Section 2 – Governance and Organisational Structure 14 Organisational Structure 14 Belinda Clark – Commissioner 14 Dr Damian West – Deputy Commissioner 14 Holmes – Executive Director, Leadership and Workforce 14 Karen Lau – Executive Director, Performance and Integrity 14 Victorian Public Sector Commission organisational chart 2016-17 15 Governance 16 and Risk Management Committee Membership and Roles 16 Advisory Board 16 Occupational Health & Safety 17 Incident Management** 17 Employment & Conduct Principles 17 Selection Policy 17 Section 3 – Workforce Data 17 Public Administration Values and Employment Principles 17 Comparative Workforce Data 18 Staffing Trends from 2015 – 2017 18 Summary of Employment Levels (30 June 2016 and 30 June 2017) 18 Workforce Data – VPSC Staff as at 30 June 2016 and 30 June 2017 18 Workforce Inclusion Policy 19 Executive Officer Data 19 VPSC Executive Officer Data 19 Section 4 – Disclosures 19 Jobs First – Victorian Industry Participation Policy (VIPP) 19 Changes in Financial Position 20 Consultancies 20 Information and Communication Technology Expenditure 21 Environmental Reporting 21 Reporting of office-based environment impacts based on information provided by Cushman and Wakefield 21 Compliance 22 The Building Act 1993 22 The Freedom of Information Act 1982 22 National Competition Policy 23 The Protected Disclosure Act 2012 (formerly Whistleblowers Protection Act 2001) 23 Disclosures under the Protected Disclosure Act 2012 23 The Carers Recognition Act 2012 23 Other Information 23 Disclosure Index 24
Aboriginal Employment Resources & Development Culture & Change Learning Activities Analysis / Standards / Legislation Finance eRecruitment – Careers Website & Service Management Future Workforce Tailored Development Plans Research Executive Remuneration / GSERP Governance Advice Reporting – incl. GAPED Database Lobbyists Conflict of Interest; Gifts Benefits & Hospitality Governance Audit and Risk Management Committee Membership and Roles VPSC’s Audit and Risk Management Committee acts as an advisory service to the Accountable Officer (the Victorian Public Sector Commissioner) and ensures VPSC discharges its responsibilities as prescribed in the Financial Management Act 1994, Audit Act 1998 and other relevant legislation. During 2016-17, the Committee consisted of the following members: Chairperson: Merran Kelsall – independent member Members: Shaun Condron – Chief Finance Officer, Department of Justice Paul Bradshaw – Principal Adviser, VPSC Standing Invitees: Belinda Clark – Commissioner Dr Damian West – Deputy Commissioner Ingrid Klein – Chief Financial Officer, Department of Premier and Cabinet/VPSC Sharon Dekker – Victorian Auditor General’s Office (VAGO) Bernadette Fallon – Manager, Corporate Services, VPSC Mark Holloway – HLB Mann Judd, VPSC’s internal auditors Advisory VPSC’s Advisory Board was established in 2015 to assist VPSC to develop its strategic directions that align with the Government’s objectives which seeks to maintain and build on Victoria’s public sector governance. The Advisory Board consists of the following members: Chairperson: Chris Eccles, AO – Secretary, Department Premier and Cabinet
Section 4 – Disclosures Jobs First – Victorian Industry Participation Policy (VIPP) In October 2003, the Victorian Parliament passed the Victorian Industry Participation Policy Act 2003, which requires public bodies and departments to report on the implementation of the Victorian Industry Participation Policy (VIPP). VIPP was developed by Government to ensure that procurement and industry assistance activities across the of Government use local suppliers whenever and wherever they offer the best value for money. A major focus of VIPP, is on improving the ability of regional suppliers to tender for projects that will boost the State’s overall development and the growth of regional economies. During the reporting period, VPSC did not commence or conclude any contracts to which VIPP applied. Changes in Financial Position Consultancies In 2016-17, were eight consultants where the total fees payable to the consultant was $10,000 or greater. The total expenditure incurred during 2016-17 in relation to these consultancies is $1,174,253 excluding GST. Details are outlined below. Consultant Purpose of Consultancy Start Date End Date Approved Project Fee Expenditure 2016-17 (excl. GST) Future Expenditure (excl. GST) Rachel Hunter Consulting Pty Ltd DET Monitoring & Integrity Review 15/09/2016 31/12/2017 115,000 25,000 90,000 Hudson Global Resources (Aust) Independent Assessor for the Victorian Leadership Academy 16/09/2016 23/12/2020 2,535,741 861,118 1,674,623 Deloitte Touche Tohmatsu Independent evaluator for the Victorian Leadership Academy 05/12/2016 20/10/2017 242,491 134,464 108,027 Jo Grisard Strategic advice: Victorian Leadership Academy 08/08/2016 31/12/2016 27,353 27,353 - Michael Kinnane Independent Lead Reviewer – Organisational Capability Review of Ambulance Victoria 17/08/2016 31/12/2016 55,000 28,110 -
Akiko Jackson Lead Reviewer – Review of Remuneration of Public Health Organisation Boards 11/10/2016 13/12/2016 30,800 23,292 - David Butler Independent Lead Reviewer – Organisational Capability Review of Ambulance Victoria 13/08/2016 31/12/2016 99,000 59,222 - Ellis Jones Advise VPSC on the most effective and appropriate communication to maximise effectiveness and reach 02/06/2017 24/08/2017 35,000 15,694 19,305 Information and Communication Technology Expenditure All operational ICT expenditure Business as (BAU) ICT expenditure (Total) ICT expenditure related to projects to create or enhance ICT capabilities as Usual (Total = Operational expenditure and capital expenditure) Operational Expenditure Capital Expenditure Appropriation Account 831,732 69,000 - 69,000 Trust Account 560,240 30,000 - 30,000 The ICT expenditure reflected in the above table refers to VPSC’s costs in providing business enabling ICT services within the current reporting period.
Environmental Reporting The environmental report has been prepared in accordance with the Financial Reporting Directions issued by the Minister for Finance. Office-based environmental impact data is based on information provided by Cushman and Wakefield. Reporting of environment impacts based on information provided by Cushman and Wakefield 2016-17 2015-16 Energy Total electricity usage (gigajoules) 652 500 Total green electricity (gigajoules) 0 0 gas usage (gigajoules) 0 0 Percentage of electricity purchased as Green Power (%) 0.00% 0.00% Units of energy used per Full Time Employee (megajoules per FTE) 9616 10726 Units of energy used per unit office area (megajoules per m2) 634 613 units of paper used (A4 reams equivalent) 770 410 Reams of paper used per FTE 11.35 8.6 Percentage of recycled content paper purchased (%) 80% 80% Water Total units of metered water consumed (kilolitres) 29204 18542 Units of metered water consumed per FTE (kilolitres/FTE) 430 386 Units of measured water consumed in offices per unit of office area (kilolitres/m2) 28 22 Waste units office waste disposed of by destination (kg per year) Units of office waste disposed of per FTE by destination (kg per FTE) Recycling rate (% of total waste by weight) Greenhouse gas emissions associated with waste disposal (tonnes CO2-e) Landfill Other Landfill Other % Landfill Other 2015-16 3423 3296 72 69 49 4.44 2.97 2016-17 1900 3244 28 48 64 2.7 4.5 Transport Total energy Total Vehicle Greenhouse gas from vehicle fleet per Percentage of employees regularly
4.2. Intangible assets 2017 2016 $ $ Capitalised software development – at cost 391,793 391,793 Less: accumulated depreciation -279,852 -223,882 Total intangible assets 111,941 167,911 Reconciliation of carrying amounts Carrying value at start of the year 167,911 223,882 Depreciation expense -55,970 -55,971 Carrying value at end of the year 111,941 167,911 Purchased intangible assets are initially recognised at cost. When the recognition criteria in AASB 138 Intangible Assets is met, internally generated intangible assets are recognised at cost. Subsequently, intangible assets with finite useful lives are carried at cost less accumulated amortisation and accumulated impairment losses. Depreciation and amortisation begins when the asset is available for use, that is, when it is in the location and condition necessary for it to be capable of operating in the manner intended by management. An internally generated intangible asset arising from development (or from the development phase of an internal project) is recognised if, and only if, all of the following are demonstrated: an intention to complete the intangible asset and use or sell it; the ability to use or sell the intangible asset; the intangible asset will generate probable future economic benefits; the availability of adequate technical, financial and other resources to complete the development and to use or sell the intangible asset; and the ability to measure reliably the expenditure attributable to the intangible asset during its development. 4.3. Depreciation Charge for the period 2017 2016 $ $ Leasehold improvements 22,054 94,226 Office and computer equipment 2,157 2,934 Motor vehicles under finance lease 22,084 15,974 Intangible assets 55,970 55,971 Total depreciation 102,265 169,105 Leasehold improvements are depreciated over the period of the lease or estimated useful life, whichever is the shorter, using the straight line method.
AASB 2016-3 Amendments to Australian Accounting Standards – Clarifications to AASB 15 This Standard amends AASB 15 to clarify the requirements on identifying performance obligations, principal versus considerations and the timing of recognising revenue from granting a licence. The amendments require: A promise to transfer to a customer a good or service that is ‘distinct’ to be recognised as a separate performance obligation; For items purchased online, the entity is a principal if it obtains control of the good or service prior to transferring to the customer; and For licences identified as being distinct from other goods or services in a contract, entities need to determine whether the licence transfers to the customer over time (right to use) or at a point in time (right to access). 1-Jan-18 The assessment has indicated that there will be no significant impact for the public sector, other than the impact identified for AASB 15 above. AASB 2016-7 Amendments to Australian Accounting Standards – Deferral of AASB 15 for Entities This Standard defers the mandatory effective date of AASB 15 for not-for-profit entities from 1 January 2018 to 1 January 2019. 1-Jan-19 This amending standard will defer the application period of AASB 15 for not-for-profit entities to the 2019-20 reporting period. AASB 2016-8 Amendments to Australian Accounting Standards – Australian Implementation Guidance for Not-for-Profit Entities This Standard amends AASB 9 and AASB 15 to include requirements to assist not-for-profit entities in applying the respective standards to particular transactions and events. The amendments: require non-contractual receivables arising from statutory requirements (i.e. taxes, rates and fines) to be initially measured and recognised in accordance with AASB 9 as if those receivables are financial instruments; and clarifies circumstances when a contract with a customer is within the scope of AASB 15. 1-Jan-19 The assessment has indicated that there will be no significant impact for the public sector, other than the impacts identified for AASB 9 and AASB 15 above.