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The annual report provides information about the department, how it is governed and its activities, performance and future direction. Our annual report provides an overview of the department's financial and non-financial performance and key achievements for 2011–12.
We are also interested in your feedback on our annual report.
Good recordkeeping practices assist the department to efficiently capitalise on departmental knowledge and experience. It also supports consistency, continuity, efficiency and productivity in customer service and in program delivery, management and administration.
The ongoing use and maintenance of best practice records management policy, procedures and systems (including an electronic document records management system) will enable DLG to capture, maintain and protect the accuracy and reliability of its records for as long as they are required to support business, regulatory, social and cultural needs.
Our department is committed to meeting our responsibilities under the Public Records Act 2002. Our Recordkeeping Policy, updated in May 2012, ensures that departmental records are the basis for organisational accountability, current and future policy formation and management decision-making. It supports compliance with legislative and regulatory requirements and documentation of departmental activities, developments and achievements. Records protect the interest of the department and the rights of employees and customers. Records kept as archives also form part of the state's cultural heritage.
Our records management approach includes:
Consultants are occasionally hired to provide specialist skills to departmental projects when internal staff are unable to provide the necessary capabilities or capacity.
|Consultancies||No of Engagements||Expenditure|
|Consultants - Management||0|
|Consultants - Human Resource Management||0|
|Consultants - Communication||0|
|Consultants - Finance/Accounting||1||$4,800.00|
|Consultants - Professional/Technical||3||$565,216.43|
|Name of officer/ member and position||Destination||Reason for travel||Agency cost||Contribution from other agencies or sources|
|Don Willis Director – Local Government Policy and Legislation||New Zealand||Related to attendance to complete final subject and assessment in the Executive Masters of Public Administration for ANZSOG program||$1,130||$350|
Energy conservation and waste management initiatives are implemented by the department under the principles of economy, feasibility and practicality. Suitable initiatives are used to address potential waste generated by the activities of staff and other processes associated with performing department operations.
The department applies a hierarchy of preferred options to minimise the impacts of waste generation. These are to:
Activities that are actively focused on are:
The department's waste management plan includes actions to implement relevant whole-of-government initiatives.
The Department of Local Government supports the government's vision of a low-waste Queensland and the goals of Queensland's Waste Reduction and Recycling Strategy 2010-2020 of reducing waste and optimising recovery and recycling.
The department was not responsible for any construction or demolition building or civil infrastructure projects completed during the 2011-12 year.
The Department of Local Government is committed to playing its part to reduce the level of greenhouse gas emissions associated with Queensland Government departments when they deliver government services to the community.
The Queensland Government has previously established minimum greenhouse gas emissions reporting requirements for departments covering their main greenhouse gas emitting business activities; namely those linked to (i) vehicle use, (ii) electricity consumption and (iii) air travel. These activities are sources of both direct and indirect greenhouse gas emissions, which are reported as carbon dioxide equivalent emissions.
It is noted that due to data collection limitations in previous years, the reporting period has been the twelve-month period from 1 April of the preceding year to 31 March of the year for which the annual report was prepared. Some of the past data collection limitations have now been addressed. To enable a transition for the reporting period to a standard financial year, as a once-off exercise this annual report (i.e. for the 2011–12 financial year) will additionally outline the emissions data for the preceding three month period of 1 April 2011 to 30 June 2011. For clarity the data for the two periods is presented in each section of the table below as two adjacent figures; namely data for the twelve-month period 1 July 2011 to 30 June 2012, followed by data for the three-month period 1 April 2011 to 30 June 2011 (shown in brackets).
Reporting of greenhouse gas emissions by departments is limited due to the complexity of the operational boundaries within the public sector, especially in situations where internal government shared services providers are used. While the best available data has been used, in some instances estimates have had to be reported due to the shortcomings of data collection processes or systems. For example, in those government-owned office buildings where there are multiple government agency tenants and the electricity usage cannot be solely attributed to any one particular agency, the electricity usage by the tenant agencies may be distributed proportionally based on the floor area they occupy.
Importantly, any attempted comparison of emission levels with those of previous periods must first ensure that all the relevant parameters are exactly the same, and relevant emissions information has not been affected by changes such as differences in the configuration and make-up of the department's building portfolio; changes to building functionality and/or occupancy levels; or changes to the emissions conversion factors used which can vary each year as published by the Australian Government.
The following table outlines the emissions relating to the Department of Local Government for (a) the twelve-month period 1 July 2011 to 30 June 2012, and (b) for the preceding three-month period 1 April 2011 to 30 June 2011 (shown in brackets).
|Greenhouse Gas Emissions in tonnes of CO2-e|
|Activity||GROSS emissions||LESS offsets||NET
|QFleet leased & department owned vehicles||102t (36t)||29t (22t)||74t (14t)||1|
|Hired vehicles||28t (7t)||19t (7t)||9t (0)||2|
|Government-owned buildings||433t (100t)||3|
|Leased privately-owned buildings||0 (0)||4|
|Domestic air travel on commercial airlines||304t (93t)||187t (93t)||117t (0)||5|
|International air travel on commercial airlines||0 (0)||0 (0)||0 (0)||5|
Figures shown in brackets are the emissions calculated for the 3-month period 1 April to 30 June in 2011 only, which falls outside the 12-month reporting period of 2011–12.
Our department supports initiatives for women, particularly women in local government. We are represented on the Ministerial Advisory Committee-the Women in Local Government Strategy Group (WILG) and also provide secretariat support to the group. In addition, the department has funded WILG initiatives including:
Our department also represents the state on the 50:50 Vision-Councils for Gender Equity Program Steering Committee. The steering committee supports the National Framework for Women in Local Government through the implementation of a range of initiatives under the 50:50 Vision-Councils for Gender Equity banner. The program is a national accreditation and awards program that promotes gender equity in local government and is one of five initiatives of the Women in Local Government Strategy 2009–2012, which was endorsed by the Local Government and Planning Ministers Council in October 2009.
The department continued to actively meet its obligations under the Carers (Recognition) Act 2008 and the Queensland carers charter supporting and promoting a carer friendly workplace. This occurs through corporate induction workshops and related induction local information kits which address the department's commitment to support staff in achieving work-life balance through flexible work practices.
Managers advise employees of their employment conditions including matters associated with achieving work-life balance. The local induction supervisor's checklist requires supervisors to discuss and confirm any specific requirements employees may have regarding work-life balance and reasonable adjustment.
The department's intranet includes information on balancing work and family and provides access to work and life balance resources and employment conditions.
As part of the Performance and Learning Plan process and the managing unsatisfactory performance procedures, issues affecting employee's capacity to achieve work-life balance are raised.
All human resources policies have been reviewed to ensure that where appropriate they contain information about the Queensland carer's charter. The department's Equity and Diversity Management program 2011-14 includes strategies to support carers.
The 2011 Employee Engagement Survey built on the previous focus on equity and diversity/work and life balance by including questions relating specifically to carers. Data obtained through the survey indicated an increase in employee satisfaction with access to work and life balance opportunities. Subsequently, local branch action planning activities incorporated consideration of work-life balance in addressing workload and business planning.
|Queensland Government Reconciliation Action Plan (QRAP) – implementation progress|
|Initiative||National Aboriginal and Torres Strait Islander reforms|
|QRAP action||The Queensland Government will work actively with Aboriginal and Torres Strait Islander peoples to achieve the Council of Australian Governments national Closing the Gap targets and strategies, including in the key areas of early childhood, schooling, housing, health and economic participation.|
|QRAP target||Queensland Government will have strategies in place to meet the Council of Australian Governments targets|
|Implementation progress||Under an agreement signed with the Commonwealth in 2011-12, the "Improving Asset Management in Indigenous Local Governments – Queensland" project which commenced in June 2012. The project is being administered by the department. At this early stage $80k of a total $320k has been received with the substantive part of the project to be implemented in 2012-13.
The Queensland government has committed to working with local governments and other stakeholders to remove barriers to home ownership on Indigenous land and to removing bureaucratic roadblocks for home ownership for Indigenous Queenslanders. The Department of Local Government is represented on the Queensland Home Ownership on Indigenous Land Steering Committee and Working Group.
|Initiative||Annual agency planning and reporting|
|QRAP action||All Queensland Government agencies will incorporate relevant reconciliation actions in their annual business plans and report on the progress of the implementation of the Queensland Government Reconciliation Action Plan 2009–2012 as part of their annual reports.|
|QRAP target||Each Queensland Government agency must report on the progress of the Queensland Government Reconciliation Action Plan 2009–2012 as part of their annual report for each year of the life of the plan.|
|Implementation progress||Through its work with Indigenous councils in Queensland, the department contributes to the goals of the Queensland Reconciliation Action Plan.
The department's work in supporting the financial sustainability of Indigenous councils, in assisting them to improve asset management and in providing capacity building programs and resources is documented in various sections of the annual report.
Queensland Multicultural Action Plan 2011–14: Whole-of-Government core outcomes
|Core outcome||Performance indicators||Measure|
|Improved cultural competence of staff||Number of staff that have participated in cultural competence training annually||139|
|Number of staff that have participated in cultural competence training as a percent of the total number of department staff for the year||Due to machinery-of-government changes the percentage cannot be calculated.|
|Improved access to interpreters for clients when accessing services||Amount spent annually on interpreters engaged by department and government funded non-government organisations||$0|
|Number of interpreters engaged annually by the department and government funded non-government organisations||0|
|Improved communication and engagement with culturally and linguistically diverse (CALD) communities and/or organisations||Number of key information publications translated into languages other than English, annually||0|
|Number of languages in which publications are available||1 (English)|
|Number of information sessions or workshops held for people from culturally and linguistically diverse backgrounds||0|
|Number of culturally and linguistically diverse groups, peak bodies and other stakeholders consulted or engaged annually on the development or implementation of department projects, services, policies and programs||0|
|Improved recruitment and retention strategies for staff from CALD backgrounds||Number and percentage of staff indicating they are from a non-English speaking background||N = 129
Due to machinery-of-government changes it is not possible to provide a percentage
|Number of complaints about racial discrimination within the department||0|