 100

Executive Director, Queensland Academy of Sport proxy proxy 100

Executive Director, Service Delivery No Yes 50

Invited Guests -

Manager, Internal Audit Yes Yes 100

Director, Business and Financial Management Yes Yes 100

Queensland Audit Officer Yes Yes 100

Lead Auditor, Queensland Audit Office Yes Yes 100


Leadership Group Thedepartmentpromotedleadershipatalllevels,bothformallyandinformally.Tobroadentheleadershipbaseacrossthedepartment,theExecutiveManagementTeam(EMT)establishedaLeadershipGroupin2007-08championedbytheDeputyDirector-General,comprising representatives from each of the organisation’s divisionsandkeybusinessareas.Thegroupprovidedavaluablerole in promoting innovation across the organisation; improving cross-organisational communication processes and co-ordinating leadership development opportunities through the Senior Officers Forums.

TheSeniorOfficersForumwasattendedbyemployeesatAO8levelandabove.ThefollowinglistdetailsthethemesoftheForumsheldduring 2008-09:

• exploringtheregionalservicesdeliverymodel

• improvingourservicedeliverytoQueenslandIndigenouscommunities(opportunities&challenges)

• TowardQ2:Tomorrow’sQueensland.

PeopleandLearningSub-committeeThiscommitteewasestablishedinJune2008.TheDiversityForumand other staff-related committees reported to this committee.

Information Steering CommitteeThe Information Steering Committee had oversight of optimising the effectiveness and efficiency of the department’s information-related investment. The committee’s terms of reference were:

• ensuringcompliancewithandimplementationofInformationManagement(IM)strategy,legislation,policies,standardsandprocedures resulting in low risk departmental IM practices

• leadingthedevelopmentofdepartmentalinformationstrategicand related operational plans and directing the implementation, monitoring and reporting on the plans, including the developmentofanannualprioritisedscheduleofIMprojectsfor EMT’s consideration

• ensuringIMmettheneedsoftheorganisationandoverseeingstrategicinformationsystemsprojects

• ensuringthedevelopmentandmaintenanceofadepartmentalinventory of information systems and system development projects

• coordinatingIMresearchanddevelopmentactivities,andassociated industry interaction, within the agency

• assistingtheEMTindecision-makingbyrespondingtoEMTrequestsforadviceandinformation,aswellasadvisingof future issues which would impact on the information management and systems development in the department

• facilitatingtheprovisionofformalfeedbackonsystemutilityand functionality from information system users to data and system custodians.

The Executive Director, Corporate and Executive Services is the chairofthiscommittee.Itsmembersconsistedofthebusinessrepresentatives, together with the Director, Strategic Information Services.

95

Appendix 6 - Legislation administered

Under administrative arrangements effective from 26 March 2009, thefollowinglegislationisadministeredbytheMinisterforLocalGovernmentandAboriginalandTorresStraitIslanderPartnerships:

Aboriginal and Torres Strait Islander Communities (Justice, Land and Other Matters) Act 1984(Part9,Div2andPart10)

Australian Estates Company Limited, Hastings Street, New Farm, Viaduct Authorization Act 1962Brisbane City Council Business and Procedure Act 1939Central Queensland Coal Associates Agreement Act 1968(SchptVI)Century Zinc Project Act 1997(ss14-17)City of Brisbane Act 1924

Community Services (Torres Strait) Act 1984(Parts3,4(Div1,2),Parts7,8,12(s192(d),(f )-(m)and(r)-(s))13,14and15)(Parts1,2,12(s191,192(a),(t)and(zb)-(zg))jointlyadministeredwiththeMinisterforCommunities,MinisterforDisabilityServices,MinisterforMulticulturalAffairs,SeniorsandYouth)(Part1,section4,Part2,sections6and9andPart12,sections191and192jointlyadministeredwiththeMinisterforCommunities,MinisterforDisabilityServices,MinisterforMulticultural Affairs, Seniors and Youth and the Attorney-General and Minister for Justice and Minister Assisting the Premier in WesternQueensland)(Part4,section45jointlyadministeredwiththe Attorney-General and Minister for Justice and Minister Assisting thePremierinWesternQueensland)

Local Government (Aboriginal Lands) Act 1978

Family Services Act 1987 (Part 3)(jointlyadministeredwiththeMinster for Child Safety and Minister for Women and the Minister forCommunities,MinisterforDisabilityServices,MinisterforMulticulturalAffairs,SeniorsandYouth)

Local Government (Aboriginal Lands) Act 1978 Local Government Act 1993 Local Government (Chinatown and The Valley Malls) Act 1984 Local Government (Community Government Areas) Act 2004 Local Government (Queen Street Mall) Act 1981

Under administrative arrangements effective from 26 March 2009, thefollowinglegislationisadministeredbytheMinisterforChildSafety and Minister for Sport:

Motor Racing Events Act 1990 Major Sports Facilities Act 2001 Mt. Gravatt Showgrounds Act 1988 Royal National Agricultural and Industrial Association of Queensland Act 1971 Sporting Bodies’ Property Holding Act 1975 Sports Anti-Doping Act 2003


Appendix7-Boards,committeesandstatutory authorities

Thedepartmentwasresponsibleforanumberofboardsandcommitteesestablishedunderthelegislationthatitadministeredorbyadministrativedecision.Intheadministrationoflegislation,the department reported to the Minister for Main Roads and Local Government and the Minister for Police, Corrective Services and Sport.

Asummaryoftheaccountabilitiesassociatedwiththeseboardsand committees, and the legislation administered follows. The departmenttakesthisopportunitytopubliclyacknowledgethecollaborationandcontributionsbyboardandcommitteemembersover the past 12 months.

Board of the Queensland Academy of Sport

ThisboardisresponsiblefordevelopingpolicyandoverseeingtheoveralldirectionoftheQueenslandAcademyofSport(QAS).TheboardincludesanumberofformereliteathletesandleadersintheQueenslandsports,businessandscientificcommunities.ThegoaloftheboardistoguidetheoveralldirectionoftheQASinrelationto:

• programsoffered

• prioritiesforallocationofavailablefunds

• resourceallocation.

ThetransactionsoftheboardareincludedintheaccountsoftheDepartment of Local Government, Sport and Recreation.

Gold Coast Events Company Pty Ltd (GCEC)

The GCEC is the vehicle for holding the Government’s 50 per cent ownership of the Gold Coast Motor Events Company which conducts the annual motor racing event on the Gold Coast. GCEC also represents the state’s interests in the Dunlop Townsville 400 V8 Supercar event.

Local Government Grants Commission

The Local Government Grants Commission makes recommendations to the Minister concerning the allocation of the Commonwealth Financial Assistance Grants to the Local Governing BodiesinQueenslandandwasestablishedundertheLocal Government Act 1993. The 2008 report of the Local Government Grants Commission detailed the methodology used to allocate the Financial Assistance Grant.

Local Government Remuneration Tribunal

TheLocalGovernmentRemunerationTribunalisresponsiblefordeterminingremunerationtobepaidtolocalgovernmentcouncillorsandmayorsandwasestablishedundertheLocal Government Act 1993.

Mt Gravatt Showgrounds Trust

TheMtGravattShowgroundsTrustisabodycorporateestablishedunder the Mt Gravatt Showgrounds Act 1998 to develop and manage the Mt Gravatt showgrounds and facilities for community, sport and recreation purposes.

Stadiums Queensland

StadiumsQueenslandisabodycorporateestablishedundertheMajor Sports Facilities Act 2001. Stadiums Queensland owns, operates,maintainsandpromotesthestate’smajorsportandentertainment facilities. The 2008-09 annual report of Stadiums Queenslandwilldetailtheperformanceofthisbody.

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Table 4: Remuneration costs of boards and committees

Remuneration costs of boards and committees 2008-09Cost (*)

2007-08Cost

Board of the Queensland Academy of Sport $14 914 $19 488

Gold Coast Events Company Pty Ltd ** **

Local Government Grant Commission $34 266 $109 805

Local Government Reform Commission − $79 332

LocalGovernmentRemunerationTribunal $ 8 424 $5 584

Mt Gravatt Showground Trust *** ***

Stadiums Queensland **** ****

* ThereportingperiodforthisfinalreportisJuly2008-March2009** TheDirectorsoftheGoldCoastEventsCompanyPtyLtdarerenumeratedbythatCompany*** ThedepartmentdoesnotprovidefundingtowardstheoperationoftheBoardoftheMtGravattShowgroundTrust.****TheremunerationoftheBoardmembersofStadiumsQueenslandisreportedintheAnnualReportofthatorganisation.

Table 5: Female membership of boards

Board/ Committee Per centage of Women

2008 - 09 (*)

Per centage of Women

2007 - 08

Board of the Queensland Academy of Sport 27% 33%

Gold Coast Events Company Pty Ltd 0% 0%

Local Government Grant Commission 33% 33%

Local Government Reform Commission − 14%

LocalGovernmentRemunerationTribunal 66% 66%

Mt Gravatt Showground Trust 14% 14%

Stadiums Queensland 43% 28%

* ThereportingperiodforthisfinalreportisJuly2008-March2009


Appendix 8 - Cost of consultancies

Table 6: Consultancy costs by category

Consultancy Categories 2008-09Cost (*)

2007-08Cost (**)

Management 0 0

Professional/Technical 129 319 449 223

Information Communication Technology 0 0

Total $129 319 $449 223

* fortheperiodJuly2008-March2009** $429950relatestoprojectstransitionedtotheDepartmentofInfrastructureandPlanningasaresultofmachinery-of-governmentchangeson

1October2007.

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Appendix 9 - Local government funding programs

Community Governance Improvement Strategy provides funds to Indigenous councils to improve governance through focusing onessentialactivitiestobuildcapacitybyprovidingtrainingtoIndigenous staff and councillors and improving administrative support systems.

Environmental Health Worker fundingisprovidedtoestablishandmaintainasustainableandeffectiveenvironmentalhealthworkforce through the training and employment of Indigenous environmental health workers.

Environmental Infrastructure program provides funds of $60millionoverthreeyearstosupportabroadrangeofenvironmental management needs including stormwater, solid waste,landfillrehabilitation,erosioncontrolandfloodmitigation.

Environmental Infrastructure Research program encourages the introductionofnewand/orinnovativetechnologiesandenvironmentalinfrastructure solutions to provide greater financial value for cost efficiencies and improved environmental and social impacts.

Indigenous Environmental Health Infrastructure program provides specific infrastructure funding to address environmental health needsinAboriginalandTorresStraitIslandercommunities.

Landfill Remediation Assessment program provides assistance to assesstherisks(healthandenvironmentalharm)posedbyclosedlandfill sites and identifying the costs of remediation.

Natural Disaster Relief and Recovery Arrangements are administeredjointlywiththeAustralianGovernmenttoprovidefinancialsupporttolocalgovernmentstorestorepublicassetsdamagedbynaturaldisasterevents.

Queensland Fluoridation Assistance program funding is designed to assist councils to introduce fluoridation into the water supply systems.

The Queensland’s 150th Legacy Infrastructure program is a $100 million capital works funding program for communities throughoutthestatetocreatelegaciestocelebrateQueensland’s150thanniversaryofseparationasacolonyfromNewSouthWales.

Regional Centres program provides funds for infrastructure and communityfacilitiesincludingrevitalisationofcentralbusinessareas,tourisminfrastructure,foreshoredevelopment,social/community facilities and street-scaping.

Road and Drainage Grants encourage capital works expenditure on roadandurbanstormwaterdrainageinfrastructure.

Rural Living Infrastructure program provides funds for social development, economic and tourism infrastructure in small communities.

Security Improvement program assists with cost of security measuresinexistingpublicplaces,suchassurveillanceequipment,lighting,emergencyphonesandmodificationstopublicfacilities.

Show Societies Grant directs funding to recognised show societies in Queensland to conduct annual shows.

Smaller Communities Assistance program helps small communities (usuallylessthan5000population)todevelopessentialwaterand sewerage infrastructure and to ensure these services are of an acceptablestandard.

State Government Financial AidprovidesafinancialcontributiontowardsthecostofdeliveringessentialmunicipalservicesbyIndigenous councils.

Urban Drought Water program (replaces the Drought Stricken Local Governments Urban Water Supply Assistance Scheme) provides fundingtowardsthecostofpurchaseand/orconveyanceofwatertosupplementdomesticurbanwatersupplysystemsseverelydepletedbyextremedroughtconditions.

Water and Sewerage program allocates funds for certain works and activities associated with water source and treatment, wastewater treatmentanddisposal,effluentre-useandreductionofpotablewater consumption and loss.

Note:The Regional Flood Mitigation program was withdrawn in 2008-09 and replacedbyNaturalDisasterMitigationprogram,managedbyDepartmentofEmergency Services.


Appendix 10 - Funding programs that strengthen rural and regional communities

Between July 2008 and March 2009, in excess of $3.8 million was approvedbythedepartmentthroughfundingprogramsdesignedtohelpbuildasustainable,liveableandprosperousruralQueensland.

Our Place, Our Futurefundshavebeenavailableforbuildingcommunity capacity and revitalising rural image and relationships. This includes enhancing community strengths, such as leadership, networks, organisations and infrastructure, and relationships within and with other areas. It also includes cultural development activitiesthatbuildsocialandeconomiccapacity.

The Rural Service Access Initiative was designed to improve accessibilitytolocalservicesbypeoplewithspecialneeds,suchaspeoplewithadisability,elderlypeople,youngpeopleorpeoplewith limited transport options.

The Revitalising Rural Image program supported a statewide promotional campaign and research activities that promoted greaterunderstandingofruralareasbyurbanpopulations.Whilethe purpose of each funding program is summarised here, more informationisavailableatwww.localgovernment.qld.gov.au/?id=6830

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Appendix 11 - Sport and recreation programs

In2008-09,thedepartmentprovidedinexcessof$70millionthrough funding programs towards new and improved opportunities for people to participate in sport and recreation.

The department also delivered workshops and activities that encouraged more Queenslanders to participate in sport and recreation. While the purpose of each funding program is summarisedhere,moreinformationisavailableathttp://www.sportrec.qld.gov.au.

Club Development programprovidesfundingtoclubstoundertakeeducation and training initiatives, participation initiatives, and organisational planning. Specific funding assistance was also availabletorecognisevolunteersandassistruralandregionalorganisations with the cost of travel to competitions. The maximum grantavailablehasbeen$4000or$5000forclubsinruralandremote areas.

Community Activity program through Education initiative provided sport and recreation activities and initiatives identified as priorities bythecommunitiesinAurukun;Hopevale;Kowanyama;Napranum;theNorthernPeninsulaArea(NPA);Woorabinda;andWujalWujal.TheprogramisdeliveredbytheQueenslandPoliceCitizenYouthWelfare Association and seeks to employ and train local people to deliveractivitieswhichalleviateboredomandsupportpeopletoreducealcoholandothersubstanceuse.

Eat Well Be Active Community Partnerships programhasbeenoneofthemanypracticalinitiativesbeingimplementedtocombatobesityandreducetheriskofchronichealthproblemssuchasheartdisease,diabetesandcertaincancers.Ajointinitiativebetweenthedepartment,QueenslandHealthandtheDepartmentof Education and Training, the program provided funding to:

• providesustainableopportunitiesforQueenslanderstoleadactive lifestyles and adopt healthy eating patterns

• encouragenewapproachesincommunitiestothedevelopmentand delivery of physical activity and healthy eating initiatives

• enhanceandbuildonsuccessfulphysicalactivityandhealthyeating initiatives

• encouragecollaborationbetweenstateandlocalgovernment,schools and community organisations.

Get Active Queensland Accreditation program provides opportunities for teachers, teacher’s aides, volunteer school sport support staff, senior high school and tertiary students to gain free access into TeacherCertificateorNationalAccreditationcoursesincoaching,officiating,physicalrecreation,sportstrainer,disabilityeducationand first aid.

Get Active Queensland Schools program involves elite athletes from the Queensland Academy of Sport visiting primary and secondary schools, delivering healthy lifestyle presentations and leading activity sessions designed to improve sporting skills, agility, hand-eye coordination and teamwork.

Indigenous Communities Sport and Recreation Officers program supportstheQueenslandPoliceCitizensYouthWelfareAssociationin the provision of sport and recreation activities through employment of sport and recreation officers for Indigenous peoples.

Local Sport and Recreation program provides funding to local governments to:

• improvesportandrecreationskillsthrougheducationandtraining programs

• provideincreasedorenhancedopportunitiesforparticipationatall levels through recreation and sports programs, competitions and events

• deliverrecreationandsportinginfrastructuretomeettheparticipation needs of Queensland communities.

Major Facilities program provides funding to develop and enhance sport and recreation infrastructure to meet community participation needs, support local, regional, state and national levels of competitionandenableQueenslandtoattractandhostkeyevents.


Minor Facilities program provides funding to undertake minor construction, extension or upgrade works to sport and recreation facilities for local sporting competitions and for community participation in recreation.

Regional Tennis Facilities program is a one-off initiative to develop regional tennis facilities that:

• meetlocalcommunityneeds,particularlyforplayerdevelopment and training opportunities

• supportregional,stateandnationaltenniscompetitions

• arecommerciallyviable

• meetInternationalTennisFederationstandardsforcourtdimensions, lighting and surfaces.

Regional Workshops aim to increase skills and knowledge of coaches, officials, administrators and volunteers at grassroots levels. Regional Workshops were conducted around the state coveringtopicssuchasclubgovernanceandcreatingasafeenvironment for children and young people.

South East Queensland Trail Bikes and Off-Road Vehicles program aimstoencouragetrailbikeridinginmoreappropriateareastoallowtrailbikeridersandoff-roadvehicledriverstoenjoytheirsport at safe and legal sites. The funds support private land owners andlesseesindevelopingtrailbikeandoff-roadvehiclevenuesbybuildingcampingareasandamenitiesblocksforvisitorstothesefacilities.

Sport and Recreation Development program 2008-2010 provides funding over three years to state sport and recreation organisations and industry service organisations. These funds support their organisational development and enhance delivery of their services.

Sport and Recreation Disaster Assistance program was developed toassistsportandrecreationorganisationsthathavebeenimpactedbyseverestormsandfloodinginreplacingdamagedoperationalequipmentandtoassistwithdamagecausedtoinfrastructure. There were two rounds of the program released betweenJuly2008andMarch2009duetoextremeclimaticeventsaffecting several Queensland communities.

Sports Locker Rooms were presentations designed to motivate coaches,parents,athletesandofficialsaboutthebenefitsoflivinga healthier and more active lifestyle.

Young Athlete Assistance program assists young Queensland athletes under the age of 18 who have competed at a state or state schoolchampionshiporwhohavebeenselectedtorepresentatnational and international competitions.

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Appendix 12 - Overseas travel

Officer Destination Purpose

July 2008-March 2009

Costs met by department

Contribution from other Organisations

Cost Organisation

XiangningChen

China Assistant Coach for Australian Diving Team in BeijingOlympics

$0 $5 995 Australian Olympic Committee

Serguei Chinkar

China Head Coach for the Australian Gymnastic Men’s TeaminBeijingOlympics


Serguei Chinkar

CzechRepublicand Germany

Head Coach of the Australian Men’s Gymnastics Team completing in the Deutsch Turner Bund Cup Event

$1 817 $3 350 Gymnastics Australia

Tim Conrad China Coach for Australian Women’s Single Scull and Men’sCoxlessFourscompetingattheBeijingOlympics


Shaun D’Auria

England, Italy and Portugal

Meet with English Institute of Sport, attend Australian Institute of Sport’s cycling training baseinItaly,attendEuropeanCollegeofSportScience 13th Annual Conference

$10 850 $0

Peter Day South Africa and Europe

Coach for Australian Under 19 team competing in the World Track Cycling Championships

$64 $4 850 Cycling Australia

Bill Gilmore Japan MemberofAustralianlocalgovernmentdelegation participating in the Local Government Exchange and Co-operation Seminar Program

$6 069 $0

Ian Melvin Canada Team Coach for Australian B Road Cycling team competing in international competition

$0 $8 250 Cycling Australia

Mike Mulvey Thailand Assistant Coach for Australian Under 20 Men’sFootballTeamcompetingintheAsianqualificationseriesfortheWorldYouthCup

$0 $3 900 FootballFederationAustralia

Aleks Osadchuk

USA Assistant Coach for Australian Women’s Water PoloTeamcompetingwithUSNationalTeam

$87 $3 320 Australian Water Polo Inc

Aleks Osadchuk

China Assistant Coach for Australian Women’s Water PoloTeamcompetingintheBeijingOlympics


Mark Osborne

China NationalTeamSportsScientistfortheAustralianBMXTeamcompetinginBeijingOlympics


GabrielleSinclair

NewZealand ResearchonNewZealandlocalgovernments $2 420 $0

Stephan Widmer

Malaysia and China

Coach for Australian Swimming Team competingintheBeijingOlympics

$0 $13 000 Swimming Australia &AustralianOlympicCommittee

Total overseas travel July 2008 to March 2009 $21 650 $63 955


Appendix13-Publications

Corporate documents

Department of Local Government, Sport and Recreation Annual Report2007-08

Strategic Plan 2008-2012

StrategicPlanA4brochures

Local government

CouncilShowcasemagazine(2editions)

Grants Commission Annual Report 2008

LocalGovernmentRemunerationTribunal2008Report

Resolvingissuesandcomplaintswithyourlocalcouncilbrochure

Councilratesandchargesbrochure

Howyourcouncilworksforyoubrochure

Infrastructure Review Report on Banana Shire Council

Indigenous Councils Capacity Building work folder

Indigenous Employment Strategy Brochure

Kuranda Infrastructure Levy Review Report

Rural and regional communities

Bushe-Telegraph-ABlueprintfortheBushinitiative(3editions)

Blueprint for the Bush Annual Progress Report

Sport and recreation

Findyour30minutesofactivityaday(brochure)

ActiveAlphabet

Daily Physical Activity Guide for Schools

Let’s Get Moving

ClubFinancialAssistanceprogram

MajorFacilitiesprogram

Local Sport and Recreation program

Queensland Community Partnership Grants program

Disaster Assistance program

OutdoorrecreationtrendsinSouthEastQueensland(1997-2007)

South East Queensland Trail Bikes and Off-Road Vehicles program guidelines

TrailbikeRideSmartflyer

TrailbikeMotocrossflyer

TrueSportLivesHerebrochure(A4)

Young Athletes Assistance program

South East Queensland Outdoor Recreation Demand Studies

Queensland Academy of Sport

QASAction(bimonthlynewsletter)-2editions

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Appendix14-Generalreportingrequirements

Internal controlsTheterm’internalcontrols’describesanysystem,processorprocedure designed to enhance the risk management of the organisation and increase the likelihood of it achieving desired outcomes.

In accordance with the Internal Audit Charter, the Internal Audit Unit (IAU)addsvaluetothedepartmentbyprovidinganindependent,objectiveandconsultingactivitytoassistthedepartmentachieveits outcomes. To perform this role, the IAU employs four permanent staff comprising one manager, two full-time and one part-time auditor.

TheAuditandRiskManagementCommittee(A&RMC)whichisscheduled to meet four times a year, provides a governance role overtheIAU.TheA&RMChasitsowntermsofreference.

During 2008-09, the IAU completed 18 audits, which included:

• operationalaudits

• informationsystemaudits

• financialcomplianceaudits

• thefinancialstatementsfor2007-08

• non-plannedinvestigations

• tworegionalofficeaudits.

Of the 18 audits, 22 medium or high-risk recommendations were provided to management for their consideration. Allrecommendationswereacceptedbymanagementforimplementation. As part of the Internal Audit Annual Plan, work is programmed to follow up on all agreed audits.

PublicserviceethicsandtheCodeof ConductDuring 2008-09, training in the department’s code of conduct was conductedonabi-monthlybasisforallnewemployeesaspartofthe department’s Corporate Induction program.

Thedepartment’scodeofconductisbuiltuponthefiveethicsprinciples of the Public Sector Ethics Act 1994 which are respect for the law and the system of government; respect for persons; integrity; diligence; and economy and efficiency.

The code provides a clear understanding of the standards of conduct expected of the department’s employees and reflects thepublicservicecharter.Itappliestoallpermanent,temporaryand casual staff at all times, irrespective of employment status (availableatwww.opsc.qld.gov.au/library/docs/resources/publications/Notices/ps_charter.pdf

Human resource policiesAll existing human resource policies were reviewed during this reporting period to update the legislative and Directive references. A comprehensive review of the Recruitment and Selection Policy was undertaken which resulted in the development of a more streamlinedpolicy.Thenewdraftpolicywasbeingfurtherreviewedfollowing the release of the whole of Government interim Directive on Recruitment and Selection. A new Employment Screening Policy was also developed following changes to criminal history check provisions in the Public Service Act 2008.

Following the consolidation of the regional offices, a review of the department’s human resources delegations was carried out to update changes to delegate positions and locations and to add a range of new delegation matters that were designed to enhance thequalityandtimelinessofworkforcemanagementdecisionsthroughout the department.


The departmental accreditation renewal of the Workplace RehabilitationPolicyandProcedureswasdueinMarch2009.RevisedpoliciesandproceduresweresubmittedtotheWorker’sCompensation and Regulatory Authority, Q-Comp, and accreditation of the revised documents was granted for a further three years.

Staff grievancesDuring2008-09,sevenformalgrievanceswerelodgedbydepartmental employees. Four grievances were resolved to the satisfaction of the complainant and three grievances were dismissedastherewasinsufficientevidencetocorroboratethecomplaint.

Workplace health and safetyDuring the last nine months, a variety of continuous improvement processes were implemented throughout the department, including streamlining the internal health and safety reporting framework. Through facilitating good work place practices and implementing processestoaddresscorecompetencyrequirements,suchasreportingofincidentsandaccidentsandhazardsandnearmisses,thedepartmenthasbeenabletominimisetheriskofworkplaceinjuries.Theseimprovementshaveresultedinareductionofapproximately $0.05 million in insurance premiums for the 2008 remittance period.

Atotalof11claimswereacceptedbyWorkCoverforatotalcostof$5084.Allinjurieswereofaphysicalnature.Theaveragecostperclaimwas$462.ThetotalcostofpaymentsmadebyWorkCoverforthisperiod,(includingpaymentsthatcontinuedfromcasesinthe2007-08financialyear),was$0.023million.

Atotalof16rehabilitationcases,including11WorkCoverandfiveQSuper,(twophysicalinjuriesandthreeofapsychologicalnature)were opened for the 2008-09 financial year to date. A total of 28 caseshavebeenfinalisedandclosedduringthe2008-09financialyeartodate,includingcasesthatremainedopenfromthe2007-08financial year.

Voluntary early retirementTwovoluntaryearlyretirement(VER)offerswereacceptedbydepartmentalstaffduring2008-09.OffersweremadeinaccordancewiththerequirementsoftheOfficeofthePublicServiceCommissioner’sDirective11/05VoluntaryEarlyRetirement,andtheAustralianTaxationOfficeRuling94/12.Eachcasewasreviewedindividually.

WhistleblowersTheobjectoftheWhistleblowers Protection Act 1994(theAct)istoprotectpublicsectoremployeeswhoactinthepublicinterestanddisclosemajorinstancesofwrongdoing.TheActsafeguardsthese employees against reprisal and protects others in certain circumstancesinvolvingthepublicinterest.LikethePublic Sector Ethics Act 1994, this Act aims to create a work environment in which proper standards of ethical conduct are widely understood andobserved.Inthepastyear,nodepartmentalstaffreportedserious wrongdoings.

FreedomofInformation(FOI)The department administered FOI in accordance with our FOI policy,whichfollowsthestatutoryrequirementsoftheFreedom of Information Act 1992, and ensures the department is open, accountableandresponsible.TheprincipallegalofficersareresponsibleforadministratingandcoordinatingallFOIapplicationsandmakesdecisionsaboutapplications.

From July 2008 to March 2009, the department received six FOI applications. In response, the department considered 864 pages of information, of which we released 822 pages in full, 38 pages in part, and exempted or withheld 53 pages.

FulldetailsaboutmakinganFOIapplicationareavailableathttp://www.localgovernment.qld.gov.au/Aboutus/FreedomofInformation.aspx

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PrivacyOur comprehensive privacy plan provided the policy and guidelines necessary to manage privacy issues within operational areas. This privacy plan was consistent with the information privacy principles undertherequirementsofInformationStandard42(IS42)anditsrelevant guidelines. The aims of the plan were to:

• helpclientsintheirtransactionsanddealingswiththedepartment

• demonstrateourcommitmenttoupholdingprivacyobligations

• protectthesecurityofclients’personalinformation

• adviseclientsofwhotocontactforfurtherinformationaboutprivacy.

Our privacy plan explained how we managed personal information and how clients can exercise their privacy rights when dealing with the department.

Shared Service InitiativeBetween July 2008 and March 2009, the Shared Service Agency provided finance, human resources, procurement and mail services to the Department of Local Government, Sport and Recreation. The activities of the Shared Service Agency and CorpTech are reported intheannualreportoftheDepartmentofPublicWorks.

ReviewablemattersTheformerMinisterforMainRoadsandLocalGovernment(theformerMinister),actingwiththeadviceofthedepartment,considered three name change proposals from local governments during the period July 2008 to March 2009. All three proposed namechangeswereinitiatedbythelocalgovernmentsconcerned.

Chapter 3, Part 1 of the Local Government Act 1993(theAct)setsouttheprocessfornamechanges.ItrequirestheMinisterresponsibleforlocalgovernmenttoreferthemattertoaLocalGovernmentElectoralandBoundariesReviewCommission(LGEBRC)for independent review and determination. Making such a reference is discretionary for the Minister, not mandatory, and previous Ministershavesetthresholdtestsbeforeallowingareferencetoproceed.

The former Minister offered the following guidance to local governments:

“Names for local governments should be unifying symbols. I believe it is the interests of [an] entire community that any new name be supported not just by a simple majority of residents but by a significant proportion of residents throughout all the individual communities that make up [a local government].”

Duringtheperiodinquestion,theformerMinisterreferredtwoproposed name changes to an LGEBRC: namely Roma Regional Council’sproposaltobecomeMaranoaRegionalCouncilandDalbyRegionalCouncil’sproposaltobecometheWesternDownsRegionalCouncil.Inbothinstancesthelocalgovernmentsinvolvedundertooka significant community engagement process and demonstrated to the government that sufficient support existed throughout the communityfortheproposednamechangetobeconsideredbyanLGEBRC. The government is currently awaiting the final determination of the LGEBRC in relation to these two matters.

A third proposal was also considered during the relevant period, namely a proposed change in name for Barcaldine Regional Council toGalileeRegionalCouncil.TheformerMinisterrequestedthelocalgovernment undertake further work with the community as the Council’s own research indicated that significant opposition to the proposed name exists within the Town of Barcaldine.

The department advises the Minister and local governments in relation to the process for undergoing a name change. In particularthedepartmentwasavailabletoworkwithlocal


governmentsconsideringanamechangetoensurethatarobustand comprehensive community engagement plan is developed. Securing the community’s involvement in the process is critical toestablishingsupportandensuringthatacommunitycomesto feel a sense of ownership over a new name and a successful community engagement plan is central to achieving this.

In terms of the process for changing a local government’s name, it is as follows:

1) Community Engagement. A local government identifies the desirabilityforachangeofname.Itestablishesacommunityengagementplansuitabletoitsparticularcircumstancesandideally consults with the department in relation to the content of that plan. The local government then carries out the plan, which may or may not include the conducting of: community workshops, focus grouping, suggest a name competition, surveys orconductingafullplebiscite.Ideallyacommunityengagementplanshouldproduceaclearandrobustindicationofthelevelofcommunity support for the proposed name change.

2) Ministerial Consideration.TheMinisterresponsibleforlocalgovernment, with advice from the department, will make a decisiontoreferthematter,ornot(inwhichcasetheprocessceasesatthispoint),toaLGEBRC.

3) Review and Determination. The LGEBRC, under Chapter 3, Part 1 of the Local Government Act 1993, undertakes such consultationandinvestigationasrequiredundertheActtomake a determination. These activities include legislative requirementstoadvertiseaproposeddecision,seekcommunityinputandconsideranysubmissionsreceivedwhenmakingadecision.AnLGEBRCmayalsoundertakenon-bindingreferendums,publicmeetingsandotherconsultativemeasuresthe LGEBRC deems appropriate. Once the determination is made the LGEBRC provides a written report to the Minister.

4) Implementation. If the LGEBRC’s final determination indicates thatanamechangeshouldbemade,thenthegovernmentmust implement the name change via regulation.

Energy and waste managementThe department supported the government’s strategies to achieve efficient and cost-effective waste and energy management, and our Waste Management Strategic Plan operated in accordance withsection35oftheEnvironmentalProtection(WasteManagement)Policy2000.OurWasteManagementImplementationProjectTeamcontinuedtoguidethestrategiesintheWasteManagement Strategic Plan, and identified several methods of waste management for staff. The Waste Management Strategic Plan improved waste and energy management practices in all departmentaloffices(includingthoseoutsidetheBrisbanecentralbusinessdistrict)andcoveredtheuseofsecurity-controlledlighting,after-hoursair-conditioning,responsibleuseofelectricityand recycling programs.

TheDepartmentofPublicWorks,throughitsWasteManagementStrategicPlan,continuestoimplementanumberofwastemanagementpracticesingovernment-ownedbuildingsoccupiedbythedepartment,providingadvicethroughtheirmaintenanceprogramsforsitesownedbythedepartment.

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Appendix 15 - Machinery-of-government changes to Queensland agencies affecting the department

Agency title 26 March 2009 Agency title after 26 March 2009

Department of Local Government, Sport and Recreation• LocalGovernment• SportandRecreation• RuralandRegionalCommunities

• DepartmentofInfrastructureandPlanning• DepartmentofCommunities• DepartmentofEmployment,EconomicDevelopmentand

Innovation

NaturalResourcesandWater Environment and Resource Management

Queensland Health Nochange

ThePremierandCabinet Nochange

Department of Employment and Industrial Relations Department of Employment, Economic Development and Innovation (thatpartoftheDepartmentofEmploymentandIndustrialRelationsresponsibleforemploymentandindigenousinitiatives)

Department of Education, Training and the Arts Department of Education and Training

Department of Emergency Services Department of Community Safety

Department of Corrective Services Department of Community Safety

Department of Child Safety Department of Communities

DepartmentofPublicWorks Nochange


Appendix 16 - Greenhouse gas emissions

The Department of Local Government, Sport and Recreation (department)wascommittedtosupportingtheQueenslandGovernment’s Q2 target to cut Queensland’s greenhouse gas emissionsbyonethirdby2020.Thiscommitmentincludedimplementation of the Government’s climate change and other environmental strategies.

SixgaseshavebeenidentifiedundertheKyotoProtocolasthemaingreenhousegasemissionsthatneedtobereduced.Thegasesarecarbondioxide,hydrofluorocarbons,methane,nitrousoxides,perfluorocarbonsandsulphurhexafluoride.Aspartofstandard emission measurement practices these gases are mainly reportedascarbondioxideequivalentemissions(CO2-e).

The Queensland Government continues to develop and improve whole-of-Government data collection processes and systems to standardisereportingofitsgreenhousegasemissions.Thebasisfor this reporting is consistent with acknowledged national and international standards, including the definitions outlined in the AS ISO 14064 standards and the Australian Government’s National Greenhouse Accounts Factors Workbook.Thesestandardsestablishthe following different categories of emissions that organisations (suchasgovernmentagencies)needtoconsider,takingintoaccounttheparticularorganisation’soperationalboundaries:

• Scope1-emissionsthatoccurdirectly from sources which are ownedorcontrolledbyanorganisation(eg.emissionsfromdepartmentalvehicles,on-sitedieselgenerators,gasboilersetc);

• Scope2-emissionsthatoccurindirectly due solely to an organisation’sconsumptionofelectricityorsteamorheating/cooling(whichhasbeengeneratedbytheburningoffuelssuchas coal, natural gas, etc at power stations or other facilities not controlledbytheorganisation);and

• Scope3-emissionsthatoccurindirectly due to actions of theorganisation,butfromsourceswhicharenotownedor

controlledbytheorganisation.Somecommonexamplesofthesesourcesincludeemployeebusinesstravel(invehiclesoraircraftnotownedorcontrolledbythereportingorganisation)employees commuting to and from work; out-sourced activities; andtransportationofproducts,materialsandwaste.Note:inclusionoftheseemissionsinanyreportingneedstobebasedontherelevancetotheoperationsoftheorganisation.

For the department, the key greenhouse emissions were those that werelinkedtothefollowingbusinessactivities:

• vehicleusage

• electricityconsumption

• airtravel

Itshouldbenotedthatcomprehensivereportingofgreenhousegasemissionsbyagenciesissometimeslimitedduetothecomplexityoftheoperationalboundariesofagencieswithinthepublicsector,especially in situations where internal government shared services providers are used.

Whilethebestavailabledatahasbeenused,insomeinstancesestimateshavebeenreportedduetothelimitationofdatacollectionsystems,forexampleingovernment-ownedbuildingswhere there are multiple tenants and the electricity usage cannot beattributedtoasingleagency,theDepartmentofPublicWorks(DPW)calculatestheelectricityusagebytenantedagenciesbasedon the per centage of the leased floor area occupied.

Thefollowingtableoutlinestheemissionsrelatingtothedepartment during the period 1 July 2008 to 31 March 2009.

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Activity Greenhouse gasemissions

(tonnes of CO2)

Explanatory Notes

Scope 1 – Vehicle usage

QFleet vehicles - actual emissions 198 1

QFleet vehicles - indicative emissions 284 1

Agency-owned vehicles –

Scope 2 – Electricity consumption

Purchased directly from an electricity retailer

1 691 2a

Sourced through a third party 743.2 2b

Scope 3 – Air travel

Domestic air travel on commercial airlines

180.5 3

International travel on commercial airlines

– 3

Hired vehicles

Avis 18.2 4

Other – 5

Notes:

1. The CO2-e emissions figure for the period 1 July 2008 to 31 March 2009 hasbeenaggregatedusingNationalGreenhouseEmissionsReporting(NGER)guidelinesandrepresentsemissionsforfourprimaryfueltypes:unleadedpetrol,diesel,liquifiedpetroleumgas(LPG)andE10.Intheabsenceofcomprehensivefuelconsumptionrecords(emissionsreportedinthe2007-2008AnnualReportwerecalculatedbasedonkilometrestravelled)bothactualemissionsbasedonavailablerecordsand total estimated emissions are shown.

2a. Electricity – Government Owned Premises ThisfigureisbasedonactualelectricityconsumptionrecordscurrentlyavailabletotheDepartmentofPublicWorksfortheperiod1July2008to31March2009.Incompleteelectricityconsumptionrecordshavebeenextrapolated to produce an estimated electricity consumption figure up to 31 March 2009.

FormajorofficepremisesownedbytheDepartmentofPublicWorkswherenoseparatesub-meteringexiststhecarbonemissionsassociatedwithelectricityconsumptionhavebeenapportioned45%totheowner/55%tothetenants.

AllelectricityconsumptionhasbeenconvertedtocarbonemissionsusingtheScope2conversionfactorof0.91kgCO2-e/kWhasrecommendedintheAustralianGovernment’sNationalGreenhouseAccountsFactorsWorkbook.

2b. Electricity-Premisesleasedfromtheprivatesector This figure is for emissions associated with electricity use where the DepartmentofPublicWorkspayseitherthelandlordorsupplyauthoritydirectly. It does not include data for leases where the agency pays the retailer directly.

ThisfigureisbasedonactualelectricityconsumptionfromcurrentlyavailablerecordsofelectricityaccountsreceivedbytheDepartmentofPublicWorksapplicabletotheperiod1July2008to31March2009.Wherefullyearrecordswerenotavailable,datahasbeenapportioned/extrapolated to provide an estimate of electricity consumption up to 31 March 2009.

In2007-2008theAnnualReportincludedemissionslinkedtoactualelectricity consumption plus an added component to take account oftheelectricityconsumptionusedbytheownertoprovidecentralservices. The added component of electricity consumption is deemed a Scope3emissionfortenantsandwillnolongerbereported.

3. AirtravelincludesallflightsrecordedbytheQueenslandGovernmentChiefProcurementOffice(QGCPO)duringtheperiod1July2008to 31 March 2009, specifically:

(1) Internationalairtravelonallairlines; (2) Domesticairtravelonboththemainline‘trunk’carriers(i.e.the

QantasGroupandVirginBlue) (3) Domesticairtravelonsmaller,regionalcarriers.

Forallairtravel(withtheexceptionnotedatb)below)thefollowingmethodology is used:

a) FromdataprovidedtheQGCPOcalculatesthekilometresflown.Thekilometrefigureisdividedby100andmultipliedbyanindustryaveragenumberoflitresoffuelburntperpassenger,per100km’s.Afactorof5hasbeenusedforallairtravel.Theuseofthismethodgivestheaveragelitresoffuelburntforaflight,perpassenger.Thisfigureissubsequentlyconvertedfromlitresintokilogramsandthenfromkilogramsintotonnes,beforebeingmultipliedby3.157(whichrepresentstheamountofCO2tonnesproducedbyburningonetonneofaviationfuel;sourcedfromtheInternationalCivilaviationOrganisation).

b) FordomesticflightswithQantas,QantasLink,JetstarandVirginBluefortheperiod01July2008to31December2008thenumberof passengers per sector was calculated. This information was then passedontotherespectiveairlineforcalculationofcarbonemissions.

4. The hire car vehicle emissions show only emissions for AVIS vehicles bookedunderStandingOfferArrangementmanagedbytheQueenslandGovernment Chief Procurement Office.


Glossary of terms and acronyms

This glossary relates to key terms used in this document. While it is not exhaustive, it is designed to provide readers with definitions orexplanationsofsomeofthemorefrequentlyusedtermsthatappear in this Final Report.

Agency

Usedgenericallytodescribethevariousorganisationalunitswithingovernment that deliver services. The term includes departments, commercialisedbusinessunits,sharedserviceproviders,statutorybodiesandgovernment-ownedcorporations.

A&RMC

TheAuditandRiskManagementCommitteeisaninternalbodythatoversees the department’s audit and risk management activities.

Blueprint for the Bush

A 10-year plan to work with rural and remote communities to secureasustainablefuture.

Budget

An outline of the government’s priorities and plans for the coming year, expressed in terms of financial information and non-financial performance information.

CALD

Culturallyandlinguisticallydiverseisatermusedtodescribethoseindividualsandgroupsinthecommunitywhobringdiversitytoourculturefromtheirforeignbackgrounds.

Client service teams

Theclientserviceteamswereestablishedtobuildandstrengthenrelationships with councils across Queensland.

Council

OneofQueensland’s73localgovernmentswithelectedmembersand constituted under the Local Government Act.

CGIS

The Community Governance Improvement Strategy is designed to helpIndigenouscouncilsachievesustainable,goodgovernancetoenableeffectiveservicedelivery.

Community outcomes

The government’s high-level set of desired outcomes for the community which are documented in the Charter of Social and FiscalResponsibility.

Corporate governance

Corporate governance is the way in which an organisation is controlledandgovernedinordertoachieveitsobjectives.Thecontrolenvironmentmakesanorganisationreliableinachievingtheseobjectiveswithinanacceptabledegreeofrisk.

CMC

TheCrimeandMisconductCommissionhasthreemajorroles:

1. investigatingmajorcrime

2. stoppingmajorcrimeandmisconductbypublicservantsandstate organisations

3. running the Queensland witness protection program.

DLGSR

Department of Local Government, Sport and Recreation

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DPW

DepartmentofPublicWorks

EWBA (Eat Well Be Active)

The Eat Well Be Active campaign aims to achieve long term behaviouralchangebyencouragingpeopletobemoreactiveandmake healthy food choices.

EEO

Equalemploymentopportunity,includingthepolicies,practicesandstrategies aimed at ensuring fair employment opportunities for all staff.

Electoral Commission

TheElectoralCommissionisanindependentandimpartialbody.Itsmain functions include:

• administeringQueenslandelectorallaws

• conductingfreeanddemocraticparliamentaryandindustrialelections

• reviewinglocalgovernmentboundaries.

EMT

TheExecutiveManagementTeamistheseniormanagementbodywithinthedepartmentandisresponsibleforoverallgovernanceinconjunctionwiththedepartment’sDirector-General.

Financial statements

Collectivedescriptionfortheincomestatement,balancesheet,cashflow statement and associated notes of agencies and the government as a whole.

Financial sustainability frameworks

Theprimarysustainabilityfactorsandgoverningprinciplesthatarethebasisfortheassessmentofthesustainabilityofcouncils.InQueensland,thisalsoincludestheprinciplesandobjectivesthatareincludedintheNationalFrameworksforSustainability.

Financial sustainability rating

The Queensland Treasury Corporation assessment of the sustainabilityoutlookforanindividualcouncil.Thisratingisderived from an evaluation of the council’s financial position and forecastsandalsoincludesqualitativeassessmentsofotherkeyfactors.

Government ambition

An element of the vision of the Queensland government for 2020 –

Strong – creating a diverse economy powered by bright ideas

Green – protecting our lifestyle and environment

Smart – delivering world-class education and training



Government priorities

The key priority areas that the government is targeting over its currentterm.Governmentprioritiesareguidedbythehigherlevelgovernment community outcomes.

Grant

Funding advanced to a council or organisation that is tied to the delivery of a specific outcome.


Home WaterWise Service

TheHomeWaterWiseServiceisasubsidisedserviceinvolvinglicensedplumbersvisitinghouseholdstoinstallwater-efficientdevices and offer advice on a range of water saving measures.

IAU

The Internal Audit Unit is the department’s professional and independentunitresponsiblefortheongoingreviewandassessment of the administrative, operating and financial controls in use within the department. Internal Audit reports and makes recommendations directly to the Director-General.

ICT

Information and communication technology

IM

Information management

Key strategic priorities

The high-level set of priorities which give guidance to the structure and management of operational activities that deliver the department’s outputs. Departmental key strategic priorities are developed through the strategic planning process and are designed to deliver on government priorities and community outcomes.

LGAQ

Local Government Association of Queensland

LGEBRC

Local Government Electoral and Boundaries Review Commission

LGMA

Local Government Managers Australia

Local Government Profile Report

Report comparing the performance of local governments throughout Queensland.

NAIDOC Week

OriginallyNAIDOCstoodfor‘NationalAboriginesandIslandersDayObservanceCommittee’.ThiscommitteewasresponsiblefororganisingactivitiesduringNAIDOCweek,anditsacronymbecamethe name of the week itself.

NDRRA

TheNaturalDisasterReliefandRecoveryArrangementisajointState/AustralianGovernmentprogramthatprovidesfinancialassistance following natural disaster events.

OQPC

Office of the Queensland Parliamentary Council

Operating activities

Activitiesthatrelatetotheprovisionofgoodsorservices(outputs)byanagency.

Output indicator (see also performance measures)

A measure of performance used to assess the extent to which the departmenthasbeensuccessfulinefficientlyimplementingservicedelivery strategies associated with key strategic departmental prioritiesandprovidingbenefitstoclientsandthecommunity.

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Outputs

Thedirectbenefitsenjoyedbyclientsandthecommunityresultingfromtheoperationalactivitiesdeliveredbythedepartment.Thedepartmentwasstructuredintodivisionswhichworkedcollaborativelyto deliver on its range of outputs. These divisions were:

•LocalGovernmentCollaboration

•StrategicPolicyandLegislation

•CorporateServices

•OfficeofRuralandRegionalCommunities

•SportandRecreation

•QueenslandAcademyofSport.

PCYC

PoliceCitizenandYouthClub

Performance and career development plan

Performance and career development plans capture management’s expectationsofworkandbehaviour,andfocusoncompetencydevelopment, succession planning and employee career aspirations.

Performance measures (see also output indicator)

Units of measurement used to determine and assess the success of servicesdeliverystrategiesanddirectbenefits.Dependinguponthecircumstance,theperformancemeasuremaymeasurethequantity,quality,cost,timelinessorlocationassociatedwiththedeliverystrategyordirectbenefit.

Potable water

Safe drinking water.

Project

A discrete set of activities producing a defined range of infrastructure or other defined outputs within a specified timeframe.

Q2

The Queensland Government’s vision for Queensland in 2020. Toward Q2: Tomorrow’s Queensland

Queensland Academy of Sport

AunitresponsibleforprovidingQueensland’seliteathleteswith training facilities, access to skilled coaches, research and technology information, and a variety of athlete service providers.

QGCPO

Queensland Government Chief Procurement Office

Q150LIP

Queensland’s 150th Legacy Infrastructure program is a $100 million capital works funding program for communities throughout the state. The aim of this funding program is to create legacies to celebrateQueensland’s150thanniversaryofseparationasacolonyfromNewSouthWales.


Revenues

The full accrual income arising from operations during the year, recorded in the statement of financial performance.

Shared services providers

A whole-of-government approach to corporate services delivery involving the consolidation of corporate services across government, as a means of improving efficiencies through economies of scale and through improved strategic content.

Statutory bodies

Agenciesestablishedbylegislationforaspecificpurpose,whichcan operate either inside or outside the General Government sector.

Strategic planning

Strategic planning is an overarching process used to assist councils and the community to plan for the future and realise their vision. It is a continuous, systematic process for identifying intended future outcomes,howoutcomesaretobeachieved,andhowsuccesswillbemeasured.

Subsidy

Asubsidyisanon-repayableallocationofmoneyprovidedtoassistapprovedapplicantstofundapprovedprojects.

TAFE

Technical college of Advanced and Further Education.

VER

Voluntary early retirement

WASP

Water and Sewage Program

YMCA

Young Men’s Christian Association

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Tables

Table1: Ouremployees–annualearningsbygenderasat31March2009

Table2: Record of attendance July 2008 – March 2009 – Executive Management Team

Table3: Record of attendance at Audit and Risk Management Committee July 2008 – March 2009

Table4: Remunerationcostsofboardsandcommittees

Table5: Femalemembershipofboards

Table6: Consultancycostsbycategory

Table7: Greenhouse Gas Emissions; 1 July 2008 – 31 March 2009


Contact details

BrisbaneMineral HouseLevel 1841 George StreetBrisbaneQld4000PO Box 15031City East Qld 4002Ph:(07)32247073

Queensland Academy of SportQueensland Sport and Athletics CentreLevel 1Kessels RoadNathanQld4111PO Box 956SunnybankQld4109Ph:(07)38720200

South East RegionSouth East Regional OfficeLevel 1225BrisbaneStreetIpswich Qld 4305POBox275Ipswich Qld 4305Ph:(07)32801875

Beenleigh Area OfficeSuite 203, Level 1Corridor Business Centre58-60 Manila StreetBeenleighQld4207Ph:(07)38847084

Brisbane Area Office457GympieRoadKedron Qld 4031PO Box 143Kedron Qld 4031Ph:(07)38969931

Currimundi Active Recreation Centre80 Currimundi RoadCurrimundi Qld 4551PO Box 141WurtullaQld4575Ph:(07)54207500

Gold Coast Office1525 Gold Coast HighwayNorthPalmBeachQld4221PO Box 50Burleigh Heads Qld 4221Ph:(07)55203766

North Coast Area OfficeLevel 4HealthSportCentre(BuildingT)Sports PrecinctUniversity of the Sunshine CoastVia Sippy Downs DriveSippy Downs Qld 4556POBox7377Sippy Downs Qld 4556Ph:(07)54587100

Tallebudgera Active Recreation Centre1525 Gold Coast HighwayNorthPalmBeachQld4221PO Box 50Burleigh Heads Qld 4220Ph:(07)55070200

South West RegionSouth West Regional OfficeSport and Recreation128 Margaret StreetToowoombaQld4350PO Box 2259ToowoombaQld4350Ph:(07)46153600Local Government and Rural and Regional CommunitiesCanberraPlaceLevel 1123 Margaret StreetToowoombaQld4350PO Box 825ToowoombaQld4350Ph:(07)46161960

Dalby OfficeSport and Recreation132 Cunningham StreetDalbyQld4405PO Box 3DalbyQld4405Ph:(07)46623277

Lake Perseverance Active Recreation CentreLake Perseverance Dam854 Perseverance Dam RoadCrowsNestQld4355PO Box 29CrowsNestQld4355Ph:(07)46978900

Leslie Dam Active Recreation Centre578LeslieDamRoadWarwickQld4370PO Box 1320WarwickQld4370Ph:(07)46617401

Roma Area OfficeLocal Government and Rural and Regional Communities1-3 Alfred StreetRoma Qld 4455PO Box 369Roma Qld 4455(07)46241565

Warwick OfficeSport and RecreationGovernment BuildingFitzroyStreetWarwickQld4370PO Box 13WarwickQld4370Ph:(07)46675100

Central RegionCentral Regional OfficeLocal Government and Rural and Regional CommunitiesLevel 1130 Victoria ParadeRockhamptonQld4700POBox731RockhamptonQld4700Ph:(07)49386525Sport and RecreationLevel 3130 Victoria ParadeRockhamptonQld4700PO Box 822RockhamptonQld4700Ph:(07)49384805

Bundaberg Area Office33MaryboroughStreetBundabergQld4670PO Box 1939BundabergQld4670Ph:(07)41519751

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Emerald OfficeSport and Recreation14RubyStreetEmeraldQld4720PO Box 346EmeraldQld4720Ph:(07)49821510

Hervey Bay Area OfficeLevel 154 Main StreetHervey Bay QLD 4655PO Box 3268Hervey Bay QLD 4655Ph:(07)41973905

Longreach Area OfficeLocal Government and Rural and Regional Communities138 Eagle StreetLongreachQld4730PO Box 161LongreachQld4730Ph:(07)46583012

Maryborough OfficeSport and Recreation319-325 Kent StreetMaryboroughQld4650PO Box 259MaryboroughQld4650Ph:(07)41211710

Yeppoon Active Recreation Centre170MatthewFlindersDriveYeppoonQld4703PO Box 1188YeppoonQld4703Ph:(07)49391355

NorthernRegionNorthern Regional OfficeSport and Recreation and Queensland Academy of SportTownsville Sports House3-9 Redpath StreetNorthWardQld4810POBox871Townsville Qld 4810Ph:(07)47997010

Local Government and Rural and Regional CommunitiesSuncorpPlazaLevel761 Sturt StreetTownsville Qld 4810PO Box 588Townsville Qld 4810Ph:(07)47995532

Mackay Area OfficeLevel1PostOfficeSquare73SydneyStreetMackayQLD4740Ph:(07)49671021Local Government and Rural and Regional CommunitiesPO Box 2036MackayQLD4740Sport and RecreationPO Box 239MackayQLD4740

Magnetic Island Active Recreation CentreBirt StreetPicnic Bay QLD 4819PO Box 50KairiQLD4872Ph:(07)47785280

Mount Isa Area OfficeSport and RecreationSuite 16Mount Isa HouseMary StreetMount Isa QLD 4825PO Box 1605Mount Isa QLD 4825Ph:(07)47472186

FarNorthRegion

Far North Regional OfficeLevel 9Citi Central46-48 Sheridan StreetCairnsQLD4870PO Box 2494CairnsQLD4870Ph:(07)40398299

Atherton Area OfficeUnit 253MabelStreetAtherton QLD 4883PO Box 494Atherton QLD 4883Ph:(07)40919230

Lake Tinaroo Active Recreation CentreTinaroo Falls Dam RoadTinarooQLD4872PO Box 50KairiQLD4872Ph:(07)40958323


Department of Local Government, Sport and RecreationFinal Report July 2008 – March 2009www.dip.qld.gov.au

Documents

Final Report July 2008 – March 2009 · 2009. 8. 14. · Bundaberg Regional Council, Rockhampton Regional Council, Winton Shire Council, Longreach ... for Australian football at