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ANNUAL REPORT 2002-03DEPARTMENT FOR VICTORIAN COMMUNITIES
Published by the Victorian Government Department for Victorian Communities Annual Report 2002-03
October 2003 Melbourne Victoria
© Copyright State of Victoria 2003
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D E P A R T M E N T F O R V I C T O R I A N C O M M U N I T I E S
Dear Ministers
In accordance with the Financial Management Act 1994, I am pleased to submit to you the Department for Victorian Communities’ inaugural Annual Report for the year ending 30 June 2003.
Yours sincerely
Yehudi Blacher Secretary
Left to Right: Candy Broad MLC, Minister for Local Government, Jacinta Allan MP, Minister for Employment And Youth Affairs,
Gavin Jennings MLC, Minister for Aboriginal Affairs,
Justin Madden MLC, Minister for Sport and Recreation and Minister for Commonwealth Games, Steve Bracks MP, Premier and Minister for Multicultural Affairs,
John Thwaites MP, Minister for Victorian Communities,
John Pandazopoulos MP, Minister Assisting The Premier On Multicultural Affairs, Mary Delahunty MP, Minister for Women's Affairs
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D E P A R T M E N T F O R V I C T O R I A N C O M M U N I T I E S C O N T E N T S
Secretary’s Foreword . . . 4
About the Department for Victorian Communities . . . 6
Our purpose . . . 6
Our work . . . 6
Our structure . . . 6
Workforce Strategy . . . 10
Financial Review of Operations . . . 10
Report of Operations . . . 13
A look at the three output groups, the business units within them and their contributions this year Corporate Overview . . . 13
Corporate and Organisational Development . . . 13
Strategic Policy and Research . . . 15
Supporting Local Government . . . 17
How the Government is empowering local governments to strengthen ties with communities Local Government Sector Development . . . 19
Sport, Recreation and the Commonwealth Games . . . .21
A look at creating greater sporting opportunities for all Victorians and lasting legacies after the Commonwealth Games Sport and Recreation Sector Development . . . 23
Commonwealth Games . . . 27
People, Community Building and Information Services . . . 31
How the Department is working to ensure that all Victorians can enjoy better community services Employment Programs . . . 33
Indigenous Community and Cultural Development . . . 37
Youth Programs . . . 41
Multicultural Affairs . . . 45
Women’s Policy . . . 49
Information Services . . . 53
Community Building . . . 57
Diversity How DVC is reporting on our State’s diversity . . . 60
Financial Report . . . 63
Appendices . . . 104
Glossary . . . 161
Key contacts . . . 162
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S E C R E T A R Y ’ S F O R E W O R D 3 0 J U N E 2 0 0 3
The Department for Victorian Communities (DVC) was created in December 2002 to give effect to the Government’s objective of strengthening communities through a more integrated approach to planning, funding and delivering services at the local level.
By bringing together 15 diverse work units, the Department has the opportunity to work in new ways: to build on the legacy of work undertaken by its business units over many years; on the extensive knowledge of particular communities acquired by staff; and on the capacity to add value and strengthen the work of other Departments.
The Department is well positioned to respond in innovative and flexible ways to develop solutions to contemporary issues.
R E S P O N D I N G T O C H A N G I N G
E X P E C TAT I O N S Australia is a very different place to what it was 50 years ago. Australians are now:
• more ethnically diverse, and getting older
• less attached to our institutions, more mobile and facing a less predictable geopolitical and economic environment
• able to communicate (almost) instantaneously, shrinking both time and distance as a constraint on participation in economic and social life These changes have resulted in a significant shift in demands people make of their governments and therefore, their public administrators.
Increasingly, the State is required to be an 'enabler';
not just a deliverer of goods and services.
In this context it is increasingly important that we think critically and creatively about how our structures of public administration and our behaviours as public servants impact on the ability
S O C I A L C A P I TA L These emerging demands coincide with a growing interest by governments in how social capital is generated, and in the factors which create strong communities.
The role for government in generating social capital is to create the opportunities for individuals to establish relationships and shared values; that is, to facilitate the creation of networks. The site for network creation is the local community, and community strengthening is the means to do so.
C O M M U N I T Y S T R E N G T H E N I N G Community strengthening is about building the capacity of people to engage in a wide variety of activities and social networks (or building social capital). Such activities and their resultant networks are increasingly being recognised and valued in our political culture;
both as ends in themselves, and also because evidence shows they contribute to other desirable objectives including high levels of educational attainment, better health outcomes and more effective participation in the economy.
Investments in community strengthening strategies are critical to achieving these outcomes.
Community strengthening is best done when access to government is direct and seamless (or to use the jargon - done in a ‘joined up’ way). Complicated government structures with multiple entry points are confusing and a deterrent to people and
organisations seeking funding and support.
What people look for from government and its agents (public servants) are systems and processes which are flexible in responding to their needs to provide them with opportunities to shape priorities and plan for their future.
The challenge therefore, is to imagine (and create) systems of governance and behaviours that enable citizens to engage more readily and to participate in the development of public policy and broader community life.
Today we need public servants who:
• can engage within the bureaucracy, but also can orientate towards relationship management and customer service
• see themselves not as gatekeepers, but as door openers
• make things happen within the resources they have at hand; and,
• are focussed on what will make communities resilient in the future.
If we are to operate in a more ‘client-centred’ way; if we want people and community agencies to engage with us because they think we add value, rather than because they have to - it is essential that we both value and reward these attributes, as well as the more traditional skills of the public servant.
D V C – E A R LY A C H I E V E M E N T S The Department has achieved much in its first six months. This report highlights the contribution made by all the output groups of the Department. These include a number of major sporting and recreational infrastructure improvements, continued planning for the 2006 Melbourne Commonwealth Games; further development of the Community Capacity Building projects; assistance to disadvantaged jobseekers through the work of Employment Programs;
development of partnerships between the Department, local government and community organisations, and the development of a number of whole of government policy frameworks and strategies in the areas of Indigenous, women, youth affairs and cultural diversity.
Essential to the success of the new Department is its people. A priority in the first six months of the Department has been to put in place the foundations that will support a strong organisational culture. This requires the integration of diverse work units with varied backgrounds into a single more outward looking organisation. Early work on this has commenced and will continue well into the future.
T H E F U T U R EVictoria, uniquely among Australian States, has a highly developed network of community based agencies, a robust system of local government and a strong tradition of voluntary endeavour.
Looking forward, our objective is to work with key stakeholders to facilitate the creation of enterprising, sustainable communities through encouraging the development of strong community based partnerships and networks.
This is a challenging endeavour. But along with challenges come new opportunities. I believe that the Department has the drive and capacity to turn this vision into reality.
I would like to thank all the staff of the Department who have worked hard to achieve much in such a short time.
In particular I’d also like to thank our eight Ministers, whose energy and commitment has been pivotal in establishing this new Department, and setting its strategic priorities.
DVC’s focus on people and place is celebrated in the photographs featured in this annual report.
Parks are a place where people gather to share ideas, thoughts and experiences. The photographs reflect many of the ways in which we participate in community life. I thank the volunteers and project partners who joined with DVC to create these images.
It is my pleasure, to present this report and invite you to learn about the Department for Victorian
Communities, our achievements over the past year and our aims for the future.
Yehudi Blacher Secretary
The Department for Victorian Communities was created as a successor to the former Department of Tourism, Sport and the Commonwealth Games in Machinery of Government changes implemented in December 2002.
The Department encompasses the portfolios of Victorian Communities, Employment, Youth Affairs, Multicultural Affairs, Women’s Affairs, Aboriginal Affairs, Local Government, Sport and Recreation and Commonwealth Games.
More detail on the changes can be found in Appendix 1 of this Annual Report Table 1: Machinery of Government Changes.
The report of operations reflects the 12 month achievements of these portfolios for all outputs.
The financial report reflects the machinery of government changes and reports on the former Department of Tourism, Sport and the Commonwealth Games from 1 July 2002 to 31 December 2002 and the Department for Victorian Communities from 1 January 2003 to 30 June 2003.
O U R P U R P O S EThe primary purpose of the Department for Victorian Communities is to give effect to the Government’s objective of strengthening communities through a more integrated approach to planning, funding and delivering services at the local level.
W H AT D O W E M E A N B Y C O M M U N I T I E S ?By communities we mean groups of Victorians who share a common sense of belonging.
Communities can be based around where people live, such as their neighbourhood, suburb or town.
Communities can also be based around common interests, such as water conservation or the environment, or sharing a common identity, such as age, culture or lifestyle.
What is important is that community members feel a sense of identity, belonging and connection – and a willingness to work together to achieve common goals.
O U R W O R KThe Department has a broad mandate to advocate for, and deliver services to, people and places across Victoria.
The work of DVC will focus on:
• Working together with communities, businesses and industry to support and strengthen communities across Victoria.
• Developing new, collaborative relationships and approaches to increase capacity in communities.
• Creating new opportunities for increased participation and volunteering.
• Working with other Departments to make Government services more responsive, accessible and flexible to better meet the needs of community members.
• Overseeing the delivery of the Melbourne 2006 Commonwealth Games, ensuring lasting economic, social and environmental benefits for all Victorians.
O U R S T R U C T U R E The Department brings together a range of programs grouped around seven divisions:
• Office of Commonwealth Games Coordination
• Sport and Recreation Victoria
• Local Government and Regional Services
• People and Community Advocacy
• Aboriginal Affairs Victoria
• Employment Programs
• Office for Youth
• Office of Women’s Policy
• Victorian Office of Multicultural Affairs
• Community Building and Information
• Community Programs
• Government and Community Information
• Public Record Office Victoria
• Registry of Births, Deaths and Marriages
• Strategic Policy and Research
• Corporate and Organisational Development A N N U A L R E P O R T 2 0 0 2 - 0 3
A B O U T T H E D E P A R T M E N T F O R V I C T O R I A N C O M M U N I T I E S
Justin Madden Minister for Sport and Recreation Minister for Commonwealth Games
Mary Gillett
Parliamentary Secretary Commonwealth Games
OFFICE OF COMMONWEALTH GAMES
COORDINATION DIVISION
Meredith Sussex Executive Director
Budget & Governance Communications &
Research Infrastructure & Sport
Policy & Planning Public Domain
Peter Hertan Executive Director
Industry Development &
Major Projects Community Sport &
Recreation
Prue Digby Executive Director
Sector Development Funding Programs
Governance &
Legislation Support &
Communication Regional Services
Ray Judd Executive Director
Community Programs:
• Community Support Fund
• Office of Community Building
• Rural Women’s Network Government & Community
Information:
• Information Victoria Public Record Office Victoria
Registry of Births, Deaths
& Marriages
David Adams Executive Director
Outcomes &
Performance Policy Development
Research &
Learning
Louise Hill Executive Director
Corporate Communications Corporate Strategy Corporate Finance Business Systems & Projects
Human Resources Corporate Administration
Terry Healy Deputy Secretary
Aboriginal Affairs Victoria Office of Women’s Policy
Victorian Office of Multicultural Affairs Office for Youth Employment Programs Cabinet & Parliamentary
Services SPORT & RECREATION
DIVISION
LOCAL GOVERNMENT &
REGIONAL SERVICES DIVISION
COMMUNITY BUILDING &
INFORMATION
DIVISION
STRATEGIC POLICY
& RESEARCH DIVISION
CORPORATE &
ORGANISATIONAL DEVELOPMENT
DIVISION
PEOPLE & COMMUNITY ADVOCACY
DIVISION
Candy Broad Minister for Local
Government
John Thwaites Minister for Victorian
Communities Hong Lim Parliamentary Secretary
Victorian Communities Parliamentary Secretary for
Volunteers
Jacinta Allan Minister for Employment and
Youth Affairs
Gavin Jennings
Minister for Aboriginal
Affairs
Mary Delahunty
Minister for Women’s Affairs Mary Gillett Parliamentary
Secretary Women’s Affairs
Steve Bracks Premier and Minister for
Multicultural Affairs John Pandazopoulos
Minister Assisting the Premier on Multicultural
Affairs Kaye Darveniza Parliamentary Secretary to
the Premier, including Multicultural Affairs
Yehudi Blacher Secretary
Statutory Bodies
Business Enterprises Melbourne 2006
Commonwealth Games Corporation
Melbourne and Olympic Parks Trust Melbourne Cricket
Ground Trust Professional Boxing and
Combat Sports Board State Recreation Camps
Committee of Management State Sport Centres Trust
Victoria Grants Commission
VITS Language Link Public Records Advisory
Council
Victorian Multicultural Commission Queen Victoria Womens
Centre Trust
S E C R E TA R Y Department for Victorian Communities
Yehudi Blacher became the Secretary of the Department for Victorian Communities on its establishment in December 2002. Immediately prior to this role, he was Deputy Secretary in the Department of Premier and Cabinet.
D E P U T Y S E C R E TA R Y, People and Community Advocacy
Terry Healy was appointed as Deputy Secretary, People and Community Advocacy in December 2002. He holds responsibility for leading and coordinating the contribution of Employment Programs, the Office of Women’s Policy, the Office for Youth, the Victorian Office of Multicultural Affairs and Aboriginal Affairs Victoria, and for managing Cabinet processes, legal advice, response to Parliamentary questions and appointments to Statutory Authorities. Terry was previously the Deputy Secretary, Policy within the former Department of Natural Resources and Environment.
E X E C U T I V E D I R E C T O R , Community Building and Information
Ray Judd was appointed to the position of Executive Director, Community Building and Information in December 2002. The Community Building and Information Division comprises the Community Programs unit, the Government and Community Information unit, the Registry of Births, Deaths and Marriages and the Public Record Office Victoria. Ray is also responsible for the management of the Department’s grant strategy and the establishment of the Office for Volunteers. Ray was previously the Director of the Office of Community Building and the Community Support Fund in the Department of Premier and Cabinet.
E X E C U T I V E D I R E C T O R , Corporate and Organisational Development
Louise Hill was appointed as the Executive Director, Corporate and Organisational Development in December 2002. She is responsible for the corporate and strategic planning, human resources, corporate finance, corporate and internal
communications, corporate administration and business systems and projects for the Department. Louise was previously the Director of Organisational Development in the Department of Premier and Cabinet.
E X E C U T I V E D I R E C T O R , Strategic Policy and Research David Adams was appointed to the position of Executive Director, Strategic Policy and Research in December 2002. He is responsible for promoting and leading innovative and outward looking research into the Department’s key areas of community strengthening and joined up Government services. David was previously Director of Policy and Strategy in the Department of Premier and Cabinet.
E X E C U T I V E D I R E C T O R , Sport and Recreation Victoria Peter Hertan was appointed as the Executive Director, Sport and Recreation Victoria in April 2003. Sport and Recreation Victoria is responsible for promoting active participation in sport and recreation by ensuring high quality and inclusive sport and recreation opportunities are available, and for the development of international sports infrastructure and the operation of major sports events. Peter was previously the Deputy Director, Sport, Recreation and Racing.
E X E C U T I V E D I R E C T O R , Office of Commonwealth Games Coordination
Meredith Sussex was appointed to the position of Executive Director, Office of Commonwealth Games Coordination in February 2002. She is responsible for coordinating Government input into the 2006 Commonwealth Games in Melbourne. This involves responsibility for the delivery of the major
infrastructure projects required for the Games; for maximising the benefits and legacies achieved from staging the Games; for managing the activity of the public domain at Games time; and for ensuring the effective financial management and governance of the event. Meredith was previously Deputy Secretary and Director of the Office of Employment, Training and Tertiary Education in the Department of Education and Training.
E X E C U T I V E D I R E C T O R , Local Government and Regional Services
Prue Digby was appointed to the position of Executive Director, Local Government within the Department of Infrastructure in June 1999 and took responsibility for regional services in July 2002. She came across to the Department for Victorian Communities following Machinery of Government changes in December 2002. Prue has responsibility for providing State-wide policy development and leadership in promoting an effective system of local government in Victoria and for developing effective partnerships with councils, peak bodies, other Government Departments, unions and community groups in developing best practice and continuous improvement in local governance and service delivery. Prue was previously Chief Executive Officer for the City of Yarra.
W O R K F O R C E S T R AT E G Y The Department for Victorian Communities employs more than 550 staff from a diverse range of personal and professional backgrounds.
The Department actively promotes safe work practices, career development, work life balance, workplace diversity and a non-discriminatory working environment. It also promotes an organisational culture that values innovation, development and learning.
Professional development
During 2002-2003, DVC staff attended various internal and external professional development courses in information technology, business and finance, and personal development. DVC also assisted staff undertaking undergraduate and post graduate studies.
The Department managed a number of programs in occupational health and safety, to ensure that potential human injury and illness to staff is reduced.
Industrial relations
The Department has established a cooperative relationship with the employee representative organisations.
Occupational Health and Safety
The Department supports and provides programs in relation to occupational health and safety to ensure that the human and financial costs of injury and illness to staff are appropriately managed.
Code of conduct
The Department operates under the Code of Conduct for the Victorian Public Sector, which provides guidance for addressing ethical issues such as conflicts of interest. Key staff are required to make an independence declaration.
F I N A N C I A L R E V I E W O F O P E R AT I O N S The Department for Victorian Communities is the successor to the Department of Tourism, Sport and Commonwealth Games which was created on 5 March 2002.
The change in name of the Department and changes to the operations conducted arose as a result of December 2002 Machinery of Government changes. Details of these changes are set out in Note 2 to the Financial Statements.
60%
70%
50%
E X E C U T I V E N O N - E X E C U T I V E
40%
30%
20%
10%
0
FEMALE MALE FEMALE
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The financial position as at 30 June 2003 reflects the operations of the Department from 1 July 2002 to 30 June 2003 and reflects Machinery of Government changes from 1 January 2003. The financial position as at 30 June 2002 reflects the operations of the Department from 5 March 2002 to 30 June 2002.
For the financial year ending 30 June 2003, the Department incurred an operating loss of $20.1 million. This result was brought about by the timing differences in the receipt of revenues into specific trust funds and the payment of grants, as well as the impact of machinery of Government changes.
Payments in excess of revenues have been sourced through unspent funds within trust accounts.
The increase in total revenue for the Department reflects increased revenue from Government for functions transferred to the Department, including revenue from gaming machine operations which is paid into the Community Support Fund.
The Department's total assets have increased by
$337 million. This is primarily due to the transfer of the Public Record Office Victoria to the Department, which brought with it land and buildings valued at
$38.1 million and the Public Record heritage asset valued at $159 million.
Total liabilities have increased by $11.5 million.
This is due to an increase in employee entitlements associated with the transfer of staff to the Department as part of the machinery of Government changes.
The Department's activities are funded through revenue received from State Parliamentary Appropriations, the provision of goods and services and gaming machine revenue which is paid into the Community Support Fund.
An output group summary is shown in the graph below.
More detailed information on the achievements of each output group is provided in the body of this report.
T W O Y E A R F I N A N C I A L S U M M A R Y
2003 2002
$000's $000's
Revenue from Government 216,678 65,061
Other revenue 38,754 12,654
Total revenue 255,432 77,715
Net result from operating
activities (20,132) (201)
Net cash flow from
operating activities (9,221) (11,174)
Total assets 362,999 26,492
Total liabilities 17,216 5,669
Supporting Local Government Other Revenue
15.2%.
Revenue from Government 84.8%
2 0 0 2 - 0 3 T O TA L R E V E N U E $ m i l
Revenue from Government 216.7 84.8%
Other revenue 38.3 15.2%
Total 255.4 100.0%
PAY M E N T S F O R O U T P U T S $ m i l
Supporting Local Government 11.8 4.3%
Sport, Recreation and the
Commonwealth Games 95.4 34.6%
People, Community Building
and Information Services 149.6 54.3%
Tourism 18.8 6.8%
Total 275.6 100.0%
Sport Recreation & Commonwealth Games
People, Community Building and Information Services
Tourism
D E PA R T M E N T F O R V I C T O R I A N C O M M U N I T I E S
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R E P O R T O F O P E R A T I O N S
C O R P O R AT E O V E RV I E W The work of the Department for Victorian Communities (DVC) is supported and guided by two corporate divisions, Corporate and Organisational Development and Strategic Policy and Research. Together, these divisions provide the systems, processes and guidelines to ensure both the effective management of the Department and its direction for the future.
C O R P O R AT E A N D O R G A N I S AT I O N A L D E V E L O P M E N T The success of the Department for Victorian Communities will partly depend on the creation of a strong, inclusive corporate and organisational culture that is able to support its mission. The Corporate and Organisational Development Division is responsible for creating this culture.
The Division’s aim is to establish an innovative and outward looking organisation with an integrated corporate culture. Its role is to deliver high quality corporate and administrative services to support DVC as it consolidates and grows.
The Division’s functions and activities include:
• developing corporate strategy and business planning processes
• forming organisational development strategies in the areas of human resources, information technology and information management
• managing the Department’s budget, as well as conducting financial analysis and reporting
• implementing information management and knowledge management services and systems
• managing relationships between key stakeholders
K E Y A C H I E V E M E N T S I N 2 0 0 2 - 2 0 0 3 The first phase of creating the new Department was to establish the core services and functions to support the eight Ministers. Unlike the start up of other Departments, DVC was not aligned with any existing Departments and therefore there was no corporate
infrastructure to support the new Department. As a consequence, DVC commenced operations without core corporate systems in place. DVC's 15 business units had been operating from 6 separate financial management systems, IT networks and payroll systems.
The initial challenge was to establish a structure for the new Department and quickly analyse the most cost-effective option for the provision of operational services.
From December 2003, the 7 Departments of Innovation, Industry and Regional Development, Premier and Cabinet, Justice, Infrastructure, Education and Training, Sustainability and Environment, and Primary Industry continued to support DVC business units with corporate services and systems and their support is fully acknowledged and appreciated.
The Division has established a number of key project areas to meet the challenge of establishing the staff, systems and structure of the Department. These include:
• Accommodation - the accommodation project is well under way with seven floors of 1 Spring Street to be occupied by December 2003. The workspace planning incorporates innovative, flexible, modern and functional design. The accommodation project is particularly notable for its environmental management considerations including maximising re-use, and thereby reducing landfill, and careful selection of materials to meet environmental sustainability requirements.
• Information technology - a shared services arrangement has been agreed with the Department of Infrastructure to provide information technology services to the
Department. The aim is to provide a robust, high quality IT network to support the new
Department.
• Human resources - the Department’s human resources systems have been consolidated into one system, joining the existing HR service agreement with the Department of Premier and Cabinet and the Department of Treasury and Finance.
• Budget and finance - the Department has entered into a shared service arrangement with the Department of Primary Industry for financial systems and services.
• Corporate strategy and corporate planning processes - a planning framework consisting of a cascading set of linked plans has been developed to facilitate the 2003-04 planning process.
• Communication channels - a suite of internal and corporate communications channels and vehicles have been established to facilitate effective communication of information to staff.
An interim Intranet is in place on the whole of government Intranet.
• Information management - early progress has included establishing a brief and
correspondence tracking system and templates to effectively support the Department’s Ministers.
Further work is continuing on creating sound operating systems to connect people, information and services.
F U T U R E P L A N S A N D C H A L L E N G E S F O R 2 0 0 3 - 2 0 0 4
This year the Division will:
• publish a DVC corporate plan that clearly articulates the role and future directions for DVC
• implement an integrated business planning framework linking business planning, budget development and human resource planning
• further develop consultative mechanisms with the Community and Public Sector Union, staff and the Office of Workforce Development
• implement the Victorian Public Service career structure and an effective performance
• deliver a strategic communications plan, effective communications support to Ministers and contribute to whole of government communications campaigns
• establish robust financial services, processes and systems including the development of a sustainable budget to support ongoing DVC operations
• establish corporate paper and electronic information management systems
• establish governance systems for purchasing, internal audit and risk management and develop a risk management strategy
• continue effective implementation of IT systems and establish directions for future IT needs
• implement shared service agreements for IT, finance and human resources
• develop and implement the DVC environmental management strategy
S T R AT E G I C P O L I C Y A N D R E S E A R C H The Strategic Policy and Research Division undertakes innovative and outward looking research into the Department’s key areas of community
strengthening and joined up government services.
The results of this research are then translated into projects that lead effective policy development.
Major activities of the Division include:
• researching, developing and leading major policy development projects to support the development of whole of government policy, which is focused on building strong, active and resilient communities
• initiating and developing partnerships with external government and community sector stakeholders
• developing policy approaches and evaluation systems that contribute to greater levels of community engagement, enhanced networking across government and improved use of knowledge resources across the Department
• supporting Ministers, the Secretary and Executive through the provision of advice on key research results into community strengthening and their application within the Victorian context
• contributing to the development of corporate and business planning frameworks, and articulating the Department's objectives and how these will be achieved and measured
• evaluating whether the Department’s policies and programs are making a positive difference to the lives of Victorians
A C H I E V E M E N T S I N 2 0 0 2 - 2 0 0 3This year, the Division conducted research into the Government’s priority areas of community strengthening and joined up government services. This involved extensive analysis of national and international research, and readings on community strengthening approaches. The results of this research have already been used in the development of strategies to help establish DVC.
C A S E S T U D Y: D V C S TA F F AWA R D E D S C H O L A R S H I P S F O R S T U D Y T O D E V E L O P
F U T U R E P U B L I C S E C T O R L E A D E R S Joanne Rumble and Virginia Todd from the Department for Victorian Communities have been awarded Australia and New
Zealand School of Government (ANZSOG) scholarships to help them become our public sector leaders of the future.
ANZSOG was established by a consortium of Australian and New Zealand governments, universities and business schools which share a vision for creating world class institutions that focus on the needs of government and the community. Joanne and Virginia join approximately 140 public sector colleagues from across the Victorian, Commonwealth, New South Wales, Queensland and New Zealand jurisdictions taking part in the
scholarship’s first year of operation.
The scholarship program aims to promote public administration as a profession of great social value. It consists
of ten subjects over two years, conducted in a variety of formats including intensive study, short courses, weekly
classes and work-based projects.
Virginia Todd was highly impressed with the programs in her first week. "All the work was extremely practical, so that made it very easy to apply it to your current job," she said.
"Plus all the speakers we had were extremely motivated and switched on."
Joanne was also enthusiastic about her experience in the course to date, saying "It is great to be involved with such a
mix of people. Besides the learning aspect, it provides an excellent networking opportunity with others across all jurisdictions. If ever there was a good example of joined up
government, this is it."
Virginia Todd and Joanne Rumble (right) from DVC, were awarded scholarships to study in a program which promotes public administration as a profession of great
social value and to help them become public sector leaders of the future.
C A S E S T U D Y: V I C T O R I A N S VA L U E V O L U N T E E R I N G
A study conducted by the Strategic Policy and Research Division has revealed that Victorians value volunteers and the work that they do in our community. The research showed that
Victorians recognise:
• the selflessness of volunteers and their impact on the vibrancy of the community
• that volunteering encompasses a diverse range of actions and settings, from helping to mow the neighbour’s lawn when they are in hospital, to school canteen duties, to visiting the elderly as part of a volunteer organisation
• that the government plays a role in encouraging volunteering The research involved conducting ten focus groups with
members of the Victorian community in both rural and metropolitan areas. Groups included young and older
Victorians and were run in April and May 2003.
The research also yielded suggestions on how the Government can support the community in volunteering, including boosting awareness on how people can offer their services as
volunteers, recruiting new volunteers and offering training.
Full research findings have been incorporated into the DVC Volunteer Strategy.
The Division also conducted preliminary research into the development of a strategic framework to support volunteering in Victoria. Research was conducted on community perceptions of volunteering. The result of this is the Volunteer Strategy - a comprehensive, whole of government strategy for volunteering that delivers a range of practical ways to promote volunteering and encourage involvement in the community.
The Division also conducted research in 2002-2003 into the current range of community building initiatives. So far, the results from the research have been incorporated into the Department’s Corporate Plan for 2003-2006.
F U T U R E P L A N S A N D C H A L L E N G E S F O R 2 0 0 3 - 2 0 0 4In 2003-2004, the Strategic Policy and Research Division will:
• further develop an outcome measurement frame work within DVC
• continue to work on the Community Level Data and Regional Mapping projects
• develop a strategic framework to guide research conducted by DVC
• conduct research into the expectations of Victorians
• develop a whole of government approach to incorporating an outcomes focus within the State budget process
• support major international conferences on community strengthening and organise a program of three international conferences
• host visits by key international experts in community strengthening and social policy research and practice
• establish a policy officers’ network across DVC divisions to focus on key research results and international best practice approaches
• ensure our research informs and strengthens DVC's corporate vision, organisation and communication with key stakeholder groups
One of the key success factors of the Melbourne World Masters Games in 2002 was the major contribution made by volunteers.
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S U P P O R T I N G L O C A L G O V E R N M E N T
O U T P U T G R O U P D E S C R I P T I O NTo work in partnership with local government to ensure that it delivers quality services to communities, and develops collaborative partnerships,
effective infrastructure and good governance through the principles of:
• efficiency
• effectiveness
• accountability
The development of collaborative partnerships and delivering quality local service
supports the Growing Victoria Together aim of building cohesive communities and reducing inequalities.
O U T P U TLocal Government Sector Development
M A J O R S TA K E H O L D E R S Victorian State Government Departments (particularly the Department of Infrastructure), Commonwealth Department of Transport and Regional Services, 79 Local Government Authorities, 16 Regional Library Corporations, peak industry bodies, the Victorian community.
S TAT U T O R Y A U T H O R I T I E S Victoria Grants Commission.
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O U T P U T D E S C R I P T I O N This output ensures that the system of local government is based on quality services to communities, collaborative partnerships, effective infrastructure and good governance through the principles of efficiency, effectiveness and accountability.
With the establishment of DVC, there now exists a clear opportunity for strengthened relationships between state and local government, particularly in the areas of community building and integrated services at a local level. By developing these strategic relationships, local problems can be addressed more effectively through a coordinated effort.
The Government aims to empower local government as equal partners through:
• ensuring the independence of local government
• partnering with local government as a means of delivering economic growth, community strengthening and infrastructure
• providing transparent and accountable public governance
A I M S A N D A C H I E V E M E N T S I N 2 0 0 2 - 2 0 0 3 A number of achievements have been realised this year through both the efforts of the Local Government and Regional Services Division and other government initiatives.
Capacity building has been a strong focus this year, with the Division conducting a number of seminars on topics ranging from Performance Management to Asset Management.
To aid the recovery of communities after bushfires, the Division established a Volunteer Register to assist the Community Recovery Committees. Over a hundred people have expressed interest so far and 45 people have been put in touch with the Recovery Committee to assist with volunteer tasks such as cleaning up and fencing.
A I M :
Increase democracy in the Local Government Sector A C H I E V E M E N T S :
• Provided recognition of local government through the Constitution (Parliamentary Reform Act) 2003
• Conducted the sixth annual Community Satisfaction Survey in February/March 2003. The results continue to show improvements in resident’s overall satisfaction with their council’s performance
A I M :
Develop a strong Local Government Sector A C H I E V E M E N T S :
• Tabled the Surf Coast Commission of Inquiry report in Parliament in June 2003, which considered the financial position of the Surf Coast Shire Council and made recommendations for action
• Consulted extensively with the sector over reforms required to the Local Government Act to strengthen local government’s accountability to their constituents
A I M :
Provide more integrated services A C H I E V E M E N T S :
• Continued support to the sector with the implementation of Best Value Victoria – including Guidelines for Best Value Annual Reports, developed in conjunction with LGPro, and a Community Engagement website, developed with the VLGA
• Worked collaboratively in partnership with MAV to enhance local government’s capacity to effectively strengthen and maintain their infrastructure assets. Two new infrastructure indicators were included in the Local Government in Victoria 2002 Report
• Continued strong support of Public Libraries Funding with funding at a record high of $25.8 million and seven upgrades completed and officially opened
F U T U R E P L A N S A N D C H A L L E N G E S F O R 2 0 0 3 - 0 4 In 2003-04, the Local Government Division will:
• support local government legislative reform. A Bill to reform the Local Government Act 1989 was submitted to Parliament in 2002, but was not passed due to the State Election. A new Bill will be presented to Parliament in the Spring 2003 session. Included in the proposed Bill are principles that will improve local democracy, to reflect contemporary thinking about local government and its accountability to its constituents
• improve accountability. Victorian communities deserve a modern, efficient and open government at the local level. The State Government will work with local governments to enhance their accountability to communities
• continue to develop a strong local government sector. With the establishment of the new Department, there now exists a clear opportunity for strengthened relationships between the State and local government
• improve asset management knowledge and guidelines through the development of guidelines, seminars and workshops and the MAV Step Program, which provides support to councils in their asset management planning and processes
• continue to support public libraries to become the focal point of their communities. Work will be done with rural councils to help develop strategic partnerships to deliver library and information services to small and isolated communities
• collaborate with and provide funding support to the VLGA to run community strengthening workshops with local governments C A S E S T U D Y: F R O M L O C A L L I B R A R Y T O
C O M M U N I T Y L I V I N G R O O M - A P L A C E T O L E A R N A N D R E L A X
The Living Libraries program has provided $12 million over three years to refurbish selected Victorian public libraries and
transform them into 21st century community living rooms.
These libraries will become centres where people can come together to learn, relax, share ideas and use resources.
This year, eighteen local libraries received grants totalling
$4.6 million. The largest grant was awarded to the West Footscray Library in the City of Maribyrnong which received
$500,000 for the construction of a new building.
The building, known as the West Footscray Progress Learning Centre, has recorded one of the fastest growing patronage rates in Victoria, with a fifteen per cent increase in annual loans and a ten per cent increase in visitor numbers since it opened.
When complete, the Living Libraries program will have funded forty-five of Victoria’s seventy-nine local governments
to transform their local libraries.
C A S E S T U D Y: F I R E F I G H T I N G V O L U N T E E R S H O N O U R E D B Y C O M M U N I T I E S
After the devastating fires that swept across Victoria last summer, a series of community celebrations were held in honour of the
thousands of volunteers who battled the flames.
A total of $160,000 from the Protecting Victoria Program was given to local governments and community groups for the celebrations. Each council received a grant of up to $5,000 for
the events which aimed to bring about a spirit of renewal in the regions.
One of the most severely affected regions, the Alpine Shire,
The Living Libraries Program will transform local libraries into 21st century community living rooms where people can come together to learn, relax, share
ideas and resources.
The Local Government Division gave grants to communities devastated by the fires that swept across Victoria last summer, to celebrate in honour of the
thousands of volunteers who battled the flames.
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S P O R T , R E C R E A T I O N A N D T H E C O M M O N W E A L T H G A M E S
O U T P U T G R O U P D E S C R I P T I O N To enhance community participation and engagement in sporting and recreational activities by:
• providing opportunities for physical activity
• maximising the benefits of hosting the 2006 Commonwealth Games
• supporting the development of elite sporting participation in Victoria
• attracting and organising major sporting events
The promotion of physical activity, community participation and community engagement support the Growing Victoria Together aim of building cohesive communities and reducing inequalities.
These outputs are delivered by Sport and Recreation Victoria and the Office of Commonwealth Games Coordination.
O U T P U T SSport and Recreation Sector Development Commonwealth Games
M A J O R S TA K E H O L D E R SCommunity sport and recreation organisations and various promoters of major sporting events.
Tourism Victoria, Victorian Major Events Company, Commonwealth Games Federation, Australian Commonwealth Games Association, Melbourne 2006 Commonwealth Games Pty Ltd, State Government Departments delivering Commonwealth Games services, Commonwealth Government, City of Melbourne
and other Victorian Local Government Authorities.
S TAT U T O R Y A U T H O R I T I E S Melbourne and Olympic Parks Trust, Melbourne Cricket Ground Trust, Professional Boxing and Combat Sports Board, State Recreation Camps Committee of
Management, State Sport Centres Trust.
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O U T P U T D E S C R I P T I O N This output provides strategic leadership for the sport and recreation sector. It provides funding, coordination and facilitation services that generate investment in developing, improving and extending sport and recreation facilities throughout Victoria at all levels.
Active participation in sport and recreation is an important element in building strong, healthy and cohesive communities. Sport and Recreation Victoria contributes to the Growing Victoria Together key objectives by providing high quality and accessible community services, building cohesive communities, promoting rights and respecting diversity, growing the whole State and encouraging a healthy Victoria.
Sport and Recreation Victoria has two major roles:
(i) to attract and organise major events throughout metropolitan and regional Victoria
(ii) to support community building through targeted sport and recreation activities
E V E N T S A N D FA C I L I T I E S Victoria has a strong reputation in the field of sport and recreation, and Melbourne is widely recognised as the ‘Event Capital of Australia’. In 2002-03, Melbourne and regional Victoria hosted many high profile international sporting events, including the Australian Open Tennis, Formula One Grand Prix and World Masters Games. Our athletes also competed at world class standard with great success at the Commonwealth Games in Manchester.
Over the year, Sport and Recreation Victoria managed the funding agreements for seventeen major events. Overall, these major events contributed to an economic benefit in Victoria estimated to be in excess of $927.4 million, which represents 0.5 per cent of Victoria’s GDP.
The development of major, international standard sporting facilities is an important policy objective for Sport and Recreation Victoria so that it can continue to attract high profile events to Victoria. Sport and Recreation Victoria planned for and/or completed seven facilities this year, including the redevelopment of the Melbourne Cricket Ground (MCG),
construction of the State Soccer Centre and the redevelopment of the Melbourne Sports and Aquatic Centre (MSAC).
The development of community sport and recreation facilities contributed to the health and social connectedness of Victoria’s local communities and provided numerous employment opportunities, especially for young people.
Moorabool Shire Council received $180,000 for the Maddingly Park Playground in Bacchus Marsh, which was constructed over 5 days involving 2,500 locals and support from 250 businesses. The facility now attracts over 2,000 children per week.
The Banyule City Council received $500,000 towards the development of Banyule Nets, a four court fully accessible multi-purpose stadium in McLeod. The development of this facility involved a collaborative partnership between McLeod Secondary College, Council and the community to provide valuable sport and recreation opportunities.
C O M M U N I T Y B U I L D I N G I N I T I AT I V E S Sport and Recreation Victoria ensures that high quality, inclusive sport and recreation opportunities are available for all Victorians. This year, its many programs assisted the development of sport and recreation organisations at both State and local levels.
Sport and Recreation Victoria also helps clubs and organisations understand and cater for the specific needs of women, Indigenous people, people with disabilities, older Victorians, people from culturally and linguistically diverse backgrounds and other community groups.
The importance of assisting these community groups to be physically active, the majority of which are currently under-represented in sport and active recreation, is acknowledged through the
Government’s Physical Activity Strategy. Sport and Recreation Victoria has led the coordination of Government activity in this area with the production of Physical Activity – A Progress Report being a key achievement for 2002-03. This document provided valuable input to inform debate at the Government’s Obesity Summit in October 2002.
Sport and Recreation Victoria has successfully ensured that promotion of physical activity is acknowledged not only for the health and economic benefits that it can deliver to individuals, but importantly, also for the broader community strengthening benefits it offers.
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A I M :
Develop and improve facilities:
• State Lawn Bowls Centre
• Training Velodrome
• State Soccer Centre
• Melbourne Cricket Ground
• Melbourne Sports and Aquatic Centre
• State Mountain Bike Facility
• Melbourne Sports and Entertainment Centre
• Kardinia Park redevelopment
• Criterium Cycling circuit A C H I E V E M E N T S :
• Commenced planning, scoping and construction of facilities (Details of specific achievements against major projects can be found in the Appendices)
A I M :
Stage and manage major events:
• Stage a number of one-off and annual events in Victoria, maximise the benefits that these events bring to Victoria and work with the Victorian Major Events Company to secure further major events for Melbourne and regional Victoria
A C H I E V E M E N T S :
• Staged a number of one-off and annual major events with significant economic benefits, including the 2002 Motorcycle Grand Prix, the 2002 World Masters Games, 2003 F1 Grand Prix, 2003 Heineken Classic, Australia v England Rugby Test, Kostya Tszyu World Title Fight, Sail Melbourne and the International Camping Congress
• Secured events:
• 2004 World Ten Dance Champs
• 2005 World Artistic Gymnastics Championships
• 2006 World Lifesaving Champs A I M :
Undertake community facility projects A C H I E V E M E N T S :
C A S E S T U D Y : 2 0 0 2 W O R L D M A S T E R S G A M E S A N O U T S TA N D I N G S U C C E S S F O R V I C T O R I A
The Melbourne 2002 World Masters Games was the largest international multi-sport festival held in 2002. A total of 24,805 competitors from 97 different countries (6,281 of these
internationals) competed in the Games.
The event was an outstanding success and generated an economic impact of $55 million for Victoria. The Games profiled masters sports such as orienteering, badminton, indoor
cricket and archery, and also provided opportunities to strengthen the capabilities of officials, volunteers and state sporting associations as well as giving lasting benefit to the
people of Victoria with world-class sporting facilities.
More than seventy per cent of the Games venues were located within four kilometres of the central business district, while venues located in Nagambie, Geelong, Bendigo and Ballarat provided economic benefits to several of the State’s key
regional areas.
The Games’ volunteer workforce was also a major contributor to the success of the Games with the volunteers’ level of training and attitude towards their task applauded by all.
Competitors from 97 different countries participated in the World Masters Games
Acknowledgement: Moving Images ©
• Completed the Strategic Review of Sport and Recreation Camps
A I M :
Develop the Sport and Recreation industry A C H I E V E M E N T S :
• Introduced Women in Sports leadership grants and Sport Injury Prevention research grants
• Released the User Friendly Clubs Guide
• Delivered risk management training to sporting clubs across Victoria in response to public liability insurance issues
A I M :
Confer Sport and Recreation Industry Awards A C H I E V E M E N T S :
• Received record number of entries
• Conferred ten Awards at presentation event in August 2002.
F U T U R E P L A N S A N D C H A L L E N G E S F O R 2 0 0 3 - 2 0 0 4 In 2003-04, Sport and Recreation Victoria will:
• support the development of active people and active communities
• provide communities with access to quality, sustainable sport and recreation facilities
• support and develop community sport and recreation organisations through innovative partnerships
• maximise the benefits provided by major sporting events and manage the Government’s interest in those events
• balance the needs of the community against limited available funding
• monitor changes in sport and recreation trends such as the costs associated with the provision of facilities
• manage the Major Events Funding Cap to maximise the benefits for Victoria from staging major events
• maximise the benefits provided by major events through profiling Victoria, developing tourism marketing, and ensuring that events are run to an extremely high standard
Wangaratta residents enjoy their new community sporting facility
C A S E S T U D Y :WA N G A R AT TA C O M M U N I T Y E N J O Y S N E W A Q U AT I C A N D S P O R T I N G C E N T R E
As part of the Better Pools program, funded by the Community Support Fund and administered by Sport and Recreation Victoria, Wangaratta Rural City Council received $2.5 million
over two years for the development of an aquatic and sporting centre.
The centre includes:
• a new, heated, 25 metre, eight lane pool with disabled access
• separate program and leisure pools
• dry program facilities
• creche and change facilities
• first aid room, kiosk/café
• administration and storage facilities
The centre now provides 23 equivalent full time positions in a community with a population of approximately 26,000. The
community is already reaping the additional economic and health benefits.
The Centre averages 44,000 visits per month and has a membership of 2,300.
Acknowledgement: Tony Dewan
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O U T P U T D E S C R I P T I O N This Output provides for planning, development, coordination and management services by the Office of Commonwealth Games Coordination with Melbourne 2006 Commonwealth Games Pty Ltd to ensure the successful preparation and staging of the 2006 Commonwealth Games in Melbourne.
The 2006 Commonwealth Games will be the largest event ever staged in Victoria. The Games will feature 4,500 athletes from 72 nations participating in sixteen different sports.
The Office of Commonwealth Games Coordination (OCGC) was established in February 2002 to coordinate and manage the Victorian Government’s involvement in the Games. The Office works closely with Melbourne 2006 Commonwealth Games Pty Ltd (M2006), the Games Organising Committee.
The role of OCGC is to:
(i) develop and communicate the vision for the Games
(ii) provide policy advice to the Government on Games issues
(iii) advise on governance, financial control and accountability for M2006
(iv) ensure the Games provide lasting social, economic and environmental benefits for Victorians
(v) provide sporting and urban infrastructure for the Games, including the Athletes Village
(vi) manage the area outside ticketed venues where government services need to be provided to assist in delivering the Games
The 2006 Commonwealth Games will create long term social, environmental and economic benefits for Victoria and Australia.
In addition to the enhanced sporting and urban infrastructure, a Games Legacy Program is being developed to leverage the benefits the Games will deliver to Victorians.
Programs focussing on rural and regional Victorians, Indigenous communities, young people, families, older people, culturally and linguistically diverse communities, people with disabilities and Victorian businesses are being integrated across key aspects of the Games planning.
Key elements of the Games Legacy Program will include:
• equal access
• tourism
• environment
• Indigenous
• sports participation
• business opportunities
• education
• local communities
• Commonwealth of Nations
• cultural programs
A I M S A N D A C H I E V E M E N T S F O R 2 0 0 2 - 2 0 0 3 During 2002-03, OCGC worked closely with the Games Organising Committee and other
Departments developing a whole of Games budget which was announced by Government in March 2003.
In May 2003, the Minister for Commonwealth Games, Justin Madden, launched the Commonwealth Games Environment Strategy.
The Strategy covers all Games operations and infrastructure development. At the Athletes Village, the strategy will ensure that the Village is one of Victoria’s greenest inner-urban residential developments based on principles of sustainable development and environmentally responsive planning and design.
As part of the preparations for the Games, the Government is managing the process for the delivery of a range of infrastructure projects. Preparations are proceeding rapidly at a number of key venues including the MCG, the Melbourne Sports and Aquatic Centre, the State Lawn Bowls Centre, and the Birrarung Marr land bridge linking the MCG with the Sports and Entertainment precinct.
A I M :
Observe Manchester Commonwealth Games in August 2002
A C H I E V E M E N T :
• Participated in Manchester Transfer of Knowledge program July/August 2002
A I M :
Negotiate Athletes Village contract and commence construction
A C H I E V E M E N T :
• Entered into Heads of Agreement with Village Park Consortium in October 2002
• Village Park Consortium proposed a later commencement date, facilitating more detailed
A I M :
Develop Commonwealth Games budget A C H I E V E M E N T :
• Developed Whole of Games budget by December 2002 and submitted to Government as part of the 2003-2004 State Budget process A I M :
Develop promotion of international tourism for Games
A C H I E V E M E N T :
• Commenced tourism promotion for the Melbourne 2006 Games in Manchester in July 2002
The Minister for Commonwealth Games, Justin Madden and Melbourne 2006 Chairman, Ron Walker, unveil the countdown clock with 1,000 days to go to the Commonwealth Games.
A I M :
Draft legislative amendment A C H I E V E M E N T :
• Introduced an amendment to the Commonwealth Games Arrangements Act into Parliament in March 2003. The Act was enacted in May 2003
• Introduced the Commonwealth Games Arrangements (Governance) Bill to Parliament during the Autumn 2003 Sittings
F U T U R E P L A N S A N D C H A L L E N G E S F O R 2 0 0 3 - 2 0 0 4 In 2003-04, the Office of
Commonwealth Games Coordination will:
• finalise the Commonwealth Games Athletes Village Project Delivery Agreement with Village Park Consortium and commence construction
• coordinate the planning and development of the infrastructure projects being developed for the Commonwealth Games
• coordinate with M2006 the planning of venues, public domain and service delivery for the Games
• deliver the Games Legacy Program
C A S E S T U D Y: E Q U A L A C C E S S G E T S F I R S T P L A C E
The Commonwealth Games was one of the first international competitions to include events for women and is the only international multi-sports competition where events for elite
athletes with a disability are fully integrated into the main sports program and medal tally.
The Government is committed to ensuring that the 2006 Commonwealth Games provides opportunities for all Victorians
to take part in the celebration of the Games.
The Office of Commonwealth Games Coordination is developing a social inclusion strategy called Equal First which
will promote:
• equal access to Games events and opportunities
• the potential for the Games to contribute to a broader social inclusion in Victorian sporting and community life
• the Games as a celebration of diversity – within our own communities and those of the Commonwealth of Nations.
The Office has worked closely with reference groups of young people, senior Victorians, people with disabilities, and
culturally and linguistically diverse groups to identify opportunities for the Games such as celebrating inclusion and
diversity, volunteers, accessibility and affordability.
The Equal Access Strategy will be released later in 2003.
