MINISTRY OF THE PREMIER & CABINET ANNUAL REPORT 2000/2001file/premcab2001.pdf · 2019. 12. 6. ·...

MINISTRY OF THE PREMIER & CABINET

ANNUAL REPORT 2000/2001

TABLE OF CONTENTS Letter of Transmittal …………………………………………………………………1

Overview…………………………………………………………………………...…2

Year In Review………………………………………………………………………4

Senior Officers……………………………………………………………………….6

Organisational Structure……………………………………………………………8

Statement Of Compliance…………………………………………………… ……9

Compliance Reporting Requirements……………………………………………11

Output 1……………………………………………………………………………..13

Output 2……………………………………………………………………………..19

Output 3……………………………………………………………………………..27

Output 4…………………………………………………………………………..…39

Output 5……………………………………………………………………………..46

Output 6……………………………………………………………………………..48

Affiliated Bodies…………………………………………………………………….51

Corporate And Other Services…………………………………………………...54

Performance Indicators……………………………………………………………61

Financial Statements………………………………………………………………73

Appendices……………………………………………………………..…………104

Ministry of the Premier and Cabinet - Annual Report 2000/2001 - 1 -

Hon Dr G I Gallop BEc MA MPhil DPhil MLA PREMIER In accordance with section 62 of the Financial Administration and Audit Act 1985, I hereby submit for your information and presentation to Parliament, the Annual Report for the Ministry of the Premier and Cabinet, for the year ended 30 June 2001. The Report has been prepared in accordance with the provisions of the Financial Administration and Audit Act 1985.

M C Wauchope DIRECTOR GENERAL 30 August 2001


OVERVIEW RESPONSIBLE MINISTER The Ministry reports to the Hon Dr G I Gallop BEc MA MPhil DPhil, MLA, in his capacity as Premier, Minister for Public Sector Management, Federal Affairs, Citizenship and Multicultural Interests. CHIEF EXECUTIVE OFFICER The Chief Executive Officer of the Ministry is Mr Malcolm Wauchope. Mr Wauchope is also the Accountable Officer for the Ministry, as prescribed in section 52 of the Financial Administration and Audit Act 1985. ORGANISATIONAL PURPOSE The primary focus of the Ministry is to ensure the Premier’s requirements and those of Cabinet are met. The Output Structure to support the achievement of this mission comprises the following: Support for the Premier as Head of Government (Output 1) The Ministry provides administrative support and advice responsive to the Premier’s requirements as Head of Government. This Output also includes the promotion of Western Australia’s interests overseas, communicating Government policies and activities, and the coordination of special initiatives such as the Graffiti Program. Management of Matters of State (Output 2) The Ministry provides a range of services on behalf of the Premier including support for the functions of Executive Government; administration of entitlements for Members of Parliament; and support for Ministerial Offices and the Leader of the Opposition. This output also includes the corporate services function provided to the Office of the Public Sector Standards Commissioner, Treasury, Anti-Corruption Commission, Governor’s Establishment, Parliamentary Commissioner for Administrative Investigations, Government Projects Office and Western Australian Drug Abuse Strategy Office. Support for the Premier as Minister for Public Sector Management (Output 3) The Ministry provides advice, assistance and support to the Minister for Public Sector Management and the public sector on a range of public sector management matters, including: • The functions under the Public Sector Management Act, including as the

employer of Chief Executive Officers and manager of the Senior Executive Service;

• Quality human resource management and change, including redeployment and recruitment programs; and


• Whole of Government reporting on public sector workforce demographics, trends and management issues.

Management of Policy (Output 4) The Ministry provides advice and co-ordination for the Premier and Cabinet on key policy matters to ensure an effective government-wide perspective in the following areas: • Policy co-ordination and review; • Federal and constitutional affairs; • Native title and strategic issues; and • Public sector review. Parliamentary, Statutory and Legislative Publishing Services (Output 5) Through the State Law Publisher, the Ministry provides a secure, confidential and time critical publishing service to meet the needs of Parliament and Government. Constitutional Centre (Output 6) The Government is committed to helping educate the community on constitutional matters through the provision of exhibitions and programs at the Constitutional Centre.


THE YEAR IN REVIEW The Ministry of the Premier and Cabinet ensures that the needs of the Premier and those of Cabinet are met. It also assumes responsibility for the implementation of the various functions delivered on behalf of the Premier and Cabinet. The past twelve months have been extremely busy for the Ministry as a result of the State general election and I would like to take this opportunity to express my appreciation of the enormous effort made by Ministry staff to ensure that the business of government has proceeded smoothly. From the caretaker period before the election to the transition to the new Labor Government and the resulting changes, the Ministry of the Premier and Cabinet has played a central role in responding and coordinating the public sector response. An unprecedented number of new Members of Parliament were elected at this election. Ministry staff were subsequently responsible for assisting Ministers who were vacating their offices, and in establishing Members of Parliament in their new electorate offices. One of the first actions of the new Government was to establish the Machinery of Government taskforce. Its purpose was to review the structure of the public sector and recommend a package of reform proposals. This was to be accomplished within a very demanding timeframe of three months. The Ministry provided the Taskforce with both executive and administrative support, enabling it to complete its deliberations by mid June. The Government was then able to commence the implementation of major structural changes to the public sector effective from 1 July 2001. Machinery of Government reform will continue through the next year, with the Ministry undertaking a major advisory and coordinating role. The Ministry also played a key role in the investiture of the new Governor General, Lieutenant General John Sanderson AC, by arranging the program of events associated with his swearing in ceremony. Every year, the Premier’s Awards recognise and reward the achievement of excellence in management in public sector agencies. They are coordinated by the Ministry, but judged by a panel of experts from the community, academia and the private sector. This year, the Ministry, in conjunction with the Department of Commerce and Trade, won the overall 2000 Premier’s Award for Excellence for Western Australia; the Land of Plenty, a promotion at Selfridges in London of Western Australian food and wine. The year 2001 has been declared the International Year of Volunteers. As part of its commitment to supporting volunteering and volunteers, the Ministry of the Premier and Cabinet has taken a lead role in coordinating the State Government’s response to this initiative. The Ministry has also supported a range of in-house programs and projects to recognise, encourage and celebrate the Year.


Funding has been provided for a number of projects that will continue beyond the Year. These include the development of a policy to encourage volunteering within the Ministry; a publication in the ‘Intersector’ which highlighted the partnership between twenty four public sector agencies and their volunteers; the development of a volunteer garden in King’s Park and support for the statewide ‘Streets Alive’ program to encourage informal volunteering. This year has seen the departure of various members of staff through lifestyle choices, retirement or advancement. Their contributions are valued and they will all be missed. I would like to make particular mention of Mr Hugh Samson, whose career in the public service spanned more than forty two years; over twenty five of them with the Ministry of Premier and Cabinet. The commitment and dedication he showed in the many diverse and challenging roles he filled was outstanding. Finally, I would like to take this opportunity to express my appreciation for the professional and dedicated service provided by all Ministry staff during the year.

M C WAUCHOPE DIRECTOR GENERAL


SENIOR OFFICERS AS AT 30 JUNE 2001

DIRECTOR GENERAL MR MALCOLM WAUCHOPE B Com (Hons), M Com Mr Wauchope was appointed to the position of Director General in October 1997 having previously held the positions of Chief Executive, Office of State Administration and Chief Executive, Department of the Premier. Mr Wauchope has 28 years public sector experience and held senior positions in the Treasury Department prior to joining the Ministry of the Premier and Cabinet. In addition to holding the position of Director General, Mr Wauchope is the State representative on the Council for the Order of Australia. ACTING EXECUTIVE DIRECTOR, POLICY DR ROSS FIELD BSc (Hons), PhD Dr Field was appointed to the position of Acting Executive Director, Policy on 6 March 2001 having previously held the position of Chief of Staff, Office of the Deputy Premier for a period of 4 years. Dr Field has been a member of the Western Australian Public Service since 1973 and he has held senior executive positions in the Department of Environmental Protection, Ministry of the Premier and Cabinet, Ministry of Economic Development, Department of State Development and Department of Commerce and Trade. Dr Field was an inaugural member of the Western Australian Planning Commission. CHIEF OF STAFF, OFFICE OF THE PREMIER MR SEAN WALSH For the four years prior to taking up his current position, Mr Walsh was Chief of Staff to Dr Gallop while he was the Leader of the Opposition. This followed a period as a consultant in the private sector and nine years as a Principal Private Secretary and adviser with the previous Labor government. ASSISTANT DIRECTOR GENERAL, PUBLIC SECTOR MANAGEMENT MS FIONA ROCHE BA (Hons) Ms Roche was appointed to the position of Assistant Director General, Public Sector Management in September 1998, having previously occupied the position of Director, Human Resource Policy and Performance within the Ministry of the Premier and Cabinet. Ms Roche has over eleven years public sector experience and has previously held positions in the Office of the Commissioner of Workplace Agreements, the Rottnest Island Authority and the Public Service Commission. Ms Roche resigned as of 29 June 2001 and Mr Geoff Hay will replace her as Assistant Director General, Public Sector Management.


ACTING ASSISTANT DIRECTOR GENERAL, STATE ADMINISTRATION MR GEOFF HAY B Com (Hons) Mr Hay has acted in the position of Assistant Director General, State Administration since 9 October 2000, having previously acted in the position of Assistant Director General, Public Sector Management. Prior to that Mr Hay held the position of Assistant Under Treasurer at the Treasury Department. Mr Hay has over 20 years of experience in the public sector and in addition to the Treasury Department, he has been employed by the Department of Corrective Services and the Fremantle Port Authority. ACTING ASSISTANT DIRECTOR GENERAL, CORPORATE AND BUSINESS SERVICES MS JENNY SALES BSc, Grad Dip Bus Ms Sales has acted in the position of Assistant Director General, Corporate and Business Services since August 2000, and previously occupied the position of Manager Strategic Employment within the Ministry of the Premier and Cabinet. Ms Sales has over 17 years experience in the public sector and has held positions in the Department of Land Administration, Department of Commerce and Trade and Department of Productivity and Labour Relations. MANAGER, STATE LAW PUBLISHER AND GOVERNMENT PRINTER MR JOHN STRIJK Mr Strijk was appointed to the position of Manager, State Law Publisher and Government Printer in June 1996 having previously acted in the position of Director State Print. Mr Strijk has over 30 years public sector experience and occupied various positions in the Department of State Services, State Print.


ORGANISATIONAL STRUCTURE

PREMIER

ASSISTANT DIRECTOR GENERAL CORPORATE AND BUSINESS SERVICES

MS JENNY SALES

ASSISTANT DIRECTOR GENERAL PUBLIC SECTOR MANAGEMENT

MS FIONA ROCHE

ASSISTANT DIRECTOR GENERAL STATE ADMINISTRATION

MR GEOFF HAY

CABINET

ASSISTANT DIRECTOR GENERAL NATIVE TITLE AND STRATEGIC ISSUES

MS VERA NOVAK

ASSISTANT DIRECTOR GENERAL FEDERAL AND CONSTITUTIONAL AFFAIRS

MS PETRICE JUDGE

ASSISTANT DIRECTOR GENERAL PUBLIC SECTOR REVIEW

MR JOHN AQUINO

EXECUTIVE DIRECTOR POLICY

DR ROSS FIELD

CHIEF OF STAFF OFFICE OF THE PREMIER

MR SEAN WALSH

ASSISTANT DIRECTOR GENERAL POLICY COORDINATION AND REVIEW

VACANT

MANAGER STATE LAW PUBLISHER AND

GOVERNMENT PRINTER MR JOHN STRIJK

DIRECTOR GENERAL MR MALCOLM WAUCHOPE

PARLIAMENTARY SECRETARY TO THE

CABINET MR MARK MCGOWAN


STATEMENT OF COMPLIANCE WITH RELEVANT WRITTEN LAW

The Ministry was established under the Public Sector Management Act 1994. Statutes committed to the administration of the Premier, Minister for Public Sector Management, Federal Affairs, Citizenship and Multicultural Interests as at 30 June 2001 were:

Agent General Act Alteration of Statutory Designations Act Anti-Corruption Commission Act Anzac Day Act Armorial Bearings Protection Act Constitution Act Constitution Acts Amendment Act Daylight Saving Act Discharged Servicemen's Badges Act Election of Senators Act Equal Opportunity Act (Part IX) Governor's Establishment Act Indian Ocean Territories (Administration of Laws) Act Members of Parliament (Financial Interests) Act Mutual Recognition (Western Australia) Act Native Title (State Provisions) Act Parliamentary and Electorate Staff (Employment) Act Parliamentary Commissioner Act Parliamentary Privileges Act Public Sector Management Act Returned Servicemen's Badges Act Royal Commission (Custody of Records) Act Royal Commission Into Commercial Activities of Government Act Royal Commissions Act Salaries and Allowances Act Titles (Validation) and Native Title (Effect of Past Acts) Act Unauthorised Documents Act LEGISLATION IMPACTING ON THE MINISTRY'S ACTIVITIES Disability Services Act Equal Opportunity Act Financial Administration and Audit Act Freedom of Information Act Government Employees' Superannuation Act Industrial Relations Act Library Board of Western Australia Act Minimum Conditions of Employment Act Occupational Safety and Health Act


Public and Bank Holidays Act Public Sector Management Act State Supply Commission Act Workers' Compensation and Rehabilitation Act Workplace Agreements Act


COMPLIANCE REPORTING REQUIREMENTS

In the administration of the Ministry of the Premier and Cabinet, the Ministry has complied with public sector standards in human resource management, the Code of Ethics and our Code of Conduct. Procedures have been put in place to ensure such compliance and appropriate internal checks have been conducted to satisfy me that the statement made above is correct. The applications made for a breach of standards review and the corresponding outcomes for the reporting period are: § Number Lodged 2 § Breaches found Nil § Multiple breaches N/A § Applications under review Nil § Material breaches Nil § Relief provided for breach N/A The Office of the Public Sector Standards Commissioner undertook a compliance audit during the year. The following excerpt from the audit report provides an indication of the findings:

Because of the nature of the work of the Ministry and responsibilities associated with the employment of staff in Ministerial Offices, non-compliance risk is inherently high. …. The Ministry’s compliance strategy is effective. Inherently high non-compliance risk is well managed. Existing checks and controls are sufficient to provide a reasonable assurance of compliance with the Standards and ethical codes.

The report did not contain any recommendations for improving compliance. DISCIPLINARY INVESTIGATIONS The Ministry undertook four investigations of alleged breaches of discipline during the financial year. Two investigations have been completed. Where employees were found to have committed a breach of discipline, appropriate action was taken against these employees. DISABILITY SERVICES ACT 1993 The prime focus of the Ministry’s operations is to ensure the Premier’s requirements and those of Cabinet are met and therefore the Ministry provides very limited services directly to people with disabilities, their families and carers. However, the


Ministry is committed to ensuring services and facilities are fully accessible to people with disabilities where applicable. The Ministry has addressed each of the five Disability Services Plan Outcomes as follows: • Outcome 1: Existing services are adapted to ensure they meet the needs of

people with disabilities. No action required.

• Outcome 2: Access to buildings and facilities is improved. Improvements have been made to the Constitutional Centre in terms of both physical access for people with disabilities visiting the Centre and access to information through the Internet web-site.

• Outcome 3: Information about services is provided in formats which meet the communication requirements of people with disabilities. No action required.

• Outcome 4: Advice and services are delivered by staff who are aware of and understand the needs of people with disabilities. No action required.

• Outcome 5: Opportunities are provided for people with disabilities to participate in public consultations, grievance mechanisms and decision making processes. No action required.

The Ministry’s Disability Services Plan, prepared in accordance with section 29 of the Disability Services Act 1993 was revised in June 2001. ELECTORATE ACT 1907 Appendix 2 details the information required to be presented by the Ministry to comply with Section 175ZE of the Electoral Act.

M C Wauchope DIRECTOR GENERAL


OUTPUT ONE SUPPORT FOR THE PREMIER AS HEAD OF GOVERNMENT

The Ministry provides administrative support and advice responsive to the Premier’s requirements as Head of Government. This Output also includes the promotion of Western Australia’s interests overseas, communicating Government policies and activities and the coordination of special initiatives such as the Capital City Development and the Graffiti Program. Table of Output Measures 2000/2001

Estimated 2000/2001

Actual Reason for Significant Variance

Quantity Overseas agency support 4 4 Media and communication clients serviced 16 16 Offices supported 1 1 Graffiti removals initiated by Task Force 18,467 18,467

Quality

Premier’s Office satisfaction with quality of support provided

4.0 4.0

Client satisfaction with quality of media and communication services

3.5 3.5

Timeliness

Premier's Office satisfaction with timeliness of support provided

3.0 3.0

Client satisfaction with timeliness of media and communication services

3.4 3.4

Cost Average cost per overseas agency supported $932,007 $1,013,540 Unfavourable

exchange rates have caused increase in cost per overseas agency

Average Media and Communication cost per client $202,547 $209,350 Average cost per office supported $3,355,858 $3,403,360 Average cost per graffiti removal $42 $43

PREMIER’S OFFICE On 30 June 2001 the Premier’s office had 19 employees to provide secretarial, administrative media and policy support direct to the Premier, under the guidance of the Chief of Staff. Staff in the Premier’s Office provide communication and contact points for matters directly involving the Premier. They may also attend meetings on matters concerning the Premier and follow up actions on behalf of the Premier. The Ministry’s overseas offices, in Japan, London and Korea, are the direct responsibility of the Premier. The Premier’s Office maintains contact and communicates with these overseas offices on the Premier’s behalf.


EUROPEAN OFFICE The Ministry’s European Office monitors business developments and activities that are likely to have an impact on Western Australia's interest in and ability to do business with Europe. It is actively engaged in promoting investment in Western Australia, particularly in the area of value-enhancing, secondary processing of the State's natural resource assets. Major Achievements Resources Sector The European Office participated in one of Europe's primary oil and gas exhibitions, Offshore Northern Seas 2000, Stavanger, Norway. The Office supported a business mission from Western Australia as well as hosting a business briefing for about 100 executives attending the show to promote investment in the oil and gas manufacturing and service support sector. The Office addressed the 'Gas Commercialisation' conference, London, in June 2001 to promote investment opportunities in the downstream processing sector in Western Australia, emphasising the contribution the abundance of gas will make to the process. Opportunities that have been identified by the Office to promote investment opportunities in other resource sector areas in Western Australia have included: • Gas-to-Liquids Conference, London, UK • World Methanol Conference, Copenhagen, Denmark • Nickel & Stainless Steel Conference, Helsinki, Finland • LNG 2001 Conference, London, UK • Hanover Industry Fair 2001, fuel cell technologies sector Agricultural Sector The European Office was instrumental in organising a major olive oil industry mission to Europe in November 2000 that included producers, processors and industry experts from Western Australia. The mission, which promoted investment in the State's olive growing and olive processing sector, was led by the Agent General. In addition to attending the International Olive Oil Council meeting in Madrid, meetings were held with growers and producers in various olive growing regions of Italy. A series of visits and meetings was undertaken with British Government agencies, United Kingdom meat importers, distributors and retailers in the aftermath of the foot and mouth disease outbreak to determine the potential for Western Australian meat sales in the United Kingdom. Contact with British Government agencies and industry groups is ongoing. The European Office initiated a major wine-tasting promotion in Amsterdam, introducing 20 Western Australian wineries to the Dutch and Belgian wine industry and media.


It also arranged for various Western Australian wineries and their European representatives to participate in the London International Wine and Spirit Fair and visited the major Scandinavian wine trade fair 'Vinordic', to assess its potential as a promotional vehicle for Western Australian wines generally. The Office is actively pursuing investment interest in pistachio nut-growing in Western Australia. Information and Communications Technology Sector The European Office has continued to promote Western Australia as an ideal location for European Information and Communications Technology (ICT) based companies seeking to establish a presence in the Australian and South East Asian markets. A substantial identification and marketing exercise was undertaken to contact major ICT companies and promote the investment profile of Western Australia through the combined presence of the European Office and the Department of Commerce and Trade at CeBIT 2001, the world's largest ICT exhibition, in Hanover, Germany. This was followed by a series of appointments made during CeBIT 2001, with a number of prospective investment opportunities being pursued. A series of briefings and meetings was undertaken by the European Office, promoting Western Australia to a number of European groups keen to develop the concept of 'telehotels' - data communications storage and processing centres - in the Australian and South East Asian regions. The Office arranged for staff of the Department of Contract and Management Services to meet with British Government departments and industry representatives to discuss progress with the British Government's Online Procurement Policy. Other industry sectors The Office continued to promote business migration to Western Australia, particularly through 'Emigrate 2001', a three day event held in March 2001. In addition, three business migration seminars for prospective migration applicants were held during the year, two in London and one in The Netherlands. The European Office exhibited at 'Cruise & Ferry 2001' in London to promote investment opportunities in the marine industry to a wide European marine engineering and shipbuilding, ship repair and maintenance sector. The Office contributed to Australia's display at the World Expo 2000, in Hanover, particularly promoting Australia's role in educational services and the resources and agricultural sectors. The European Union was lobbied to reduce tariffs on Australian prawn imports, and agreed to a temporary five month tariff reduction from 12% to 3.6%.


Meetings have been held with British and European defence companies to promote the State's Collins submarine refit and refurbishment program. The quarterly publications produced by the European Office have increased circulation. The 'WA Review' circulation now stands at 3000 whilst the 'European Review' has increased to 1000 issues per quarter. A European Office web site, www.wago.co.uk has been developed and contains details of specific trade and investment opportunities in the State, in addition to more general information on the range of services and support the Office can provide to both European and Western Australian companies. The Ministry’s European Office, in conjunction with the Department of Commerce and Trade, was nominated for the 2000 Premier's Awards for Excellence in Public Sector Management. The nomination won both the 'Innovation' and 'Overall Winner' categories for the ‘Western Australia; The Land of Plenty' food and wine promotion at Selfridges, the prestigious London department store. Major Initiatives Proposed A major promotion of Western Australia as an investment location for oil and gas manufacturing and support will be mounted at 'Offshore Europe 2001' in Aberdeen, Scotland. The European Office will be supporting a business mission from the State as well as staging a major briefing for the international oil and gas business community. The European Office will exhibit at the 'Speciality & Fine Foods' exhibition in London in September and has promoted the exhibition to Western Australian companies as a means of increasing the State's profile in this specialist area. The Office will also exhibit at 'Call Centre Expo' in Birmingham, in mid October, to promote Perth as a base for European groups seeking to establish a presence in Australasia. The Office has accepted an invitation to address the Metal Bulletin 'Nickel and Stainless Steel' Conference in Manchester during October 2001. A paper outlining the technologies currently employed in the nickel laterite projects will be presented together with an indication of future investment opportunities in Western Australia. Participation at the 'London International Wine and Spirit Fair 2002' is expected to be significantly larger than the 2001 event. The European Office will be securing more space at the new venue so that Western Australian wines can be more comprehensively displayed in the one location. A marketing exercise is being developed to raise awareness in the Western Australian wine industry of the available opportunities. NORTH ASIA AGENCY The North Asia Agency consists of small offices in Tokyo and Kobe in Japan and Seoul in Korea. Throughout the year, the office worked to assist Australian firms seeking to develop business opportunities in north Asia.


Korea and Japan are two of Western Australia’s largest export markets and important sources of direct investment. While both economies have experienced problems in recent years, their commercial relations with WA have continued to grow significantly because of a natural complementarity in the resources and foodstuffs areas and the supportive stances of the State and Federal governments. Major Achievements The Offices: • Coordinated government support for a feasibility study by a Japanese consortium

into a large-scale methanol/DME project at Dampier. • Continued management of the popular WA garden and tourism promotion at the

Flora 2000 expo in Hyogo Prefecture, Japan. • Encouraged Japanese and Korean steel mills to invest in and support planned

new iron-ore mines in the Pilbara. • Managed a WA food and wine promotion in Tokyo (March 2001), based on an

industry mission. • Arranged meetings with Japanese and Korean commodity buyers and investors

for the Minister for State Development (May 2001). • Supported agreements between the North West Shelf project and several

Japanese power and gas utilities on expanded LNG sales, leading to the April 2001 decision to proceed with a large project expansion.

Initiatives Proposed for 2001/2002 The Agency will coordinate Western Australia’s participation in an industry fair and regional summit to be held in Hyogo in September 2001. CAPITAL CITY DEVELOPMENTS Completion of the majority of Stage 1 of the redevelopment of Barrack Square was achieved in December 2000. This included the construction of Western Australia’s millennium project, the ‘Swan Bells’ bell tower, which was officially opened on 10 December 2000. Associated landscaping, extensions to the jetty infrastructure and the construction of two new double story jetty pavilions are nearing completion. GOVERNMENT MEDIA The Ministry coordinated and distributed information to the media, facilitated liaison between all Ministers and media outlets and provided administrative support for Ministerial media secretaries. The Ministry ensured that country, rural and suburban media received Government information services of a quality equal to that provided to major metropolitan outlets. In total 2,540 media statements were issued during 2000/2001.


GRAFFITI PROGRAM The Ministry’s Graffiti Program has expanded its core business beyond coordination of the reduction of graffiti throughout Western Australia. New initiatives that have been identified and implemented over the past twelve months include an improved relationship between Government and the private sector in response to graffiti. In addition, a set of nationally accredited standards has been approved for processes associated with the removal of graffiti. The graffiti removal course is now available to both public and private sector organisations and over twenty operators have been accredited. The Ministry’s Graffiti Program has in excess of 1500 volunteers. To acknowledge the significance of the 2001 International Year of Volunteers, a grant was secured to improve the coordination of volunteer services. This grant will finance training in graffiti removal techniques as well as a presentation skills course. Volunteers will have the opportunity to expand their skills and add value to the services they provide to the Program. The Graffiti Program continues to work closely with the WA Police Service, not only in the reduction of graffiti but also to identify intervention and prevention strategies to assist in a broader spectrum of crime prevention. In order to gain community support, the Graffiti Program has introduced an electronically linked Graffitishare network, which allows for the dissemination of information by a diverse group of people with a common interest in graffiti deterrence. The Ministry’s Graffiti Program continues to be at the forefront of graffiti management in Australia, as shown by visits this year from interstate agencies.


OUTPUT TWO MANAGEMENT OF MATTERS OF STATE

The Ministry provides a range of services on behalf of the Premier including support for the functions of Executive Government, administration of entitlements for Members of Parliament, and support for Ministerial Offices and the Leaders of the Opposition. This output also includes the corporate services function provided to the Office of the Public Sector Standards Commissioner, Treasury, Anti-Corruption Commission, Governor’s Establishment, Parliamentary Commissioner for Administrative Investigations, Government Projects Office and the Western Australian Drug Abuse Strategy Office. Table of Output Measures 2000/2001

Estimated 2000/2001


Quantity Ministerial Offices supported (including the Leader of the Opposition)

16 16

Members of Parliament provided with entitlements 91 91 Executive Government Services 245 245 Responses provided to the public on behalf of the Premier 17,818 17,818

Quality

Ministerial Office satisfaction with quality of service provided

3.2 3.2

Members of Parliament satisfaction with quality of service provided

2.9 2.9

Client satisfaction with quality of Executive Government and correspondence services provided (Minister/Premier/Executive Council Survey)

3.3 3.3

Timeliness

Ministerial Office satisfaction with timeliness of services provided

3.1 3.1

Members of Parliament satisfaction with timeliness of services provided

2.9 2.9

Client satisfaction with timeliness of Executive Government and correspondence services provided

3.3 3.3

Cost Average cost of administration per Ministerial Office (including Leaders of the Opposition)

$273,849 $290,983

Average operating cost per Ministerial Office (including Leaders of the Opposition)

$1,397,667 $1,412,918

Average cost of administration per Member of Parliament $170,532 $171,869

Average entitlement cost per Member of Parliament $8,013 $9,053

Average cost per Executive Government Service $15,789 $15,772

Average cost per response provided to the public on behalf of the Premier

$37 $37

Corporate Services provided to external agencies (000s) $1,008,312 $928,670

SUPPORT TO MINISTERS AND LEADERS OF THE OPPOSITION The Ministry continued to provide corporate and other services to Ministerial Offices and the Leaders of the Opposition parties.


The Ministry convenes a Merit Panel, which is a forum that assesses the merits of any intended secondments and appointments to Ministerial Offices, together with an assessment of the designation and salary to be offered. This results in a consistent approach to the appointment of staff across all Ministerial Offices. The Merit Panel met on a total of 26 occasions and considered 245 submissions during the year, including 8 meetings and 17 submissions prior to the 2001 State general election, and 18 meetings and 228 submissions after the change of government. CABINET SERVICES The Ministry provides procedural, operational and other services to Cabinet, including: • The programming of Cabinet business and setting of agendas. • The monitoring of submissions presented to Cabinet to ensure they conform with

the guidelines set down in the Cabinet Handbook. • Ensuring that through the Cabinet referral process members of Cabinet have all

information relating to issues that may impinge on one or more of their agencies. • Providing advice to Ministers, departments and agencies on Cabinet operations

and requirements. • The recording and distribution of Cabinet submissions and decisions in a secure

manner. • The monitoring and recording of appointments to Government boards and

committees. • Maintaining a register of people who have expressed an interest in being

appointed to Government boards and committees. There were 27 Cabinet meetings held by the Coalition Government between 1 July 2000 and 8 January 2001, including one Special Meeting on 15 November 2000 and three Regional Meetings, held in Kalgoorlie on 17 July 2000, in the Murchison/Gascoyne on 21 August 2000 and in the City of Stirling on 9 October 2000. A total of 539 submissions were considered. There were 23 Cabinet meetings held by the Labor Government between 19 February 2001 and 30 June 2001 including three Special Meetings on 28 February 2001, 2 May 2001 and 11 May 2001. Regional meetings were held in Albany on 24 April 2001 and Kalgoorlie on 6 June 2001. A total of 279 submissions were considered. In line with the Government’s election commitment and to improve accountability a Ministerial Code of Conduct was implemented immediately following the election of the government. The Code provides a framework for the disclosure of information about Ministerial interests in matters that may be considered by Cabinet and requires Ministers to divest themselves of shareholdings and other interests that may create a conflict of interest. In addition, Ministers are to resign from all directorships in public and private companies and from other positions that may present real or perceived conflicts of


interest. The Code also summarises responsibilities for use of assets, expenditure and relations with the public sector. Responsibility for record keeping and administration of the Code was assigned to the new senior public service position of Cabinet Secretary.

PARLIAMENTARY SERVICES The Fourth Session of the Thirty-fifth Parliament was formally opened on 8 August 2000 and concluded on 23 November 2000. The First Session of the Thirty-Sixth Parliament was formally opened on 1 May 2001, with the autumn sittings concluding on 28 June 2001. The Ministry assisted the Government with its legislative program, including administrative support for the Legislation Standing Committee of Cabinet on the drafting and printing of Bills, overseeing their introduction to Parliament and monitoring their progress through both Houses. In particular, assistance was provided with legislation for which the Premier was responsible. The Governors’ Messages for legislation to appropriate revenue were also coordinated. Support and advice were also given to the Leader of the House in the Legislative Assembly and the Leader of the Government in the Legislative Council, while Parliament was sitting. Responses were given to parliamentary questions asked of the Premier and Ministers where a response involved more than one portfolio. There were 1,783 Questions on Notice and 1,442 Questions Without Notice. The Ministry advised the Government generally on parliamentary procedures and arranged the tabling of annual reports of departments and agencies in accordance with the requirements of the Financial Administration and Audit Act 1985. 56 Government Bills were passed during the year. VISITS, HOSPITALITY, CEREMONIAL AND SPECIAL GOVERNMENT EVENTS The Ministry continued its role of planning and coordinating official visits to the State, directing and arranging State hospitality functions and major Government ceremonial and special events, providing protocol advice to the Government and the public and being a focal point for liaison with the Consular Corps. Management of State Visits The Ministry was responsible for the coordination of 19 visit programs during 2000/2001.


The State general election in February 2001 resulted in the deferral of a number of visits and as a consequence the number of programs coordinated was less than in previous years. Furthermore, the anticipated increase in the number of high level visits in September 2000 associated with the Sydney 2000 Olympic Games did not eventuate. The categories of visits coordinated by the Ministry were as follows: 1 Royal 1 Minister of foreign government 12 Ambassadors and High Commissioners 3 Consuls and Consuls-General 2 Sister State visits Significant visits arranged included: • The visit by Her Royal Highness The Princess Royal, from 6 to 7 July 2000.

While the visit was sponsored by the Australian and British Olympic Councils, the Perth program was coordinated by the Ministry.

• Sister State visits by the Governor of Hyogo Prefecture, Japan, in October 2000 and the Vice Governor of Zhejiang Province, People’s Republic of China, in March 2001.

• First Official Visits by the Ambassadors of the United States of America, the Republic of Singapore, France, Thailand, Israel and High Commissioners for India, Pakistan, Nigeria and Tanzania.

The scope and quality of visitor programs was reviewed and procedures established to ensure that maximum benefit was derived, particularly in terms of targeting trade and investment opportunities. Dignitary Protection and Media Accreditation As part of its role in managing visits, the Ministry maintained close liaison with protective security agencies especially in relation to dignitary protection and media accreditation. The Ministry was represented at the annual meeting of the Standing Advisory Committee on Commonwealth/State Co-operation for Protection Against Violence (SAC-PAV) Dignitary Protection Forum which was held in Canberra in May 2001. Calls on the Premier In addition to arranging official visits, the Ministry provided advice and assistance to the Premier’s Office for calls on the Premier by overseas visitors. These included representatives of foreign governments on private visits or whose programs were arranged by the Departments of Defence, Foreign Affairs and Trade or Commerce and Trade, other trade and business missions, as well as visiting Australian diplomats. Hospitality, Ceremonial and Special Event Management A total of 44 hospitality, ceremonial and special events were arranged by the Ministry in 2000/2001. These included receptions, dinners and luncheons for distinguished


visitors hosted by the Premier or Ministers on his behalf. The Ministry also provided advice to the Premier and Ministers on the guidelines for the provision of official hospitality. Significant hospitality functions, ceremonial and special events arranged during the year included: • The program of events associated with the swearing-in of Lieutenant General

John Sanderson AC to the Office of Governor of Western Australia on 18 August 2000.

• State and Civic receptions, presentations and parades for Western Australian participants in the Sydney 2000 Olympics and Paralympics on 6 October and 3 November 2000 respectively.

• Premier’s Garden Party for volunteers on United Nations International Volunteer Day on 5 December 2000. This function was attended by 750 guests and coincided with the launch in Western Australia by His Excellency the Governor of the International Year of Volunteers 2001.

• Hospitality functions associated with Regional Cabinet Meetings held in Kalgoorlie (July 2000), Meekatharra and Carnarvon (August 2000), Stirling (October 2000), Albany (April 2001) and Kalgoorlie (June 2001).

• The opening of the first session of the Thirty Sixth Parliament on 1 May 2001. In line with the new Government’s commitment to reconciliation, the format of the event was varied to include an indigenous dance performance and a traditional indigenous welcome to the Governor on arrival at Parliament House.

• Assistance to the Commonwealth Government with the arrangements for the State Funeral of Mrs Vivian Statham (nee Bullwinkel) AO MBE ED held on 10 July 2000.

A review of catering services was undertaken and a register developed of appropriate providers and venues. The Hospitality Database, developed in 1995/96, was reviewed, refined and expanded to include other protocol functions, including integrated table seating plans. Travel Services The Ministry continued to provide advice to the Premier and Ministers on the issue of diplomatic passports and visas for overseas travel, and to government officers regarding the issue of official passports. Following the change of Government in February 2001, the Ministry coordinated the recall and cancellation of passports issued to former Ministers and arranged their issue to Ministers in the new Government. The Ministry provided specific assistance with the planning and coordination of the Premier’s first official overseas visit to Singapore and the People’s Republic of China from 28 June to 8 July 2001. In conjunction with the Department of Foreign Affairs and Trade and the Department of Commerce and Trade, the Ministry undertook a review of the procedures for coordination of the overseas Ministerial travel program.


Official Gifts The Ministry is responsible for administering the Government’s guidelines relating to the acceptance and giving of gifts by Ministers and in line with these guidelines maintains a register of gifts given and received by the Premier and Ministers. The Ministry is responsible for the selection, purchase and allocation of appropriate official gifts for presentation by the Premier to dignitaries visiting Western Australia and during overseas visits. The Ministry also provides advice to Ministers on appropriate official gifts for presentation. A database of recommended gift suppliers and craftspeople has been developed, in consultation with the Ministry for Culture and the Arts, leading galleries and craft associations. Bravery The Ministry continued to provide administrative support to the Western Australian representative on the Australian Bravery Decorations Committee (ABDC). During the year a total of 32 Western Australians were considered, with 22 awards conferred; one Star of Courage, 10 Bravery Medals and 11 Commendations for Brave Conduct. The ABDC met in Canberra in November 2000 and April 2001 and considered a total of 211 nominations from all States and Territories. Congratulatory messages The Ministry arranges the issue by the Premier of congratulatory messages on occasions such as Golden and Diamond Wedding Anniversaries and 100th Birthdays. In 2000/2001 281 messages were arranged. Flag Loans, Flag Allocation Scheme and Student Presentation Packs The Ministry continued to administer the flag allocation scheme, introduced in 1997, whereby all Western Australian Members of Parliament receive an annual allocation of ten State Flags for presentation to community organisations. In 2000/2001 allocations were made to 33 Members on request. In addition, the Ministry continued to operate a flag loan service within the State, whereby the National, State and Aboriginal flags are made available for short-term loan. During the year requests were received for the loan of 108 flags. The Ministry also arranges the supply of insignia presentation packs for exchange students travelling overseas. In 2000/2001 67 presentation packs were provided. Projected Activities It is anticipated that there may be an increase in the number of high level visits in October 2001, associated with the Commonwealth Heads of Government Meeting to be held in Brisbane. At 30 June 2001 preliminary planning had begun for the following visits:


• Possible visit by the Governor General of Australia (September 2001) to coincide with the Centenary of Federation Youth Festival.

• Visit by the Governor of Hyogo Prefecture, Japan to commemorate the 20th anniversary of the sister state relationship (October 2001).

• 7 Ambassadorial visits. Preliminary planning had also commenced for 10 hospitality functions, ceremonial and special events including: • Possible Ceremonial Arrival and State Reception for the Governor General of

Australia. • Joint reception hosted by the Governor of Hyogo Prefecture and the Premier of

Western Australia (October 2001). • Functions associated with planned Regional Cabinet Meetings in Geraldton

(August 2001) and Bunbury/Collie (October 2001). • Function to mark United Nations International Volunteer Day and the conclusion

of the International Year of Volunteers 2001 (December 2001). • 5 functions for visiting Ambassadors and High Commissioners. CONSTITUTIONAL AND VICE-REGAL The Ministry arranged the formalities associated with the appointment and swearing-in of the Governor of Western Australia, Lieutenant General John R Sanderson AC, who assumed office on 18 August 2000. The Ministry made the necessary arrangements for 34 temporary allocations of Ministerial portfolios during the year to provide for the short-term absence of Ministers from office. On the nine occasions when the Governor was formally absent from office during the year, the Ministry made the necessary arrangements for the appointment of a deputy of the Governor to exercise the powers and functions of the office. Assistance was provided to the Premier in arranging three reconstitutions of the Ministry during the year. The composition of the Ministry at 30 June is shown at Appendix 1. EXECUTIVE COUNCIL Throughout the year, the Ministry continued to provide administrative and research support to the Executive Council and acted as a contact point for inquiries. The Director General, Mr M C Wauchope, and the Manager Executive Government and Security Services, Mr R C Spencer, are the Ministry officers empowered to act in the position of Clerk of the Executive Council. The table below shows the number of meetings of Executive Council and the number of submissions processed in 2000/01 compared with the previous two years.


EXECUTIVE COUNCIL 2000/2001 1999/2000 1998/1999

Scheduled Meetings 25 26 24

Special Meetings 22 16 17

Submissions 945 942 948

COMMUNITY ACCESS AND CORRESPONDENCE The Ministry continued to provide the Community Access service which assists the public to convey their views to the Premier. Ministry officers attended 14 interviews with members of the public on behalf of the Premier and responded to 4,021 telephone calls to the Community Access telephone line. Officers also provided administrative assistance and responded to 314 calls from the public arising from the Premier's regular radio talkback sessions. The Ministry continued to service the Premier's correspondence needs during the year. The Correspondence Secretariat prepared 13,469 items of correspondence for the Premier, including responses to emails. ENTITLEMENTS The Ministry continued to administer and provide advice in respect of a range of entitlements provided for Members of Parliament, Ministers and others. During the year, the Ministry provided support and assistance to the Parliamentary Electorate offices located throughout the State. THE AUSTRALIAN HONOURS SYSTEM Her Majesty the Queen established the Australian Honours system in 1975. The system recognises outstanding achievement and commitment by Australians who have contributed to our country in a way that encourages and reinforces the highest community standards and values. The Director General is Western Australia’s Representative on the Council for the Order of Australia and the Chair of the State selection panel for the Public Service Medal. A total of 113 awards were made to Western Australians in the Australia Day, Queen’s Birthday and Mid-Winter’s Day Honours Lists.


OUTPUT THREE SUPPORT FOR THE PREMIER AS MINISTER

FOR PUBLIC SECTOR MANAGEMENT

The Ministry provides advice, assistance and support to the Minister for Public Sector Management and the public sector on a range of public sector management matters, including: • The functions under the Public Sector Management Act, including those as the

employer of Chief Executive Officers and manager of the Senior Executive Service;

• Quality human resource management and change, including redeployment and recruitment programs; and

• Whole of Government reporting on public sector workforce demographics, trends and management issues.

Table of Output Measures 2000/2001

Estimated 2000/2001


Quantity Senior Executive Service members managed (Including CEOs)

423 423

Publications provided for the public sector 38 38 Public Sector Management recruitment and redeployment services

1,117 1,117

Quality

Premier's Office satisfaction with quality of support as employer of public sector CEOs and Manager of the SES.

5.0 5.0

User satisfaction with quality of publications provided for the public sector

N/A N/A

Agency satisfaction with quality of Public Sector Management recruitment and redeployment services

3.3 3.3

Timeliness

Premier's Office satisfaction with timeliness of support as employer of public sector CEOs and Manager of the SES

5.0 5.0

Percentage of publications produced within required timeframe

100% 100%

Agency satisfaction with timeliness of Public Sector Management recruitment and redeployment services

3.3 3.3

Cost Average cost per Senior Executive Service Member (including CEOs)

$3,334 $3,337

Average cost per publication issued for public sector. $40,189 $40,136

Average cost per Public Sector Management recruitment and redeployment service

$1,721 $1,726

PUBLIC SECTOR MANAGEMENT Chief executive officers, boards of management and others in the role of chief employee have primary responsibility for ongoing management of the public sector. The Public Sector Management Division provides support to the sector and to the


Premier in his role as Minister for Public Sector Management on a range of public sector management issues. The Public Sector Review Division of the Ministry was brought together administratively with the Public Sector Management Division in the latter part of the financial year. For reporting purposes the Public Sector Review Division remained part of output four for the full financial year and the change will be effected from 1 July 2001. This change provides significant opportunities for synergies between the two formerly separate areas, particularly in light of the Division’s key role in coordinating the implementation of machinery of government reform. HUMAN RESOURCE POLICY AND ADVICE The Ministry continues to provide advice on public sector human resource management issues both to agencies and to the Minister for Public Sector Management. The advice primarily relates to: • Advice and information for human resource practitioners on interpreting the

Public Sector Management Act 1994 and subsidiary legislation. • Advice to practitioners and managers on a range of human resource

management issues including classification determination, discipline, remuneration, and performance management.

• Human resource policy development for the public sector. • Advice on human resource policy matters to the Minister for Public Sector

Management. SENIOR EXECUTIVE SERVICE – CLASSIFICATION DETERMINATION The Ministry is responsible for assessing all applications for classification or reclassification of positions within the Senior Executive Service. During 2000/2001, a total of 53 applications were investigated, assessed and reported on. These included:

Classification Requests (New Positions) 31

Reclassification Requests 20

Temporary Special Allowance Requests 2

TOTAL 53

CHIEF EXECUTIVE OFFICER APPOINTMENTS During 2000/2001, the Ministry managed 25 chief executive officer appointments. This included coordination of the advertising of positions and the selection process, as well as management of the contractual and remuneration arrangements for appointees. The following appointments were made during the reporting year.


Agency Chief Executive Officer Date Appointed

Central West College of TAFE Wayne Collyer 25 July 2000

South Metropolitan College of TAFE Malcolm Goff 25 July 2000

South West Regional College of TAFE Robert Smillie 25 July 2000

Great Southern TAFE Lidia Rozlapa 25 July 2000

Goldfields-Esperance Development Commission

Colin Purcell 25 July 2000

Mid-West Development Commission Graeme Baesjou 25 July 2000

Office of the Inspector of Custodial Services*

Richard Harding 1 Aug 2000

Central TAFE Brian Paterson 8 Aug 2000

South East Metropolitan College of TAFE Geoffrey Gale 8 Aug 2000

Department of Transport Mike Harris 8 Aug 2000

Education Department of Western Australia

Peter Browne 5 Sept 2000

Agriculture Western Australia Graeme Robertson 19 Sept 2000

Fisheries Western Australia Peter Rogers 19 Sept 2000

Midland Redevelopment Authority Kieran Kinsella 17 Oct 2000

Great Southern Development Commission Bruce Manning 7 Dec 2000

Ministry for Culture and the Arts Alastair Bryant 7 Dec 2000

Health Department of Western Australia Alan Bansemer 21 Dec 2000

Western Australian Land Authority (LandCorp)

Ross Holt 27 Dec 2000

Aboriginal Affairs Department Haydn Lowe 21 Dec 2000

Water and Rivers Commission Roger Payne 2 Jan 2001

Department of the Registrar, Western Australian Industrial Relations Commission

John Spurling

9 Jan 2001

Midland College of TAFE Royce Standish 9 Jan 2001

West Coast College of TAFE Ralph Dawson 9 Jan 2001

State Supply Commission Cheryl Gwilliam 9 Jan 2001

East Perth Redevelopment Authority Tony Morgan 9 Jan 2001

* Not appointed under Section 45 of the Public Sector Management Act 1994.


CHIEF EXECUTIVE OFFICER PERFORMANCE AGREEMENTS The Ministry coordinates the performance management process for chief executive officers (CEOs) across the public sector. This includes reviewing the performance criteria in the agreements to ensure they are consistent with the requirements of Ministers and with government policy. Currently, CEO performance criteria are based on three main areas: • Agency Outcomes – including organisational performance against the agency’s

own operational and strategic plans. • Across Sector Outcomes – including services to the Minister, diversity

management, leave management, contract management and online service delivery.

• Financial Statement – requiring CEOs and Ministers to commit to proper processes for the management of the agency’s finances within an agreed budget.

EXECUTIVE DEVELOPMENT Attendances at executive development events totalled 845 for the year. This exceeded attendances for the previous year, despite the change of government and the ensuing machinery of government review curtailing executive development activities during the latter part of the year. A diverse range of programs and events were offered for senior executives, including: Leadership Enhancement Program A total of 27 senior executives participated in this structured program which included identification of development needs through psychometric testing and 360 degree feedback, individual development planning, personal coaching and executive learning forums. The Leadership Enhancement Program embodies world’s best practice in leadership development and is the Ministry’s flagship executive development program. Senior Executive Development and Orientation Program (SEDOP) SEDOP provides newer members of the Senior Executive Service with an overview of policy, reform and public sector management issues. Guest speakers are drawn from central agencies, and the program allows senior executives the opportunity to interact with high level managers and policy makers with a view to understanding the government’s policy and public sector management agenda. 50 senior executives participated in the Program during the year.


Women in Leadership Women in Leadership has become one of the Ministry’s most popular programs, with attendances at events in 2000/2001 reaching 286. This program brings together women in senior management positions to listen to guest speakers from the public sector, the private sector and the general community addressing contemporary management issues. Public Sector Leaders’ Summits This joint initiative of the Australian and New Zealand Commissioners for public employment affords selected senior executives the opportunity to participate in a series of summits designed to enhance strategic thinking and high level policy development skills. During 2000/2001, the Ministry funded two senior executives to attend the program which included summits in Victoria, New Zealand and Western Australia. The Ministry also coordinated the Western Australian summit which dealt with Good Governance in Practice and featured guest speakers from Federal, State and Local Government, as well as from commerce, industry and the community sector. Senior Executive Finance Training 177 senior executives and CEOs attended this series of programs which focused on strategic financial management. Participants learned how financial information can be used to enhance the management of organisations within the public sector and were introduced to a number of financial management concepts and tools. Executive Seminars and Briefings The Ministry coordinated several events for senior executives covering a range of management and policy-related topics, and featuring high profile presenters from government, the private sector and academia. Through a partnership arrangement with the Australian Institute of Management (AIM), the Ministry assisted senior executives to participate in several seminars, which were part of AIM’s International Speaker Series. Attendances for these activities totalled 305. Other Training and Development Activities Classification Determination Training The Ministry conducted several training programs for human resource practitioners in the public sector who are responsible for classification determination. These practical workshops covered the application of the BIPERS job evaluation technique, as well as the legislation and regulations which surround job classification in the public sector.


A total of 145 people attended these courses during the year. Public Sector Management Course (PSMC) The PSMC is a joint Commonwealth-State initiative, which allows public sector employees to undertake accredited studies leading to a Graduate Certificate in Public Sector Management. The Ministry is represented on the course’s board of management in Western Australia. In addition to helping promote the PSMC, the Ministry agreed to host a local website for the course. This involved providing both technical and financial support for the development and ongoing management of the site. Indigenous Career Development Program This Program is an initiative designed to enhance opportunities for indigenous public sector employees. It incorporates many different strands including the provision of career counselling and advice, the facilitation of secondments and developmental job placements and formal education and development programs. During 2000/2001, in conjunction with the Department of Training and Employment and the Aboriginal Affairs Department, the Ministry supported this new initiative by: • participating in the management and coordination of the program through a

‘managing partnership’; • providing partial funding for the initiative; and • actively assisting in the design, implementation and coordination of a

management development program for indigenous managers at levels 6-8. MACHINERY OF GOVERNMENT TASKFORCE On 26 February 2002 Cabinet approved the establishment of the Machinery of Government Taskforce. Its broad function was to review current structures in the public sector and to recommend a package of reform proposals to Government within a timeframe of three months. The Ministry of the Premier and Cabinet provided executive and administrative support to the Taskforce. This included preparation of discussion papers and recommendations on a range of legislative, human resource policy and human resource management issues arising from the review. The Government’s policy to reduce the size of the Senior Executive Service also required extensive input. The Taskforce completed its deliberations and submitted its findings to Government in mid June, to enable major structural change to the Public Service effective from 1 July 2001. An ongoing program of machinery of government reform in line with the Taskforce’s longer term recommendations has commenced and is intended to be pursued during the course of the 2001/2002 financial year under the coordinating supervision of the Ministry.


INTERSECTOR InterSector is the fortnightly Western Australian public sector magazine, circulated to more than 110,000 Western Australian public sector employees and a number of external subscribers. It was created in November 1995 and incorporates the Public Services Notices job advertisements. Agencies are now able to lodge and pay for their vacancy advertisements online. InterSector provides the public sector with newsworthy features on the people and projects of the State Government, updates on information affecting employees, and promotion of upcoming events of interest. Topics covered during the past year include: • Information on and a summary of the re-drafted Public Sector Standards and

Regulations. • A profile of Perth Zoo chief Brian Easton - one of the few public sector chief

executive officers to live on site at the agency he leads. • A feature on the Ministry of Justice's award-winning new Fremantle Justice

Complex. • The Office of Youth Affairs' Spirit of Anzac Tour which sent four young cadets to

Gallipoli in April. • A special 16-page supplement highlighting some of the public sector's many

volunteer initiatives and groups. • Exotic job opportunities available in the public sector - in this case the Western

Australian Trade Office in Mumbai, India. • An AgWest stock inspector's first-hand account of the foot and mouth devastation

in the United Kingdom. The editorial coverage, coupled with the job vacancy advertisements, ensures that InterSector remains a much sought-after publication in Western Australia. It is also freely accessible worldwide every fortnight on publication day via the Internet. INTERNET FACILITIES The Ministry coordinates a range of Internet based workforce analysis and communication services including a site that provides ready access to a wide range of publications and services relevant to chief executive officers, managers, human resource staff and all public sector employees. The email discussion group, ‘Hrshare’, provides an electronic forum for about 1500 employees from every major government agency in Western Australia to share information and discuss current issues in human resource management. Another email group, ‘pswa-announce’ has been developed to help inform Western Australian State Government employees about new publications, opportunities and events that are relevant to their work in the public sector. There are currently over 1,800 subscribers to pswa-announce.


WORKFORCE INFORMATION The Ministry manages an information system to enable strategic management of the Government's workforce and evaluation of critical human resource management issues. Information produced from the system is used by Cabinet, central agencies and coordinating agencies as the basis for policy decisions, policy advice and monitoring of public sector performance in aspects of human resource management. Regular reports are provided to assist agencies evaluate and continuously improve aspects of their own human resource management practices. Statistical and analytical reports that were produced on various aspects of the Government’s workforce include: • Profile of the Western Australian State Government Workforce at 30 June 2000 • New Century, New Workforce – The Changing Face of the Public Sector in

Western Australia • Workforce Beyond 2000 Series - Paper 1

Strategic People Planning: An Overview of Workforce Planning • Using the Workforce Profile to Track HR Performance - HRMOIR Comparative

Analysis Tool (CAT) for June 2000 data • Overview of the Western Australian Public Sector Workforce (as at 30 June

2000) • Employment in WA State Government Bodies: June, September & December

2000, March 2001 • Workplace Absence: An Analysis of the Interaction of Types of Leave in the WA

Public Sector A Retirement Intentions Survey of employees aged 45 years and older was conducted in December 2000. Results were summarised in the document Workforce Beyond 2000 Series - Paper 2: Retirement Intentions and in a number of individual agency feedback reports. These will be used to ensure that effective workforce planning strategies can be developed at both agency and whole of government levels. A consortium of eleven public sector agencies has entered into a contract for the collection, analysis and reporting of 20 human resource management benchmark measures over the past two years. Four half-yearly reports have featured agency results, comparisons with other consortium agencies, and comparisons with public sector and Australian ‘All Industry’ averages. Reports have provided consortium agencies with feedback on specific workforce issues and the performance of HRM services, and enabled the agencies to make strategic decisions in improving the current and future business outcomes of their organisations. Several of the agencies in the benchmarking project have taken a further step in understanding their workforce by participating in a qualitative research project that will investigate factors affecting people management in their agencies. Information has been gathered from a cross-section of staff working in the participating agencies. A report, which contains full information about the staff’s experience of working in that agency, will be prepared for each agency.


A list of Western Australian public sector agencies was compiled for the Machinery of Government taskforce. The list identified departments, authorities, offices, commissions, and other government agencies with responsibilities under the Public Sector Management Act 1994 or the Financial Administration and Audit Act 1985. It also included boards and committees whose members are monitored by the Ministry of the Premier and Cabinet or are subject to the Salaries and Allowances Tribunal. ENTRY LEVEL EMPLOYMENT The purpose of the entry level employment function is to provide suitable applicants, who meet legislative and policy requirements, for base grade clerical vacancies in public sector agencies. Part of this function involves sourcing and promoting opportunities for Aboriginal and Torres Strait Islander people and people with disabilities. In response to agency requests 41 permanent entry level vacancies were filled from the central database. The number of contract vacancies filled was 492 and there were 97 traineeship placements. The Ministry facilitated conversion to permanent employment for entry level employees who had been engaged on a number of consecutive contracts. The conversion process commenced on 18 May for a period of eight weeks. Due to the numbers of entry level staff involved and the limited timeframe, significant coordination and negotiation was required to ensure a smooth transition for staff and agencies involved. YOUTH EMPLOYMENT To increase the number of youth in the public sector, the Ministry maintains a database of candidates between the age of 17-25 years who are interested in pursuing a career in an office environment. Public sector agencies recruit from this database and provide trainees with on-the-job training in preparation for entry level positions in the public sector. A Commonwealth Government training subsidy is paid to agencies for each trainee. Full Time Traineeships The full time traineeship program is flexible enough to allow trainees who are able to learn skills and acquire knowledge quickly to finish early and those who take longer to continue until they have attained all the necessary competencies. While the majority of training is done on-the-job, some off-the-job training is available. The number of full-time traineeships commenced during 2000/2001 was 71. This includes traineeships for Aboriginal and Torres Strait Islander people and people with disabilities.


Part Time School Based Traineeship Program. Under this program students spend two days a week in a public sector agency and three days at school during their final two years of secondary education. This year the program was extended to include country applicants. The number of part time traineeships commenced during 2000/2001 was 26. Graduate Recruitment As part of the graduate recruitment strategy, a booklet was produced for university students in their final year of study. This booklet provides information on working in the public sector and gives specific details of public sector agencies’ graduate programs. The graduate recruitment strategy enables graduates to be employed in permanent positions in the sector after they have successfully completed their graduate development program. ABORIGINAL EMPLOYMENT The Ministry promotes the employment of Aboriginal and Torres Strait Islander people in entry level and traineeship positions in the public sector. A database of applicants is maintained and applicant details are provided to public sector agencies to enable them to select suitable candidates. In 2000/2001 thirteen Aboriginal people were recruited into entry level positions through the database. Since 1998 the Ministry has coordinated the implementation of a joint State/Commonwealth Aboriginal Employment Agreement, which provides for Commonwealth funding to support the recruitment of Aboriginal trainees, cadets and field officers. This has resulted in the employment of sixty Aboriginal people in the public sector in the last three years, as demonstrated by the table below.

Aboriginal Employment 1998/2001

Trainees Cadets Field Officers

Commenced 2000 - 2001 44 0 4

Total commenced 1998 – 2001 116 16 21

Outcomes: Yet to complete Discontinued Successfully completed

44 27 45

4 6 6

4 5

12

Employed in public sector after completion

42 6 12


EMPLOYMENT OF PEOPLE WITH DISABILITIES The Ministry facilitates and coordinates employment and training opportunities in the Western Australian public sector for people with disabilities. Candidates who pass the public sector recruitment test are referred to public sector agencies for entry level clerical positions. Specialist employment agencies provide support where necessary and also work directly with public sector agencies to find opportunities for other candidates. STRATEGIC ADVICE AND ASSISTANCE The Ministry provides strategic advice and assistance to agencies undertaking significant organisational change. This year advice was provided to the Health Industry as it underwent restructuring, Conservation and Land Management during the formation of the Forest Products Commission and the Conservation Commission. REDEPLOYMENT AND REDUNDANCY MANAGEMENT An Internet based redeployment system enables information on permanent vacancies to be distributed electronically to all public sector agencies. Agencies have responsibility for managing their own redeployees and referring them to these vacancies. The Ministry has responsibility for the redeployment and redundancy policy framework and monitoring the effectiveness of the redeployment system. Redeployment and Redundancy Activity During 2000/01, a total of 58 public sector agencies registered 258 employees for redeployment. This represents a 13% increase on the number of registrations in 1999/00. At 30 June 2001, 549 public sector employees were registered for redeployment on the Ministry's redeployment database. Of these, 69 employees were placed in secondment positions. A total of 73 placements of surplus employees were recorded in 2000/01. The average number of vacant positions referred to the Ministry each month in 2000/2001 was 687. Voluntary Severance During the financial year public sector agencies reported that a total of 476 employees accepted offers of voluntary severance. This reflects an 11% decrease on 1999/00.


CAREER DEVELOPMENT PROGRAMS The Ministry arranges workshops to assist public sector employees manage their own careers. Specialist providers deliver these workshops on a regular basis. Most can be tailored for people with disabilities and can be accessed from remote areas. Agencies are able to customise workshops and have them delivered in-house, to suit their own employees. A total of 396 participants attended workshops during 2000/2001. PUBLIC SERVICES TRAINING PACKAGE The Public Services Training Package was launched in Western Australia by the Ministry in December 2000. This package offers flexible learning and skills recognition to trainees and existing employees enabling them to attain nationally recognised qualifications specific to government.


OUTPUT FOUR MANAGEMENT OF POLICY

The Ministry provides advice and co-ordination for the Premier and Cabinet on key policy matters to ensure an effective government-wide perspective in the following areas: • policy co-ordination and review; • federal affairs; • native title and strategic issues; and • public sector review. Table of Output Measures 2000/2001

Estimated 2000/2001


Quantity Provision of information (hours) 16,007 16,007

Policy co-ordination and review (hours) 20,707 20,707 Policy development (hours) 17,478 17,478

Project management (hours) 13,847 13,847 Quality

Premier's Office satisfaction with quality of services provided

5.0 5.0

Ministerial Office satisfaction with quality of services provided

2.9 2.9

Timeliness

Premier's Office satisfaction with timeliness of services provided

4.0 4.0

Ministerial Office satisfaction with timeliness of services provided

2.6 2.6

Cost Average cost per hour of provision of information $61 $62

Average cost per hour of policy coordination and review $88 $88

Average cost per hour of policy development $113 $114

Average cost per hour of project management $135 $136

Value of grants excluded $3,503,670 $3,503,670

POLICY COORDINATION AND REVIEW The Ministry has a role in policy coordination and review across government, focusing on assisting the Government to meet its commitments. The Policy Office of the Ministry provides a central contact point for the supply of Government policy information; monitors policy implementation and identifies areas where greater coordination can secure improvements. It conducts research and prepares material to support the Premier and members of Cabinet.


Cabinet Standing Committees on Economic Policy; Environmental Policy; Regional Policy; and Social Policy Four Cabinet Standing Committees were formed following a decision of Cabinet in February 2001. The Standing Committees have endorsed terms of reference which include overviewing Cabinet decision making and advising Cabinet on the impact of Government policies and decisions on Western Australian communities. The Standing Committees’ key priorities include developing policies that include social and environmental as well as economic and regional objectives. A major task in the next financial year is to develop an appropriate set of indicators to assist in measuring the effectiveness of public policy objectives and strategies. The Ministry provides support to the Cabinet Standing Committees. As an example, in the forthcoming year, the Ministry will assist the Cabinet Standing Committee on Environmental Policy in its efforts to institutionalise sustainability policy and coordinate the development of a State Greenhouse Strategy. Another example relates to the Cabinet Standing Committee on Regional Policy, which is chaired by the Premier. The Ministry will assist the Standing Committee to put in place legislation and organisational arrangements to establish Regional Ministers and a Department of Regional Development and Local Government, and administration of the Regional Investment Fund (and other funding schemes). Work has also commenced on a Regional Policy for Western Australia. FEDERAL AND CONSTITUTIONAL AFFAIRS The Ministry has continued to represent Western Australian interests at a Federal level through participation at various Council of Australian Governments (COAG) forums and by providing the Premier with appropriate advice and support. One of the most significant issues of the past twelve months has been Greenhouse, and the Kyoto agreement, which could have long term consequences for agriculture and industry in the State. The Ministry has also ensured that Western Australia’s interests were protected in other international treaty negotiations including negotiations for the World Trade Organisation, the United Nations Draft Declaration on the Rights of Indigenous Peoples, the Energy Charter Treaty and the Timor Gap Treaty. Western Australia has sought to retain control over and responsibility for gene technology matters within the State. The Ministry has supported the State Government’s desire to enact its own complementary legislation and to make decisions about future amendments. The Commonwealth Government provides financial assistance to the State for specific natural hazards. During the year, the Ministry was able to persuade the Commonwealth Government to review their complex Natural Disaster Relief Arrangements, to greater aid Western Australia.


Through the Partnerships Against Domestic Violence Program, the Ministry supported a better research and knowledge base and a raised profile for domestic violence in the State. The Ministry oversaw the funding allocation committed by the State Government for the Australian Prospectors’ and Miners’ Hall of Fame in Kalgoorlie. When completed, the complex will be a national monument to celebrate Australia’s mining heritage and a significant drawcard for visitors to the region. Indian Ocean Territories The Commonwealth Government currently fulfils its constitutional responsibility for the provision of services in the Territories of Christmas and the Cocos (Keeling) Islands through a collaborative arrangement with the Western Australian Government. The Territories are provided with services by State Government agencies through formalised Service Delivery Arrangements, which indemnify the State and ensure that all costs associated with service delivery are reimbursed by the Commonwealth. Service Delivery Arrangements are negotiated between the Ministry of the Premier and Cabinet, the relevant State agency and the Commonwealth. There are currently 26 operative Arrangements. In 2000/01, the Ministry undertook negotiations for a further three Service Delivery Arrangements for services provided by the Departments of Transport, Training and Employment, and Fisheries. These have been finalised and are awaiting execution. Preliminary discussion has taken place for provision of services in the areas of Tourism, Arts and Culture, and the Electoral Commission. A proposal for a commercial satellite launching facility on Christmas Island, which would be developed and operated under Commonwealth jurisdiction, gained momentum in 2000/2001 following Commonwealth environmental approval and acquisition of land for the project. The Ministry has been coordinating the State’s interaction with the Commonwealth in the development of a regulatory regime pursuant to the Space Activities Act 1998. NATIVE TITLE Following a change in Government in Western Australia, there have been a number of major policy changes in the approach to the resolution of native title matters. The most significant is the pursuit of negotiated and mediated settlements over and above a previous approach of pursuing litigation. The policy change involves more consultation with Aboriginal interests to produce more equitable outcomes as well as a collaborative focus with mining industry representatives on reducing the backlog of tenement applications subject to Native Title Act processes. The trend is towards a larger number of native title claim settlements and determinations than has been achieved since the introduction of the Native Title Act in 1994. This is being achieved through a remodelling of Government policy and a less rigid policy framework for native title. A number of determinations in the Kimberley region are expected as a result. In addition, greater consideration is being


given to approaches that have produced successful results in other States and Territories. The following negotiations and initiatives were progressed during the year: The Ministry obtained consent determination of the Nganawongka Wadjari & Ngarla native title claim covering 50,000 square km in the Gascoyne region, that includes an indigenous land use agreement and a pastoral access agreement. Following extensive negotiations, the Spinifex native title claim, covering over 50,000 square km of the Western Desert region, was determined. The determination recognises exclusive and non-exclusive native title rights of the Spinifex people. In addition, an indigenous land use agreement was finalised between the State Government and the Badimia native title claim group in the East Murchison (Mt Magnet) region. This agreement establishes an alternative process to the Native Title Act for the management of Aboriginal heritage concerns that arise from native title processes. The agreement will reduce the time taken and provide a secure process for access to land within the claim area for mineral exploration purposes. The Ministry established a Technical Taskforce to look at options for reducing the number of mineral tenement and land title applications that have become backlogged under Native Title Act processes. A Review Team was created to reassess the State Government’s Guidelines for the negotiation and determination of native title claims, including connection report (anthropological evidence) requirements. The Guidelines were seen to cause often unnecessary and costly litigation in settlement of the native title claims. The Ministry submitted a proposal to the Federal Court to adjourn set dates and hearings for native title claims in order for the State Government to implement a new policy of pursuing mediated and negotiated outcomes for native title claims without the pressure of the Court timeframes. The Ministry assisted in brokering a deal for the State Government between a large nickel producer and the Goldfields Aboriginal Land Council, which allowed for the grant of a number of resource tenements and prevented a costly Federal Court appeal hearing. Native Title will operate as a separate Output with effect from 1 July 2001. SAFER WA The Ministry continues to develop policy and provide coordination for the Government’s SAFER WA initiative. As the State’s current crime prevention strategy, SAFER WA is a whole of government and whole of community initiative aimed at preventing, reducing and tackling the causes of crime. To achieve this goal SAFER WA builds partnerships between State Government agencies, local government, the community and police.


Since the election of the Gallop Government, the Cabinet Standing Committee on Social Policy has assumed responsibility for SAFER WA and related crime prevention issues. The Ministry supports both the SAFER WA Council and the SAFER WA Chief Executive Officers Working Group. The SAFER WA Council continues in its role as the Government’s peak law and order advisory body and has held regional meetings in Geraldton and Albany. Their purpose is to hear first hand from local communities about crime prevention issues. The SAFER WA Chief Executive Officers Working Group and the District Inter-agency Working Groups continue to focus on cooperation and collaboration between State Government agencies to improve the coordination of service delivery. Through the Albany and Midland Inter-agency Working Group and with Family and Children’s Services in a lead agency role, SAFER WA began piloting a new program, Strong Families, in November 2000. Strong Families is a collaborative case management model that aims to provide families facing difficulties with more coordinated service from agencies. A reduction of crime is one potential benefit of the program. It also works to improve the lives of children and their families through enhanced parenting and family functioning and better education and health. Community participation in the Government’s crime prevention activities continues through the SAFER WA Committees’ Executive and its network of SAFER WA committees. This community involvement has resulted in several successful community based projects, funded through SAFER WA and focusing on the future development of children and youth in our community. The ‘Investing in Bunbury’s Youth’, Communities That Care program is operating successfully in Bunbury and surrounding shires. It aims to assist in supporting the healthy development of children and youth by promoting the collaborative and strategic use of resources. HYPE (Hillarys Youth Project Evaluation Program) is the result of an Inter-agency Committee comprised of Police, the City of Joondalup, Department of Transport, Hillarys Marina Security and Family & Children’s Services. A team of three youth workers cooperates with Police, security and city rangers when dealing with young people engaged in anti-social behaviour. The model has worked so well that it has been extended to three major shopping complexes in the northern suburbs and was adopted by Coles-Myer for a new centre, which opened at Clarkson in June this year. Pedal Off the Metal is run from the Kensington Police and Citizens Youth Club and is designed to help put young people back on track. More than 120 young people, many of them ‘at risk,’ have completed the project, which is designed to help them get their driver’s licence. As part of the Ministry’s commitment to online services, the SAFER WA website has been operating since June 2000 and is updated regularly. The website provides access to a variety of resources for those already involved in finding local solutions


to local crime problems, and is a useful starting point for members of the community looking to become involved in SAFER WA. PUBLIC SECTOR REVIEW The Ministry provides support and advice to the Government, Ministers, and agencies on a broad range of issues affecting the structure and functions of Government. Activities focus on structural and functional review, management improvement, and whole of government strategic coordination. In addition the Ministry continued to provide leadership and executive support for a number of high level committees addressing key public sector management issues. These included the Cabinet Government Management Standing Committee and the Reporting and Management Information Group. Reviews The Ministry was directly responsible for a range of organisational, legislative and functional reviews and participated in a number of reviews and evaluations conducted by other government agencies. During the year these included: • Providing significant input into the Machinery of Government Taskforce Review. • Undertaking a review into joint servicing arrangements between the Department

of Transport and Fisheries WA in respect of marine compliance operations. • Completing a comprehensive review of all existing Premier’s Circulars. Once

approved this will lead to the deletion of a large number of Circulars and a streamlined process for the management of Circulars.

• Commencing a review into service agreements between Government agencies and the not-for-profit sector.

• Undertaking an organisational health check of the Ministry of Fair Trading as a result of the Report of the Gunning Committee of Inquiry into the Finance Brokers Supervisory Board.

• Commencing a review to determine the number, classification, and standard of Investigative Officers in the WA public sector and ascertaining how to improve recruitment, training and retention standards.

• Assisting the review into commercial contractual arrangements between the Health Department and private sector service providers.

Cross-Portfolio Coordination Cross portfolio coordination activities during the year included: • Provision of centralised management of the Western Australian public sector’s

copyright royalty obligations under the Copyright Act 1968 (Commonwealth). • Facilitated, as part of the Safer WA agenda, a collaborative approach to cross

agency service delivery between Family and Children’s Services and the Health Department of WA. This multi-agency collaboration was entitled the “Building Blocks” initiative and was aimed at improving the physical and social wellbeing of children and parents through early intervention strategies.


• Participated in a working party evaluating options for a proposed sale of Perth Theatre Trust’s BOCS ticketing business.

• Monitored and followed up on significant issues identified by the Auditor General as requiring attention within the public sector.

• Participated on the State Tenders Committee. Management Improvement Key management improvement initiatives undertaken during the year included: • Preparatory work, including the gathering of information from other jurisdictions,

to enable a State Plan and Indicators of Progress to be developed. • Continued promotion of and advice on the Government’s Customer Focus policy. • Preparation of an Annual Reporting Framework for 2000/2001, which provides

agencies with guidelines and a checklist of all annual reporting requirements, including the new Government’s policies concerning minimising the costs of producing annual reports.

The Ministry managed the presentation of the 2000 Premier’s Awards for Excellence in Public Sector Management. This has been a highly successful program, which is aimed at recognising and rewarding the achievement of excellence in management practice by public sector agencies. The Awards also aim to stimulate highly innovative projects and displays of creative leadership, which could result in better services being provided to the community. A panel comprising eminent persons from academia, the private sector, and the community judges applications. Interest in nominating for the awards continues to grow. In 2000 there were 142 nominations. This is the largest number ever received and represents a 69% increase in nominations since the inception of the program. In 2000 there were eight categories. The category winners were: • Quality Improvement – Sir Charles Gairdner Hospital for The Medical Emergency

Team • People Management – The Ministry of Sport and Recreation for The Arena:

Where People and Information Meet • Economic Development – Fisheries WA for The Shark Bay Prawn Managed

Fishery • EEO and Diversity – The Education Department in partnership with the

Department of Training and Murdoch University of The Overseas Trained Teachers Orientation Program

• Services to Regional and Remote Clients – The Ministry of Sport and Recreation for The Country Sport Enrichment Scheme

• Change Management – The WA Police Service for Restructuring the Midland District Office

• Innovation – The Department of Commerce and Trade in partnership with the Government’s European Office for Western Australia; The Land of Plenty

• Customer Focus – Department of Transport for Moving with Our Customers ‘The Land of Plenty’ was awarded the overall 2000 Premier’s Award for Excellence.


OUTPUT FIVE PARLIAMENTARY, STATUTORY

AND LEGISLATIVE PUBLISHING SERVICES Through the State Law Publisher, the Ministry provides a secure, confidential and time critical publishing service to meet the needs of Parliament and Government. Table of Output Measures 2000/2001

Estimated 2000/2001


Quantity Printing images produced 12,147,319 12,147,319 Publications sold 407,335 407,335

Quality

Client satisfaction with quality of service provided 92% 92%

Timeliness

Parliamentary documents produced on time 99.7% 99.7%

Cost Average cost per printing image produced $0.12 $0.12

Average cost per publication sold $3.32 $3.28

CLIENT SURVEY The client survey of State Law Publisher clients was again conducted to: • measure the perceived level of satisfaction with the services provided; • identify opportunities to develop new products and services; and • receive feedback on whether the changes and services implemented as a result

of past surveys have been beneficial. The survey results indicated that 92% of State Law Publisher’s clients were either “satisfied” or “highly satisfied” with the products and services provided. This was a decline of 4% on the previous year’s results, however the number of respondents in the “highly satisfied” category was at its highest level since surveys commenced in 1994/95. ELECTRONIC SERVICES The introduction of a Government Gazette database has proved popular, with a number of clients purchasing subscriptions to both hard copy and electronic services for research and archival purposes. Further enhancements are being planned for the Gazette database over the next year and these will provide clients with additional value added views of information. The Statutes database is also performing well with ‘point in time’ views of legislation now available. A number of enhancements have been made to this service during the year and subscription sales are continuing to grow at a steady rate.


State Law Publisher continued to maintain the top level Government web site and to support Ministers and the Media Office with their Internet services. MARKETING AND PROMOTION State Law Publisher previously provided clients with a weekly news bulletin which advised of amendments to legislation, new legislation becoming operative, and other reports and publications being released. It was delivered in hard copy through the mail. As a majority of clients were connected to email, the Client Bulletin was changed during the year to an electronic online notification service. Clients can now register on the State Law Publisher web site and receive the update bulletin weekly via their email. Electronic copies of brochures were also sent to various client groups in electronic form, saving on distribution costs and providing information on products and services far more responsively. Advertising for various products and services was also placed on the State Law Publisher’s web site. Clients accessing free services are made aware of other available products and services. ONLINE RETAILING Online retailing of electronic copies of legislation commenced from the State Law Publisher web site in October 2000. This service enables clients to purchase current copies of legislation through the Internet. Sales to date via this facility have been minor, however as awareness grows and more clients become confident using Internet purchasing, sales are expected to increase significantly. The facility is particularly useful for regional and interstate clients who can now purchase copies of legislation online and gain almost immediate access. LAW REFORM COMMISSION PUBLICATIONS The State Law Publisher continued acting as a sales outlet for the Law Reform Commission during the year. The Law Reform Commission’s past and current publications and reports are available on request from the State Law Publisher sales outlet.


OUTPUT SIX

THE CONSTITUTIONAL CENTRE

The Government is committed to helping educate the community on constitutional matters through the provision of exhibitions and programs at the Constitutional Centre. Table of Output Measures 2000/2001

Estimated 2000/2001


Quantity Customers of the Constitutional Centre 53,021 53,021 Quality

Client satisfaction with Constitutional Centre programs 4.6 4.6

Timeliness

Client satisfaction with timeliness of services provided 4.6 4.6

Cost Average cost per customer of the Constitutional Centre $21 $21

The Constitutional Centre is the only one of its kind in Australia. The principal aims of the Centre are to: • promote public awareness of our federal system of government, with particular

emphasis on its constitutional basis; • encourage balanced debate about the development of the system; and • educate the general public of Western Australia about our electoral and

parliamentary system. An Advisory Board supports the Centre and was established with bi-partisan support. The Advisory Board consists of:

Mr Malcolm McCusker, QC (Chairman) Professor David Black Mrs Anne Conti Mr John Pritchard Mr Bill Hassell Hon. Ian Taylor (Deputy Chairman) Ms Susan Fielding (to October 2000) Mrs May O’Brien Mr Robert O’Connor, QC (from October 2000)

Attendances at the Constitutional Centre are increasing, exceeding 50,000 for the first time and more than doubling attendances the previous year. Use of the web site is also increasing.


EXHIBITION PROGRAM Changing Constitutions This exhibition was opened on 12 December 2000 by His Excellency the Governor, Lieutenant General John Sanderson, AC. It brings together the comprehensive story of the Western Australian and Commonwealth Constitutions, the ways in which they can be changed and the relationship they have to each other. A Nation at Last This is a new exhibition, curated by Parliament House in Canberra and given to the Centre. By 1880 the six Australian colonies had grown into distinct and separate provinces proud of their own political institutions, defence organisations and commercial enterprises. Despite the rivalry, these six states came together in peace to form a new nation, a rare event by world standards. This exhibition explores the path taken by the colonies on their journey to Federation, by telling the story of Federation and how, in the words of Henry Lawson, Australia became ‘A Nation at Last’. Our Constitution: The History of Western Australia’s Constitution This exhibition gives an explanation of the chronological development of political change in Western Australia from British Settlement in 1829 until today. It is an historic account of how our political and constitutional system came about. It looks at the factors that influenced the development of the Western Australian constitution and it also touches on the issues that led Western Australia to join the Federation of Australian States. All exhibitions are supported by extensive teachers’ notes for both primary and secondary students. They are on display at the Centre and are also available on the website. Travelling versions of the original exhibitions are used for school and community programs. HIGHLIGHTS OF 2000/2001 • On 31 July 2000 the Centre ran a program of school activities to commemorate

100 years since the referendum which agreed to Western Australia entering Federation. Around 400 children took part in this program.

• The Centre’s stand at the Royal Show attracted over 8000 people who took part in a re-enactment ballot on whether Western Australia should have entered Federation. The results were surprising with only 58% of participants supporting the move to Federation.

• Public lectures by Dr Helen Irving, Director of the 1901 Centre in the University of Technology, Sydney, entitled ‘Federation, Citizenship and the 21st Century’ and by Professor Geoffrey Bolton, Murdoch University entitled ‘What is a nice colony like you doing in a crowd like this? An exploration of Western Australia’s road to Federation.’


• 120 secondary students took part in the annual Western Australian Schools Constitutional Convention which was conducted on 22–23 February 2001 and opened by the Premier. From this group, 15 students were selected to attend the National Schools Constitutional Conventions held in Melbourne in March 2001.

• The Centre has undertaken two annual ten week seasons for mature learners in conjunction with the Mature Adults Learning Association. Each week over 450 people attend lectures at the Centre. This program was trialed in 2000 and was so successful that it has become part of the Centre’s ongoing program.

• Development of two interactive games to allow the public to explore the workings of the Western Australian and Commonwealth Constitutions and the issue of Western Australia and Federation.

• The appointment of a new secondary education officer and a part time primary education officer has enabled new programs for schools to be developed.

• Four travelling versions of the Centre’s exhibitions have been developed for use in Outreach programs for schools and community groups, in both metropolitan and regional locations.

• Programs are being developed in collaboration with The Office of Citizenship and Multicultural Affairs, The Office of Youth Affairs, Celebrate WA and The Ministry of Fair Trading.


AFFILIATED BODIES SALARIES AND ALLOWANCES TRIBUNAL

The Salaries and Allowances Act 1975 requires the Tribunal to inquire into and determine the remuneration to be paid to Ministers of the Crown and the Parliamentary Secretary of the Cabinet, and Officers and Members of the Parliament including additional remuneration to be paid to members of Select Committees of Houses, not being in either case Standing Committees. It also determines the remuneration of the Clerk of the Legislative Council, the Clerk of the Legislative Assembly, the Deputy Clerk of either House, Officers of the Public Service holding offices in the Special Division of the Public Service and persons holding any other office of a full time nature, created or established under a law of the State, that is prescribed for the purposes of this section, but not being an office the remuneration for which is determined by or under any industrial award or agreement. The Tribunal is required to issue a determination at intervals of not more than twelve months. For Parliamentarians the Tribunal determines: • basic salary, • additional salary for Ministers and Officers of Parliament, • electorate allowances, • air charter and hire, • expense allowances, • travelling and accommodation allowances, • postage allowances and • telephone rental and calls. For the Clerk of the Legislative Council or Clerk of the Legislative Assembly or the Deputy Clerk of either House, Officers of the Public Service holding offices in the Special Division of the Public Service and persons holding prescribed offices, the Tribunal determines the salaries to be paid to the holders of the positions and the value of any motor vehicle that may be provided. The Tribunal is also required to inquire and report to Parliament on the remuneration to be paid to Judges of the Supreme Court, the Masters of the Supreme Court and Judges of the District Court, Stipendiary Magistrates and also members of the Anti-Corruption Commission. For these positions the Tribunal is required to prepare recommendations and present them to the Minister for tabling before each House of Parliament. The Tribunal determines the remuneration to be paid to the Governor of Western Australia. The Tribunal is also required from time to time as it sees fit, to determine matters affecting Parliamentary Superannuation. The benefits and entitlements granted to former Premiers, Ministers and Members of Parliament are also determined by the Tribunal.


TRIBUNAL MEMBERSHIP The members of the Tribunal are appointed by the Governor for a period of three years. The current membership comprises: Mr R H C Turner AM, Chairman Mr J A S Mews, Member Mr D G Blight resigned as chairman in December 2000 and was replaced by Mr Turner. Meetings are held when required or at least monthly. ACTIVITIES DURING 2000/2001 A significant increase in the jurisdiction of the Tribunal occurred in October 2000 with the proclamation of the Parliamentary Superannuation Legislation Amendment Legislation Act 2000. The Act closed the contributory Parliamentary Superannuation Scheme to new members and transferred responsibility for changes to the rules of the existing scheme to this Tribunal. The legislation also empowered the Tribunal to determine the level of superannuation for Members of Parliament who entered the Parliament after the closing date of the contributory scheme and for those Members who transferred from the existing scheme to the new scheme. The Tribunal issued a determination in December 2000 that provided new Members with superannuation entitlements in keeping with the Superannuation Guarantee Legislation and in line with that provided to the general community. Transitional arrangements were determined to enable Members of the contributory scheme who had not qualified for a benefit to transfer to the new scheme if they chose to do so. A number of residual matters concerning the closed scheme are currently being examined by the Tribunal for future determination. The Salaries and Allowances Act 1975 was amended as a result of the above changes and the Tribunal is now required to issue a determination providing a redundancy benefit to Members who leave the Parliament and whose benefits are not attainable until the age 55. The Tribunal is in the process of inquiring into this matter with a determination to be made in the 2001/02 financial year. Some minor changes, in keeping with price movements, were made to Parliamentary allowances in the August 2000 determination. At that time, the Tribunal also issued Satellite telephones to four members representing remote electorates, the majority of which are not within normal standard


mobile telephone range. The results of this trial will be collated in the 2001/2002 year and the results incorporated in a future determination. Since 1975 the Tribunal has by statutory requirement issued a determination on Members of Parliament salaries and allowances, Special Division salaries and judicial remuneration at the one time. The Act has been amended, enabling the Tribunal to issue a determination or determinations on any aspect under Section 6 or reports under Section 7 of the Act independently of each other provided that no more than 12 months lapses between determinations. This move has been welcomed and will remove the need to issue “no change” determinations or reports when making decisions in non related areas. In December 2000 the Tribunal removed the Personal Merit Allowance provided to chief executive officers (CEOs) upon completion of 3 years service and subject to a number of qualifying criteria. The performance of a person in a position is not the province of this Tribunal. This brought into question the adequacy of the remuneration determined by the Tribunal for CEOs and, as a temporary measure, the Tribunal replaced the Personal Merit Allowance with an automatic increment. Inquiries into the adequacy of the remuneration levels for CEOs will be examined following the release of the Government’s Machinery of Government recommendations. The Tribunal increased Judicial Salaries by 4.6% in December 2000 and in April 2001 recommended a more workable travel allowance.


CORPORATE AND OTHER SERVICES The outcome of the State General Election had a significant impact on a number of the Ministry’s corporate support areas. There were a number of human resource issues, including a high level of staff movement in Ministerial and Parliamentary Electorate Offices. Information technology support was required to ensure that new staff had access to equipment and systems and support was also provided in the areas of finance, administration and records management. The Ministry initiated a graduate recruitment program with the aim of attracting candidates with a high level of academic achievement. The program is one of the strategies developed to address the Ministry’s ageing workforce. Four graduates commenced at the beginning of 2001 and have been rotating through various areas of the Ministry. The program has been successful and will be repeated in 2002. The Ministry continued to provide user input to the management and development of the personnel and payroll common use facility. Ministry staff are also involved in the tendering process for a new personnel and payroll common use contract, which is expected to be awarded early in 2002. E-commerce service delivery to internal and external clients continued to be improved. This included the development of a new financial management information system, which was made available to senior management.


EMPLOYEE PROFILE The following graph and table portray the gender profile of staff of the Ministry across the nominated salary ranges, for the year under review and the previous year.

2000/2001 1999/2000

Salary Range Total Female Male Total Female Male

0-28305 32 25 7 62 48 14 28306-32468 75 45 30 91 53 38 32469-36441 59 46 13 56 51 5 36442-40432 74 60 14 69 58 11 40433-46898 73 53 20 95 73 22 46899-54493 37 27 10 44 29 15 54494-61596 38 17 21 18 8 10 61597-70435 56 25 31 89 36 53 70436-79870 39 15 24 10 3 7

79871+ 43 9 34 50 15 35

526 322 204 584 374 210

Gender Profile – Ministry of the Premier and Cabinet

COMMENCEMENTS AND TERMINATIONS The Ministry processed a total of 230 commencements and 295 terminations throughout the year. Of this number 103 commencements and 165 terminations occurred in Ministerial offices. In addition, as part of providing administrative support to Members of Parliament, the Ministry processed a total of 241 commencements and 191 terminations of Electorate and Research Officers.

0

1 0

2 0

3 0

4 0

5 0

6 0

7 0

8 0

0 - 2 8 3 0 5 2 8 3 0 6 -

3 2 4 6 8

3 2 4 6 9 -

3 6 4 4 1

3 6 4 4 2 -

4 0 4 3 2

4 0 4 3 3 -

4 6 8 9 8

4 6 8 9 9 -

5 4 4 9 3

5 4 4 9 4 -

6 1 5 9 6

6 1 5 9 7 -

7 0 4 3 5

7 0 4 3 6 -

7 9 8 7 0

7 9 8 7 1 +

No

of

Em

plo

yees

Total Female Male


OCCUPATIONAL HEALTH The Ministry had 5 new worker’s compensation claims (one claim not finalised), of which only 2 have resulted in lost time. The Ministry continues to carry out workstation assessments, which have resulted in improvements in workstation set-ups and practices. The number of claims resulting from soft tissue injuries caused by incorrect workstations and practices has been reduced significantly during the financial year. TRAINING AND DEVELOPMENT Training undertaken throughout the year included various information technology courses and management training relevant to individual needs. This was in addition to the following training initiatives. Customer Service Corporate and Business Services Division staff attended workshops that were designed to refocus attention on customer orientation. Grievance Officer Training Grievance officer appointments were reviewed and training provided for newly nominated officers. Four Ministry staff have now been appointed to undertake the role of Grievance Officer. Staff Awareness Staff Awareness sessions continued to be provided during the year. The monthly sessions are designed to provide officers with relevant and topical information pertaining to the business of the Ministry and their obligations as public service officers. Sessions included: • Tour of Government House • Police Major Projects Unit • Guidelines Applying in WA during State General Elections • Machinery of Government. The Director General continued to meet personally with newly appointed officers. These meetings are informal gatherings where officers have the opportunity to ask questions and hear information pertaining to the Ministry, including the Code of Ethics, Code of Conduct and the Public Sector Standards in Human Resource Management. Instep Trainee Program The INSTEP program has been strongly supported within the Department and 4 new trainees commenced in February 2001, bringing the total to 6. Students are employed for 2 days per week and 3 days are spent at school. Students rotate through a number of work areas and supervisors within the Ministry ensure students


are provided with meaningful tasks to expand their skill base and achieve the required learning outcomes. HUMAN RESOURCE PROJECTS Quantitative Project – Benchmarking Human Resource Practices The Ministry continued with its participation in this project. The final collection of data for the Ministry was gathered for the December 2000 quarter. The information provides the Ministry with relevant data to assist in workforce planning. The Ministry has committed to continue with the benchmarking project for a further two years. Qualitative Project The Ministry is participating with a consortium of agencies in setting up a project for qualitative research into human resource management performance and practice. The project will build on the quantitative research project that has been undertaken. It will involve two data collections over a two year period and analysis of the information will provide greater clarity on people management factors that support or hinder higher productivity in the agency. The second data collection will measure the success of any interventions taken as a result of the first report. Code of Conduct The 1998 Code of Conduct was reviewed and the revised Code was distributed to all staff by means of the Intranet. Ministry officers continue to be guided by the information contained in the Code, the principles of the Code of Ethics and where applicable, by the specified policy or legislation. CORPORATE GOVERNANCE AND REVIEW The scope and emphasis on corporate governance and corporate performance matters was expanded, with the focus of reviews at a more strategic level. Key responsibilities of Corporate Governance and Review are to develop policies, undertake reviews and provide strategic advice and support to the Director General and senior managers on corporate governance matters including audit, risk management and corporate performance. The objective is to enhance the Ministry’s performance and to support the Director General in meeting statutory and policy compliance requirements. INFORMATION TECHNOLOGY Major projects undertaken during the year included: • Restructured the Department’s Information Technology Systems to facilitate the

needs of the incoming government.


• Rebuilt approximately one third of all IT systems installed in Parliamentary Electorate Offices to cater for changes to Members of Parliament following the State Election.

• Developed the web sites of the new Premier and all Ministers, an activity that was previously outsourced.

• Established a panel contract to enable Members of Parliament to select an Electorate Information Management System of their choice.

• Replaced in excess of 200 ageing computers and several printers, under the IT replacement program.

• Networked the Ministry and Ministerial offices telephone systems. INTERNAL AUDIT During the year a detailed review of Internal Audit was conducted and it was decided to contract the function. The development and management of internal audit policy, planning and standards remain internal to the Ministry. A contract was let for the provision of general internal audit services in accordance with the requirements of Section 53(f) of the Financial Administration and Audit Act 1985 and Part XII of the Treasurers Instructions. The Contractor is required to: • in conjunction with the Manager, Corporate Governance and Review, prepare the

Strategic Audit Plan for the three year period 2001 – 2004; • assist the Manager, Corporate Governance and Review with the development of

the annual audit plan; • scope, plan and conduct each audit as approved by the Manager, Corporate

Governance and Review; and • provide ad-hoc audit advisory services as required. The audits of the financial statement of the overseas offices that report to the Premier are outside the scope of the contract and are undertaken by locally contracted audit firms. The 2001–2004 Strategic Audit and the 2001/2002 annual plans have been drafted and are subject to the endorsement of the Ministry’s Internal Audit Committee. Another outcome of the Internal Audit review is the reconstitution of the Ministry’s Internal Audit Committee with revised terms of reference, consistent with current better practice models. The Internal Audit Committee now consists of the Director General, Executive Director, Policy and the Assistant Director General, Corporate and Business Services. Nominees from the Office of the Auditor General and the contracted firm may attend as observers. The Manager, Corporate Governance and Review, while not a member of the Committee, attends all meetings. The most significant audits and reviews conducted during the year include:


• revenue and cash management; • expenditure; • personnel and payroll system; • contract management; • Events Management System; • Corporate Information – records management; • a strategic self-assessment of the Ministry’s procurement processes using the

State Supply Commission’s new Risk Management Competencies and Compliance Framework.

Generally, the quality of management control was rated as satisfactory while overall risk exposures were rated as low risk. Advisory and assurance services were also provided on an ‘as required’ basis. RISK MANAGEMENT Risk Management is an integral part of the Ministry’s strategic planning and its operating procedures. Its purpose is to ensure that risk exposures are managed in a professional and prudent manner, ensuring that the Ministry’s objectives and strategies are met. The objectives of the Ministry’s Risk Management policy are to: • protect people; property and funds; • ensure continuity of operations; • ensure the Ministry retains the ability to deliver its outcomes and meet its

obligations; • minimise exposure to legal liability; and • ensure the provision of funds to recover in the event of a loss. Operation of the policy is in accordance with Treasurer’s Instruction (TI)109 and within the framework of the Australian/New Zealand Risk Management Standard AS/NZS 4360:1999. Accountability for Risk Management lies with the management of the operational units within the Ministry. FREEDOM OF INFORMATION (FOI) The Ministry supported FOI services to all sectors of the community, including the public, the media and Members of Parliament. 24 valid applications were received during the year. Of these, 4 sought access to personal information and 18 sought access to non-personal information. The remaining 2 applications were transferred in full to other public sector agencies for processing.


The table below details the 27 FOI applications that were finalised during this financial year. Applications Dealt With (includes some carried forward from previous financial year)

Personal Information Non-Personal Information

Full Access 2 11

Edited Access 0 8

Deferred Access 0 0

Section 28 Access 0 0

Access Refused 3 3

TOTAL DECISIONS 5 22

In 2000-2001 the Ministry continued to provide FOI support to the Treasury Department and the Salaries and Allowances Tribunal as a bureau service. The Ministry’s FOI Unit also provides training and advice to FOI Coordinators in Ministerial offices on an ongoing basis. RECYCLING Recycling services are organised to ensure that high grade waste paper is recycled. COMPLAINTS HANDLING POLICY AND GUIDELINES There have been no official complaints during the year to invoke the Complaints Handling Policy and Guidelines.


CERTIFICATION OF PERFORMANCE INDICATORS

I hereby certify that the performance indicators are based on proper records and fairly represent the performance of the Ministry of the Premier and Cabinet for the financial year ended 30 June 2001.

M C WAUCHOPE ACCOUNTABLE OFFICER 13 August 2001


OPINION OF THE AUDITOR GENERAL


PERFORMANCE INDICATORS The Ministry of the Premier and Cabinet’s mission is “To ensure the Premier’s needs and those of Cabinet are met”. The Ministry achieves its objective by carefully planning and resourcing ongoing functions and activities while ensuring that it is able to respond rapidly to Government priorities. This capability was demonstrated by the support provided to the incoming Government following the February general election and the subsequent Machinery of Government review. The Ministry's effectiveness indicators are primarily an index of client satisfaction derived from an annual survey of the Premier and Ministers. The efficiency indicators are based on the cost of providing certain services. Client feedback about quality and timeliness of services provided is acquired by survey. The survey results are calculated in accordance with Australian Bureau of Statistics recommendations. Satisfaction is expressed as a value between one and five, where a value of one indicates quality or timeliness well below client expectations and five, quality or timeliness well above client expectations. Thus, a mean value of three indicates that on the whole, a service met client expectations. The measures reported for 2000-01 use the same survey form as those published in 1999-00. While the survey was conducted later in the year than in 1999-00 to give as much time as possible for the incoming Premier and Ministers to form a view about the services provided, the rating by the Premier and Ministers is below the 1999/00 figure. Possible explanations for this reduction include the limited time available for key clients to experience the services provided by the Ministry, and pressures associated with change in government. The survey response rate was 78.57%, however some respondents were unable to evaluate all services. Efficiency indicators used in this report reflect costs associated with the particular deliverables identified for the output. Some cost measures are derived by aggregation of internal measures captured for management purposes. Corporate and Executive Support service costs are distributed to outputs on an FTE basis and included in the costs reported herein. The corporate services costing allocation methodology adopted in 1999-00 increased the proportion of corporate service expenditure borne by the Ministry and reduced the proportion allocated to external client agencies. The same methodology has been applied for 2000-01.


OUTCOME The Premier’s requirements and those of Cabinet are met. Effectiveness Indicator The principal clients of the Ministry of the Premier and Cabinet are the Premier in his capacity as Head of Government, Minister for Public Sector Management, and Federal Affairs; and Cabinet. The effectiveness indicator for the Ministry is the degree to which the Premier and the Cabinet are satisfied with services provided by the Ministry. This key indicator is a rating between one and five. Services provided to clients include but are not limited to: • the provision of strategic advice, • the organisation of Cabinet and Executive Council meetings, • support for chief executive officer selection processes, • management of the Senior Executive Service, and • the provision of executive and administrative support. Responses to the client satisfaction survey were received from the Office of the Premier and from ten Ministerial Offices. Responses to the question seeking an overall satisfaction rating for services provided were aggregated to generate this indicator. Key Effectiveness Indicator

98/99 99/00 00/01

Premier’s Office and Ministerial Office satisfaction with the support services provided.

4.3a 3.4 3.3

a This value was calculated by converting the 98/99 result to the scoring methodology adopted in 99/00. As a consequence, caution should be exercised in making comparisons between the 98/99 rating and subsequent years.


Efficiency Indicators The diversity of services provided by the Ministry constrains representation of the Ministry’s outcomes in a single efficiency indicator. Therefore, a limited number of key efficiency indicators have been identified for each of the Ministry’s outputs. Output 1 SUPPORT FOR THE PREMIER AS HEAD OF GOVERNMENT The Ministry provides administrative support and advice to respond to the Premier’s responsibilities as Head of Government. This output includes the promotion of Western Australia’s interests overseas, communication of major Government initiatives and promotion of services to the Western Australian community. Three key activities have been selected as the efficiency indicators for this output. The central focus of this output is support for the Premier as Head of Government and the principal indicator is the cost of providing services required for the effective operation of the Office of the Premier. The remaining indicators recognise the importance of the overseas representation of Western Australia, and of the media and communication services provided to the Premier and to Ministers. In addition to policy advice and professional support, the Office of the Premier provides administrative and secretariat services to the Premier. Costs reported for these indicators include executive and corporate services provided by the Ministry. Overseas Offices are maintained in London, Tokyo, Kobe and Seoul to attract direct foreign investment into Western Australia, and to promote Western Australian products and services. Media and communication costs include the co-ordination of Drug Free, Swan River Pollution and Home Invasion media campaigns, the co-ordination and monitoring of media releases and articles, and the preparation of advice and correspondence associated with matters requiring the Premier’s involvement. Key Efficiency Indicators

98/99 ($’000s)

99/00 ($’000s)

00/01 ($’000s)

Cost of services provided to support the Premier

4,737 4,655 4,189 a

Cost of representing WA interests overseas (per Overseas Office)

881 715 1,014 b

Average cost of media and communication services provided to each Minister (including the Premier)

169 166 209 a/c

a Severance expenses paid following the State General Election totalling $758,101

have been excluded from these efficiency indicators since this is considered to be abnormal expenditure.

b The weak Australian dollar has substantially increased the cost of operation of the overseas offices.


c Additional public awareness campaigns on Shark Patrols and Swan River Pollution (algal bloom) contributed to increased costs represented by this indicator.


Output 2 MANAGEMENT OF MATTERS OF STATE The Ministry provides services to support the functions of Executive Government; the administration of entitlements and services to Members of Parliament; and administrative support for Ministerial Offices and the Leaders of the First and Second parties in Opposition. Efficiency indicators for the Management of Matters of State output are the costs of providing administrative services to Ministers and Members of Parliament, and the cost of providing Executive Government Services. Cost reported for these indicators includes executive and corporate services provided by the Ministry. Support provided to Ministers and Members of Parliament includes office staffing, policy advice, general administrative services, travel and accommodation, and the provision of executive and corporate services. The Ministry has minimal discretion in respect of the operational costs for Ministerial Offices. Therefore, operational costs for Ministerial Offices are separated from the cost of the administrative support provided by the Ministry. The operating costs for Ministerial Offices in 2000/2001 were $22,606,694. Similarly, Members’ entitlements that comprise a significant proportion of the costs for this output area are determined by the Salaries and Allowances Tribunal Act. The Ministry has no discretion over the level of Members’ expenditure of their entitlements; therefore the value of entitlements is excluded from the indicator. The cost of current and former Members’ entitlements was $823,832 for 2000/2001. This output also includes corporate services provided at no charge during 2000/2001 to the following agencies within the Premier’s portfolio: Anti-Corruption Commission, Government Projects Office, Governor’s Establishment, Office of the Public Sector Standards Commissioner, Parliamentary Commissioner for Administrative Investigations (Ombudsman), Treasury Department, WA Drug Abuse Strategy Office, and support to commissions and inquiries plus community service obligations.


Key Efficiency Indicators

98/99 ($’000s)

99/00 ($’000s)

00/01 ($’000s)

Average cost per Ministerial Office including the Leaders of the Opposition) Average cost of administration provided

for each Minister (including the Leaders of the Opposition)

Average operating cost per Ministerial Office (including the Leaders of the Opposition) a

1,515 b 1,620

166

1,454

1,704c

291c

1413

Average cost of administration per Member of Parliament a

163 d 164 172e

Average cost of providing an Executive Government Service a/f

13 15 18 g

a Severance expenses paid following the State General Election totalling $3,982,662 for

Ministerial and other officers and $690,409 for Electorate Officers have been excluded from these efficiency indicators since this is considered to be abnormal expenditure.

b This indicator for 98/99 included both administrative and operational costs for Ministerial Offices. It has not been possible to disaggregate this measure.

c Average cost per Ministerial Office for the year 2000/01 increased due to the change in government, the establishment of the new Ministerial Offices (although the overall number of Ministerial Offices has reduced), and increased costs associated with Ministerial Air Charter. Savings from the reduction in the number of Ministerial Offices should be realised in 2001/02.

d Indicator for 98/99 was recalculated to exclude cost of entitlements of $554,295 paid to current and former Members of Parliament in 98/99. Indicators for 99/00 and 00/01 exclude cost of entitlements paid to current and former Members of Parliament of $794,430 and $823,832 respectively.

e The average cost of administration has increased marginally as a result of the large number of new Members of Parliament following the State general election.

f An Executive Government Service may be any of the following: an Executive Council meeting, Cabinet Meeting or Parliamentary Sitting Day supported; an official guest received or hospitality function organised; or a vehicle provided. Each of these activities utilises resources that are provided by the Ministry. While the resource requirements for each are not identical, no attempt has been made to weight individual components of the indicator at this time.

g The cost per Executive Government Service increased substantially due to the reduction in the number of services provided. This change is associated with the State General election, which led to a significant reduction in sitting days and official visits and functions.

Corporate Services costing $928,670 were provided at no charge to external agencies within the Premier’s portfolio. Community service obligations and support provided to various inquiries and commissions totalled $3,927,278 for the year ending 30 June 2001. These amounts are excluded from expenses reported for this output.


Output 3 SUPPORT FOR THE PREMIER AS MINISTER FOR PUBLIC SECTOR MANAGEMENT The Ministry provides advice, assistance and support to the Minister for Public Sector Management and to the public sector on a wide range of public sector management matters. Services provided include support for the functions prescribed by the Public Sector Management Act 1994; advice on human resource management practices and performance; redeployment and recruitment programs; and reporting on public sector workforce demographics, trends and management issues. The key clients of this output are the Minister for Public Sector Management and department chief executive officers. The Senior Executive Service, including chief executive officers, is established under the Public Sector Management Act. Support is provided by the Ministry in the form of chief executive officer appointment processes, development programs, and products and services such as “SES On-Line”. The Ministry co-ordinates public-sector redeployment policy and practice, and co-ordinates some sector-wide recruitment programs. The fortnightly “InterSector” magazine, incorporating the Public Service Notices, and publications related to workforce demographic and management issues and other papers and reports are also produced by this output. The costs of supporting the Minister for Public Sector Management and Senior Executive Service members, co-ordination of redeployment and recruitment functions, and the production of public sector management publications are the efficiency indicators for this output. Cost reported for these indicators includes executive and corporate services provided by the Ministry. Key Efficiency Indicators 98/99

($s) 99/00

($s) 00-01

($s) Average cost of support services provided per Senior Executive Service (SES) member a

4,446 4,259 3,337b

Average cost per recruitment and redeployment service provideda

1,868 1,905 1,726

Average cost per publication issued a 70,850 49,369 40,136c

a Severance expenses paid following the State General Election totalling $173,461 have been excluded from these efficiency indicators since this is considered to be abnormal expenditure.

b The average cost of supporting an SES member reduced substantially during 2000/01 due to a reduction in the number of FTEs providing this service.

c Average cost per publication reduced significantly due to a 19% increase in the number of publications produced during the year. Otherwise, output costs were consistent with 1999/00.


Output 4 MANAGEMENT OF POLICY The Ministry provides advice and co-ordination for the Premier and the Cabinet on key policy matters including policy co-ordination and review, federal affairs and native title. The Premier and Cabinet are the key clients/stakeholder group for this output. The Policy Office is the central contact point for the provision of government policy information, monitoring policy implementation and identifying opportunities for more effective co-ordination. This output supports the Cabinet Standing Committees on Economic, Environmental, Regional and Social Policy. An aggregation of the total employee hours spent in policy development, co-ordination and the provision of policy advice is used as the key efficiency measure for this output. Employee hours are derived from aggregation of the results of two activity samples per year. Cost reported for this indicator includes executive and corporate services provided by the Ministry. KEY EFFICIENCY INDICATOR

98/99 ($s)

99/00 ($s)

00/01 ($s)

Average cost per hour of policy advice, development and co-ordination a

88 86 b 98 c

a Severance expenses paid following the State General Election totalling $740,154 have

been excluded from this efficiency indicator since this was considered to be abnormal expenditure.

b Indicator for 99/00 recalculated to exclude grants totalling $1,327,668. Indicator for 98/99

has not been recalculated. c Grants totalling $3,503,670 excluded. Increased cost per hour attributable to unbudgeted

expenses for State Government copyright. Total output hours (68,039) for 2000/01 were consistent with 1999/00 (66,668).


Output 5 PARLIAMENTARY, STATUTORY AND LEGISLATIVE PUBLISHING SERVICES The Ministry provides secure, confidential and time critical publishing services to meet the needs of Parliament and Government. Costs of managing the State Law Publisher office, staffing and equipment are included in the efficiency indicators for the printing and publishing needs of Parliament, addressed by this output. Key efficiency indicators are the average cost per printing image and the average cost per publication. Cost reported for this indicator includes executive and corporate services provided by the Ministry. KEY EFFICIENCY INDICATOR

98/99 ($s)

99/00 ($s)

00/01 ($s)

Average cost per printing image produced a

0.16 0.11 0.12

Average cost per publication sold 1.92 2.98 3.28b a A printing image is a single pass of a document through the Docutech screen. b The increased cost per publication sold is principally attributable to the greater availability

of Statutes and other publications on-line. The number of publications sold in 2000/01 reduced by approximately 13% compared with 1999/00.


Output 6 CONSTITUTIONAL CENTRE The Government is committed to helping educate the community on the Western Australian and Commonwealth Constitutions and the Federal system of government. The Constitutional Centre provides a range of public education programs including exhibitions, seminars, public lectures and special events. Many of these programs are conducted at the Centre. The cost per customer of the Centre has been used as the efficiency measure for this function. The cost reported for this indicator includes executive and corporate services provided by the Ministry. KEY EFFICIENCY INDICATOR

98/99 ($s)

99/00 ($s)

00/01 ($s)

Cost per customer of the constitutional centre 27.72 30.00 20.86a a Reduction in visitor cost is the result of an increase of 112% increase in the number of

visitors during 2000/01.


CERTIFICATION OF FINANCIAL STATEMENTS

The accompanying financial statements of the Ministry of the Premier and Cabinet have been prepared in compliance with the provisions of the Financial Administration and Audit Act 1985 from proper accounts and records to present fairly the financial transactions for the year ended 30 June 2001 and the financial position as at 30 June 2001. At the date of signing, we are not aware of any circumstances which would render the particulars included in the financial statements misleading or inaccurate.

M C WAUCHOPE ACCOUNTABLE OFFICER G McAULLAY PRINCIPAL ACCOUNTING OFFICER 13 August 2001


OPINION OF THE AUDITOR GENERAL


MINISTRY OF THE PREMIER AND CABINET

Statement of Financial Performance

for the year ended 30 June 2001

Note 2000/01 1999/2000

($'000) ($'000)

COST OF SERVICES

Expenses from ordinary activities

Employee expenses 4 45,402 38,065

Administration expenses 5 28,652 24,022

Depreciation and amortisation 6 2,177 1,936

Accommodation expenses 7 10,307 9,181

Grants and subsidies 8 4,793 2,918

Net loss on disposal of non-current assets 9 67 -

Loss on foreign exchange - 106

Total cost of services 91,398 76,228

Revenues from ordinary activities

User charges and fees 10 8,911 5,650

Profit on foreign exchange 178

Total revenues from ordinary activities 9,089 5,650

NET COST OF SERVICES 82,309 70,578

REVENUES FROM GOVERNMENT

Appropriations 80,058 71,432

Resources received free of charge 543 557

Assets assumed/(transferred) 31 (14,098) -

Liabilities assumed by the Treasurer 4,000 3,793

Total revenues from Government 11 70,503 75,782

CHANGE IN NET ASSETS BEFORE RESTRUCTURING (11,806) 5,204

Net Expense from restructuring 12 (1,618)

CHANGE IN NET ASSETS AFTER RESTRUCTURING (11,806) 3,586

The Statement of Financial Performance should be read in conjunction with the accompanying notes.



Statement of Financial Position

as at 30 June 2001

Note 2000/01 1999/2000

($'000) ($'000)

Current Assets

Cash Assets 13 8,314 23,358

Restricted cash assets 14 910 780

Inventories 15 205 191

Other Assets 16 2,600 665

Receivables 17 1,354 507

Total Current Assets 13,383 25,501

Non-Current Assets

Property, plant and equipment and vehicles 18 3,946 4,283

TOTAL ASSETS 17,329 29,784

Current Liabilities

Payables 19 1,940 1,116

Other Liabilities 20 742 803

Provisions 21 5,336 6,267

Total Current Liabilities 8,018 8,186

Non-Current Liabilities

Provisions 21 1,253 1,734

TOTAL LIABILITIES 9,271 9,920

EQUITY 22

Accumulated surplus 7,190 18,996

Reserves 868 868

Total equity 8,058 19,864

TOTAL LIABILITIES AND EQUITY 17,329 29,784

The Statement of Financial Position should be read in conjunction with the accompanying notes.



Statement of Cash Flows

for year ended 30 June 2001

Note 2000/01 1999/2000 ($'000) ($'000) Inflows Inflows (Outflows) (Outflows)

CASH FLOWS FROM GOVERNMENT Recurrent Appropriations 11 77,292 69,382 Capital Appropriations 11 2,766 2,050 Asset Transferred - (1,610)

Net cash provided by Government 80,058 69,822

Utilised as follows: CASH FLOWS FROM OPERATING ACTIVITIES

Payments Employee costs (42,852) (33,957) Administration (28,642) (23,110) Grants and subsidies (4,793) (2,918) Accommodation expenses (10,418) (9,440) GST payments on purchases (4,832) - Receipts User charges and fees 8,543 5,462 Other receipts 36 - GST receipts on sales 662 - GST receipts from taxation authority 3,706 - Net Cash provided by/(used in) operating activities 23 (78,590) (63,963)

CASH FLOWS FROM INVESTING ACTIVITIES

Purchase of non-current physical assets (2,395) (2,537) Proceeds from the sale of non-current physical assets 16 17 Net Cash provided by/(used in) investing activities (2,379) (2,520)

CASH FLOWS FROM FINANCING ACTIVITIES

Repayment of Borrowings (22) 3 Net Cash provided by/(used in) financing activities (22) 3

Net increase/(decrease) in cash held (933) 3,342

Cash assets at beginning of the financial year 24,138 20,902 Cash balance transferred 31 (14,159) -

Effects of exchange rate changes on cash balances held in foreign currency 178 (106)

CASH ASSETS AT THE END OF THE FINANCIAL YEAR 9,224 24,138

The Statement of Cash Flows should be read in conjunction with the accompanying notes.



Summary of Consolidated Fund Appropriations and Revenue Estimates


2000/01 1999/2000 ESTIMATE ACTUAL VARIANCE ESTIMATE ACTUAL VARIANCE $'000 $'000 $'000 $'000 $'000 $'000

90 RECURRENT

Amount provided to fund Outputs for the year 72,729 85,297 12,568 70,655 75,786 5,131 less: Retained revenue - section 23A FAAA (6,210) (8,505) (2,295) (3,800) (5,482) (1,682) Section 25 Transfer - recurrent services 0 0 0 0 (1,422) (1,422) Item 5 - Amount provided to fund outputs for the year

66,519 76,792 10,273 66,855 68,882 2,027

Amount Authorised by Other Statues Salaries and Allowances Act 1975 500 500 0 500 500 0

Total Recurrent Services 67,019 77,292 10,273 67,355 69,382 2,027

CAPITAL Item 118-Amount Provided for Capital Services for the Year

2,946 2,766 (180) 6,550 6,550 0

Total Capital Services 2,946 2,766 (180) 6,550 6,550 0

GRAND TOTAL 69,965 80,058 10,093 73,905 75,932 2,027

DETAILS OF EXPENDITURE Recurrent Outputs: Support for the Premier as Head of Government

8,940 12,197 3,257 11,198 11,404 206

Management of matters of State 45,954 54,979 9,025 42,897 44,813 1,916 Support for the Premier as Minister for Public Sector Management

4,536 4,792 256 5,116 5,097 (19)

Management of policy 6,968 10,582 3,614 8,163 6,639 (1,524)

Parliamentary, statutory and legislative publishing services

3,041 3,171 130 2,661 2,757 96

Constitutional Centre 1,290 1,262 (28) 1,120 689 (431) 70,729 86,983 16,254 71,155 71,399 244 less Retained Revenue (3,710) (8,516) (4,806) (3,800) (5,482) (1,682) Change in Operating Account - (1,175) (1,175) - 3,465 3,465 67,019 77,292 10,273 67,355 69,382 2,027

Capital Capital Expenditure 2,946 1,611 (1,335) 6,550 7,463 913 Change in Operating Account - 1,155 1,155 - (913) (913)

2,946 2,766 (180) 6,550 6,550 0

Grand Total of Appropriations 69,965 80,058 10,093 73,905 75,932 2,027

DETAILS OF REVENUE ESTIMATES Revenues disclosed as Operating Revenues 0 8,911 8,911 0 5,650 5,650 Total Revenue Estimates 0 8,911 8,911 0 5,650 5,650

The Summary of Consolidated Fund Appropriations and Revenue Estimates should be read in conjunction with the accompanying notes. Explanations of variations between the current year estimates and actual results, and the actual results compared with the immediately preceeding year are set out in note 27.



Output Schedule of Expenses and Revenues


OUTPUTS

Support for the

Premier

Mgmt Matters of State

Public Sector Mgmt

Mgmt of

Policy

Publishing Services

Constitutional

Centre Total

COST OF SERVICES 2000/01 2000/01 2000/01 2000/01 2000/01 2000/01 2000/01

($'000) ($'000) ($'000) ($'000) ($'000) ($'000) ($'000)

Expenses from ordinary activities

Employees Expenses 6,108 29,698 2,907 4,815 1,503 371 45,402 Administration expenses 4,149 19,869 1,231 1,818 1,118 467 28,652 Grants and subsidies 289 342 289 3,869 2 2 4,793 Accommodation expenses 1,575 7,232 528 680 145 147 10,307

Depreciation and Amortisation

209 1,568 137 123 61 79 2,177

Loss on sale of assets 7 7 2 4 1 46 67

Total Cost of Services 12,337 58,716 5,094 11,309 2,830 1,112 91,398

Revenues from ordinary activities User Charges and Fees 521 3,629 1,310 527 2,839 85 8,911 Profit on foreign exchange 178 - - - - - 178

Total Revenues from ordinary activities

699 3,629 1,310 527 2,839 85 9,089

Net cost of services 11,638 55,087 3,784 10,782 (9) 1,027 82,309

Revenues from Government Appropriations 11,069 53,906 4,356 9,220 265 1,242 80,058

Resources received free of charge

75 361 32 54 16 5 543

Assets assumed/(transferred) - (14,098) - - - - (14,098)

Liabilities assumed by the Treasurer

368 2,741 306 388 159 38 4,000

Total revenues from Government 11,512 42,910 4,694 9,662 440 1,285 70,503

CHANGES IN NET ASSETS RESULTING

FROM OPERATIONS (126) (12,177) 910 (1,120) 449 258 (11,806)

The Output Schedule of Expenses and Revenues should be read in conjunction with the accompanying notes.


MINISTRY OF THE PREMIER AND CABINET Output Schedule of Expenses and Revenues


OUTPUTS

Support for the

Premier

Mgmt Matters of State

Public Sector Mgmt

Mgmt of

Policy

Publishing Services

Constitutional

Centre Total

COST OF SERVICES 1999/2000 1999/2000 1999/2000 1999/2000 1999/2000 1999/2000 1999/2000

($'000) ($'000) ($'000) ($'000) ($'000) ($'000) ($'000) Expenses from ordinary activities Employees Expenses 4,627 25,324 2,854 3,441 1,420 399 38,065 Administration expenses 3,342 15,980 1,537 1,597 1,346 220 24,022 Grants and subsidies 710 472 390 1,345 - 1 2,918 Accommodation expenses 1,299 6,580 478 614 128 82 9,181 Depreciation and amortisation 144 1,267 356 79 39 51 1,936 Loss on foreign exchange 106 - - - - - 106 Loss on sale of assets - - - - - - 0 Total Cost of Services 10,228 49,623 5,615 7,076 2,933 753 76,228

Revenues from ordinary activities User charges and fees 376 86 1,192 490 3,473 33 5,650

Total Revenues from ordinary activities

376 86 1,192 490 3,473 33 5,650

Net cost of services 9,852 49,537 4,423 6,586 (540) 720 70,578

Revenues from Government Appropriations 10,749 46,188 4,210 8,863 205 1,217 71,432

Resources received free of charge

83 367 33 53 16 5 557

Liabilities assumed by the Treasurer

328 2,604 317 349 157 38 3,793

Total revenues from Government 11,160 49,159 4,560 9,265 378 1,260 75,782

CHANGES IN NET ASSETS BEFORE RESTRUCTURING 1,308 (378) 137 2,679 918 540 5,204

Net Expense from restructuring

998 620 - - - - 1,618

CHANGES IN NET ASSETS AFTER RESTRUCTURING 310 (998) 137 2,679 918 540 3,586

The Output Schedule of Expenses and Revenues should be read in conjunction with the accompanying notes



Notes to the Financial Statements


1 Ministry mission and funding

The Ministry's mission is to ensure the Premier's requirements and those of Cabinet are met.

The Ministry is predominantly funded by Parliamentary appropriations. In addition, the Treasurer approved a number of arrangements whereby the Ministry could recoup from various sources and retain those funds under Net Appropriation agreements. The financial statements encompass all Funds through which the Ministry controls resources to carry on its functions.

In the process of reporting on the Ministry as a single entity, all intra-entity transactions and balances have been eliminated.

2 Significant accounting policies

The following accounting policies have been adopted in the preparation of the financial statements. Unless otherwise stated these policies are consistent with those adopted in the previous year.

General Statement

The financial statements constitute a general purpose financial report which has been prepared in accordance with Australian Accounting Standards and Urgent Issues Group (UIG) Consensus Views as applied by the Treasurer's Instructions. Several of these are modified by Treasurer's Instructions to vary the application, disclosure, format and wording. The Financial Administration and Audit Act and the Treasurer's Instructions are legislative provisions governing the preparation of financial statements and take precedence over Australian Accounting Standards and UIG Consensus Views. The modifications are intended to fulfil the requirements of general application to the public sector together with the need for greater disclosure and also to satisfy accountability requirements.

If any such modification has a material or significant financial effect upon the reported results, details of that modification and where practicable, the resulting financial effect is disclosed in individual notes to these financial statements.

Basis of accounting

The financial statements have been prepared in accordance with Australian Accounting Standard AAS 29.

The statements have been prepared on the accrual basis of accounting using the historical cost convention, with the exception that certain non-current physical assets have been introduced at the written down cost as at 30 June 1998. Additions to non-current physical assets since valuation are stated at cost.





Administered assets, liabilities, expenses and revenues are not integral to the Ministry in carrying out its functions and are disclosed in the notes to the financial statements, forming part of the general purpose financial report of the Ministry. The administered items are disclosed on the same basis as is described above for the financial statements of the Ministry. The administered assets, liabilities, expenses and revenues are those which the Government requires the Ministry to administer on its behalf. The assets do not render any service potential or future economic benefits to the Ministry, the liabilities do not require the future sacrifice of service potential or future economic benefits of the Ministry, and the expenses and revenues are not attributable to the Ministry.

As the administered assets, liabilities, expenses and revenues are not recognised in the principal financial statements of the Ministry, the disclosure requirements of Australian Accounting Standard AAS 33, Presentation and Disclosure of Financial Instruments, are not applied to administered transactions.

(a) Appropriations

Appropriations in the nature of revenue, whether recurrent or capital, are recognised as revenues in the period in which the Ministry gains control of the appropriated funds. The Ministry gains control of appropriated funds at the time those funds are deposited into the Ministry's bank account. Appropriations which are repayable to the Treasurer are recognised as liabilities.

(b) Net Appropriation Determination

Pursuant to section 23A of the Financial Administration and Audit Act, the net appropriation determination by the Treasurer provides for retention of the following moneys received by the Ministry:

* *

Proceeds from fees and charges; and Proceeds from training courses provided.

Retained revenues are only applied to the outputs specified in the 2000/01 Budget Statements.

Details of retained revenues are disclosed in the Summary of Consolidated Fund Appropriations and Revenue Estimates.

(c) Grants and Other Contributions Revenue

Grants, donations, gifts and other non-reciprocal contributions are recognised as revenue when the Ministry obtains control over the assets comprising the contributions. Control is normally obtained upon their receipt.





Contributions are recognised at their fair value. Contributions of services are only recognised when a fair value can be reliably determined and the services would be purchased if not donated.

(d) Depreciation of non-current assets

All non-current assets having a limited useful life are systematically depreciated over their useful lives in a manner which reflects the consumption of their future economic benefits.

Depreciation is provided for on the straight line basis, using rates which are reviewed annually. Useful lives for each class of depreciable asset are:

Furniture and fittings 10 years

Plant and equipment 5 years

Computer hardware/software 3 years

Office Establishment 4 years

(e) Employee entitlements

Annual leave

This entitlement is recognised at current remuneration rates and is measured at the amount unpaid at the reporting date in respect to employees' service up to that date.

Long service leave

A liability for long service leave is recognised, and is measured as the present value of expected future payments to be made in respect of services provided by employees up to the reporting date.

An actuarial assessment of long service leave was carried out at 30 June 1999, and was used for determining the liability reported. This method of assessment of the liability is consistent with the requirements of Australian Accounting Standard AAS 30 'Accounting for Employee Entitlements'.

Superannuation

Staff may contribute to the Superannuation and Family Benefits Act Scheme, a defined benefits pension scheme now closed to new members, or to the Gold State Superannuation Scheme, a defined benefit and lump sum scheme now also closed to new members. All staff who do not contribute to either of these schemes become non-contributory members of the West State Superannuation Scheme, an accumulation fund complying with the Commonwealth Government's Superannuation Guarantee (Administration) Act 1992.

The superannuation expense comprises the following elements:





(i)

change in the unfunded employer's liability in respect of current employees who are members of the Superannuation and Family Benefits Act Scheme and current employees who accrued a benefit on transfer from that Scheme to the Gold State Superannuation Scheme; and

(ii)

notional employer contributions which would have been paid to the Gold State Superannuation Scheme and West State Superannuation Scheme if the Ministry had made concurrent employer contributions to those Schemes.

(The superannuation expense does not include payment of pensions to retirees as this does not constitute part of the cost of services provided by the Ministry in the current year.)

(f) Leases

The Ministry has entered into a number of operating lease arrangements for buildings, office equipment and motor vehicles where the lessors effectively retain all of the risks and benefits incident to ownership of the items held under the operating leases. Equal instalments of the lease payments are charged to the Statement of Financial Performance over the lease term as this is representative of the pattern of benefits to be derived from the leased property.

(g) Receivables

Receivables are recognised at the amounts receivable as they are due for settlement no more than 30 days from the date of recognition.

Collectability of receivables is reviewed on an ongoing basis. Debts which are known to be uncollectable are written off.

(h) Accrued Salaries

The Accrued salaries suspense account consists of amounts paid annually into a suspense account over a period of 10 financial years to largely meet the additional cash outflow in each eleventh year when 27 pay days occur in that year instead of the normal 26. No interest is received on this account.

Accrued salaries represents the amount due to staff but unpaid at the end of the financial year, as the end of the last pay period for that financial year does not coincide with the end of the financial year. Accrued salaries are settled within a few days of the financial year end. The Ministry considers the carrying amount of accrued salaries to be equivalent to the net fair value.





(i) Payables

Payables, including accruals not yet billed, are recognised when the Ministry becomes obliged to make future payments as a result of a purchase of assets or services. Payables are generally settled within 30 days.

(j) Inventories

Inventories are valued at the lower of cost and net realisable value. Costs are assigned by the method most appropriate to each particular class of inventory, with the majority being valued on a first in first out basis.

(k) Resources Received Free of Charge

Resources received free of charge which can be reliably measured are recognised as revenues and as assets or expenses as appropriate at fair value.

(l) Foreign Currency Translation

The Ministry has offices in North Asia and Europe. Transactions denominated in a foreign currency are translated at the rates in existence at the dates of the transactions. Foreign currency receivables and payables at reporting date are translated at exchange rates current at reporting date. Exchange gains and losses are brought to account in determining the result for the year.

This translation is consistent with the requirements of Australian Accounting Standard AAS20A 'Foreign Currency Translation' under the Temporal Method.

(m) Revenue Recognition

Revenue from the sale of goods and disposal of other assets and the rendering of services, is recognised when the Ministry has passed control of the goods or other assets or delivery of the service to the customer.

(n) Comparative Figures

Comparative figures are, where appropriate, reclassified so as to be comparable with the figures presented in the current financial year.





3 Outputs of the Ministry

Information about the Ministry's outputs and, the expenses and revenues which are reliably attributable to those outputs is set out in the Output Schedule.

The six key outputs of the Ministry are:

Output 1 - Support for the Premier as Head of Government

The Ministry provides administrative support and advice responsive to the Premier's requirements as Head of Government. The output also includes the promotion of Western Australian interest's overseas, communicating Government policies and activities, and the coordination of special initiatives such as Graffiti Taskforce.

Output 2 - Management of matters of State

The Ministry provides a range of services on behalf of the Premier including support for the functions of Executive Government; administration of entitlements for Members of Parliament and support for Ministerial Offices and the Leader of Opposition. This output also includes the corporate services function provided to a number of agencies including the Office of the Public Sector Standards Commissioner, Treasury, Anti-Corruption Commission, Governor's Establishment and the Parliamentary Commissioner for Administrative Investigations.

Output 3 - Support for the Premier as Minister for Public Sector Management

The Ministry provides advice, assistance and support to the Minister for Public Sector Management and the public sector on a range of public sector management matters, particularly those associated with the functions specified within the Public Sector Management Act 1994.

Output 4 - Management of Policy

The Ministry provides advice to and co-ordination for the Premier and Cabinet on key policy matters to ensure effective government-wide perspective in the areas of policy co-ordination and review; federal and constitutional affairs; native title and strategic issues; and public sector review.

Output 5 - Parliamentary, statutory and legislative publishing services

Through the State Law Publisher, the Ministry provides a secure, confidential and time critical publishing service to meet the needs of Parliament and Government.

Output 6 - Constitutional Centre

The Government is committed to helping educate the community on constitutional matters through the provision of exhibitions and programs at the Constitutional Centre.





2000/2001 1999/2000

$'000 $'000

4 Employee expenses

Salaries 42,767 34,236

Superannuation 4,000 3,793

Change in annual and long service leave entitlements (1,365) 36

45,402 38,065

5 Administration expenses

Professional Services 6,414 5,262

Consultants 2,467 1,237

Travel 4,797 4,078

Other Staff costs 1,719 1,717

Communications 2,214 2,375

Consumables 3,422 3,279

Other Administration costs 7,619 6,074

Total expense for the year 28,652 24,022

6 Depreciation and amortisation

Furniture and Fittings 35 27

Plant and equipment 453 462

Computer hardware and software 917 1,097

Office Establishment 772 906

2,177 2,492

Prior years' adjustments - (556)

2,177 1,936

The Ministry implemented a new asset system during 1999/2000.

Reconciliation processes highlighted a number of prior year adjustments which have been adjusted in accordance with AAS 36.

7 Accommodation expenses

Lease rentals and outgoings 10,307 9,181

8 Grants and Subsidies

Subsidies and Community Grants 887 1,617

Government Agency Grants 403 111

External Grants 3,503 1,190

4,793 2,918





2000/01 1999/2000

$'000 $'000

9 Net profit/(loss) on disposal of non-current assets

Losses on Sale of non-current assets Plant and equipment 48 - Gross Proceeds on disposal of assets 3 - 45 - Computer hardware 2 - Gross Proceeds on disposal of assets 0 - 2 - Office Establishment 33 - Gross Proceeds on disposal of assets 13 - 20 - Net Loss 67 -

10 User charges and fees Contributions by senior officers to the Government Vehicle Scheme 128 146 Revenue from Sales - State Law Publisher 2,823 3,173 Provision of Services 1,259 1,178 Recoups 3,129 - Other Revenue 1,572 1,153 8,911 5,650

11 Revenues to/from Government Appropriation revenue received during the year: Recurrent 77,292 69,382 Capital 2,766 6,550 Capital - Administered (see note 31) - (4,500) 80,058 71,432

The following liabilities have been assumed by the Treasurer during the financial year:

Superannuation 4,000 3,793

The following assets have been assumed/(transferred to) other government agencies during the financial year:

Barrack Square Redevelopment (see note 31) (14,098) -





Resources received free of charge 2000/01 1999/2000

Determined on the basis of the following estimates provided by $'000 $'000

agencies:

Office of the Auditor General

- audit services 60 60

Contract and Management Services

- property maintenance services - -

State Supply Commission

- contract services - -

Department of Land Administration

- title searches 15 7

Treasury Department

- information systems services 8

- property management services 117 102

Valuer General

- valuation services 11 6

Crown Solicitor's Office

- legal services 340 374

543 557

70,503 75,782

12 Net Expense from Restructuring

During the 1999/2000 financial year, there were two transfers of funds held in the Ministry's Operating account following the transfer of services from the

Ministry to the Western Australian Tourism Commission and Office of Citizenship and Multicultural Interests (OCMI). The following transfers under

Section 15E of the Financial Administration and Audit Act 1985, were noted and endorsed by the Treasurer:

2000/01 1999/2000

$ $

Centenary of Federation funds to OCMI - 989,000

Convention Centre funds to the Tourism Commission - 621,000

The Ministry also transferred $8,000 worth of computers to OCMI.

13 Cash Assets

Operating Trust Account at Treasury 7,438 22,176

Cash on hand 132 132

Cash at bank - Tokyo representative office 179 220

- London representative office 565 830

8,314 23,358





2000/2001 1999/2000

$'000 $'000

14 Restricted Cash assets

Accrued salaries suspense account 910 780

Amount held in suspense account is only to be used for the purpose of meeting the 27th pay in a financial year that occurs every 11 years

15 Inventories

Stationery stores and material 20 23

Saleable publications 185 168

205 191

16 Other Assets

Prepayments 2,600 665

17 Receivables

Accounts receivable 905 494

GST receivable 449 13

1,354 507





2000/01 1999/2000

$'000 $'000

18 Property, plant and equipment and vehicles

Furniture and Fittings

At cost 594 392

Accumulated depreciation (115) (79)

479 313

Plant and Equipment

At cost 2,947 2,718

Accumulated depreciation (1,825) (1,474)

1,122 1,244

Computer hardware

At cost 4,956 4,657


1,205 1,193

Computer Software

At cost 455 229

Accumulated amortisation (186) (71)

269 158

Office Establishment

At cost 4,074 3,809


871 1,375

Total

At valuation - -

At cost 13,026 11,805

Accumulated depreciation and amortisation (9,080) (7,522)

3,946 4,283





18 Property, plant and equipment - (con't) Reconciliations Reconciliations of the carrying amounts or property, plant, equipment and vehicles at the beginning

and end of the current and previous financial year are set out below:

Furniture and

Fittings

Plant and Equipment

Computer Hardware

Computer Software

Office Establishment Total

$'000 $'000 $'000 $'000 $'000 $'000

2000/01 Carrying amount at start of year

313 1,244 1,193 158 1,375 4,283

Additions 201 379 816 226 301 1,923 Disposals 0 48 2 0 33 83 Depreciation 35 453 802 115 772 2,177 Carrying amount at end of year

479 1,122 1,205 269 871 3,946

1999/2000 Carrying amount at start of year

330 1,424 1,609 151 1,903 5,417

Additions 8 199 770 62 176 1,215 Disposals 4 20 389 0 0 413 Depreciation 21 359 797 55 704 1,936 Carrying amount at end of year

313 1,244 1,193 158 1,375 4,283





2000/01 1999/2000

$'000 $'000

19 Payables

Accounts payable 1,940 1,116

20 Other Liabilities

Accrued Salaries 706 745

Departmental Advance - London Office 36 58

742 803

21 Provisions

Current liabilities

Liability for annual leave 2,483 2,712

Liability for long service leave 2,853 3,555

5,336 6,267

Non-current liabilities

Liability for long service leave 1,253 1,734

Employee Entitlements

The aggregate employee entitlement liability recognised and included in the financial statements is as follows

Provision for employee entitlements:

Current 5,336 6,267

Non-current 1,253 1,734

6,589 8,001





2000/01 1999/2000

$'000 $'000

22 Equity

Equity represents the residual interest in the net assets of the Ministry. The Government holds the equity interest in the Ministry on behalf of the community.

The Asset Revaluation Reserve represents that portion of equity resulting from the revaluation of non-current assets.

Accumulated Surplus (Deficit)

Opening Balance 18,996 16,900

Adjustment for assets previously recognised - (1,490)

Change in net assets resulting from operations (11,806) 3,586

Closing Balance 7,190 18,996

Asset Revaluation Reserve

Opening Balance 868 868

Revaluations during the year - -

Closing Balance 868 868

23 Notes to the Statement of Cash Flows

(a) Reconciliation of cash

For the purpose of the Statement of Cash Flows, cash includes cash at bank, amounts in suspense and restricted cash. Cash at the end of the financial year as shown in the Statement of Cash

Flows is reconciled to the related items in the Statement of Financial Position as follows:

Cash assets (refer to note 13) 8,314 23,358

Restricted cash assets (refer to note 14) 910 780

9,224 24,138





2000/01 1999/2000

$'000 $'000

Reconciliation of net cost of services to net cash flows provided by/(used in) operating activities

For the purposes of the Statement of Cash Flows, 'cash' has been deemed to include cash on hand and amounts insuspense.

Net cost of services (82,309) (70,578)

Non-cash items: Depreciation and amortisation 2,177 1,936 Superannuation 4,000 3,793 Resources received free of charge 543 557 (Profit)/Loss on disposal of assets 67 - (Profit)/Loss on Foreign Exchange (178) 106 (Increase)/decrease in prepayments (1,389) (7) (Increase)/decrease in accounts receivable (368) (188) (Increase)/decrease in Inventories (14) 63 Increase/(decrease) in accrued salaries (38) 279 Increase/(decrease) in liability for employee entitlements (1,412) 36 Increase/(decrease) in accounts payable 795 40 Net GST receipts/(payments) (464) 0 Net cash provided by/(used in) operating activities (78,590) (63,963)

24 Resources provided free of charge

During the year the following resources were provided toother agencies free of charge for functions outside the normal operations of the Ministry:

Treasury Department - Corporate, Transport and Security services 598 430 Office of the Public Sector Standards Commissioner - Corporate and Transport Services 60 44 Anti-Corruption Commission - Corporate and Transport Services 102 76 Parliamentary Commissioner for Administrative Investigations - Corporate services 58 42 Government Projects Office - Corporate services 39 28 Governor's Establishment - Corporate Services 54 41 Salaries and Allowances Tribunal - Corporate Services 1 0 WA Drug Abuse Strategy Office - Corporate Services 46 0

958 661

All the above expenses form part of the Ministry's net cost of services.





2000/01 1999/2000

$'000 $'000

25 Commitments for expenditure

(a) Non-cancellable operating lease commitments

Within 1 year 6,289 7,077

Later than 1 year and not later than 5 years 13,862 12,663

Later than 5 years 2,238 4,001

22,389 23,741

26 Remuneration and retirement benefits of Senior Officers

Remuneration

The number of Senior Officers whose total of fees, salaries and other benefits received, or due and receivable, for the financial year, who fall within the following bands is:

$ 2000/01 1999/2000

40,000 - 50,000 2 -

60,000 - 80,000 1 2

81,000 - 90,000 1 -

91,000 – 100,000 2 2

101,000 – 110,000 1 -

111,000 – 120,000 1 2

130,000 – 150,000 1 1

151,000 - 200,000 - 1

201,000 - 220,000 1 -

The total remuneration of Senior Officers is: 991 895

Retirement benefits

The following amounts in respect of retirement benefits for Senior Officers were paid or became payable for the financial year:

Redundancy payments 482 -

Total notional contributions to Gold State and West State

Superannuation Schemes 124 93





27 Explanatory Statement

The Summary of Consolidated Fund Appropriations and Revenue Estimates discloses appropriations and other statutes expenditure estimates, the actual expenditures made and revenue estimates and payments into the Consolidated Fund, all on a cash basis.

The following explanations are provided in accordance with Treasurer's Instruction 945. Significant variations are considered to be those greater than 10% from the 2000/01 budget estimate.

(a)

Significant variations where actual expenditures exceeded or were less than estimates for the financial year.

Recurrent

1 Support for the Premier as Head of Government - $3,257,000

A number of factors have contributed to the increase, including, a weak Australian dollar causing the cost of the overseas offices to rise and the prepayment of the first quarterly advance to the offices in Tokyo, London and Korea. The running of a number of public awareness campaigns including, shark patrols, algal bloom, etc., contributed to the increased costs. Also there were various post election costs including termination payments attributable to this output.

2 Management of matters of State - $9,025,000

The additional expenditure relates to increases in the cost and usage of the air charter contract. This output also reflects the costs of the Fair Trading Inquiry, the set-up costs for the Royal Commission into Finance Brokers, King Edward Memorial Hospital (KEMH) Inquiry and costs associated with the WA Racing Industry Review. There were also various post election costs including termination payments attributable to this output.

3 Management of Policy - $3,614,000

A number of unbudgeted payments for the government were made including obligations for copyright and payments for the Kalgoorlie Miners and Prospectors Hall of Fame.

A number of new cost centres were created to focus on particular issues following the State election. There were also a number of unanticipated termination payments to staff during the year

4 Retained Revenue - $4,806,000

The increased revenue is mainly due to recoups from the Health Department for the KEMH Inquiry.





Capital

5 Capital Expenditure - ($1,335,000)

There was reduced expenditure on Native Title agreements and the fit-out of new Ministerial offices.

(b)

Significant variations between actual outputs for the financial year and outputs for the immediately preceeding financial year.

6 Management of matters of State - $10,166,000

The additional expenditure relates to increases in the cost and usage of the air charter contract. This output also reflects the costs of the Fair Trading Inquiry, the set-up costs for the Royal Commission into Finance Brokers, King Edward Memorial Hospital Inquiry and costs associated with the WA Racing Industry Review

There were also various post election costs including termination payments. None of these costs were incurred in the previous financial year.

7 Management of Policy - $3,943,000

An under-expenditure associated with the Kalgoorlie Miners and Prospectors Hall of Fame in 1999/2000 together with expenditure on the project this year have contributed to the variance. In addition there were a number oftermination payments paid during the year.

8 Parliamentary, statutory and legislative publishing services - $414,000

The first payment for a new printer in 2000/01 has caused the variance between the two years.

9 Constitutional Centre - $573,000

Increased exhibition activity and office establishment costs have caused this years expenditure to be higher.

10 Retained Revenue - $3,034,000

The increased revenue is mainly due to recoups from the Health Ministry for the KEMH Inquiry.

Capital

11 Capital Expenditure - ($5,852,000)

The higher expenditure in 1999/2000 was a result of the Barrack Square Redevelopment project.





(c) Supplementary Funding

The Ministry received supplementary funding of $10,728,000 during the year to help meet the costs of various initiatives which include the:

- Post Election costs (Restructure of Ministerial Portfolios)

- Kalgoorlie Miners and Prospectors Hall of Fame

- WA Racing Industry Review

- Foreign Currency losses

- Ministerial Air Charter

- Whole of Government Copyright

- Royal Commission into Finance Broking Industry

- Electoral Office Information System

- Government Advertising Rebates

The extent of the supplementary funding was kept to a minimum as savings were achieved in a number of areas.

28 Supplementary information 2000/01 1999/2000

$'000 $'000

Losses of public moneys and public or other property through theft or default - -

Public and other property, revenue and debts to the State written off in accordance with section 45 of the Financial Administration and Audit Act 1985 by:

The Accountable Officer - 5

Gifts of public property

Various gifts to distinguished personnel by the Premier and other senior officers - -





29 The Gerald Frank Brown Memorial Trust

Ministry of the Premier and Cabinet The Gerald Frank Brown Memorial Trust For the year ended 30 June 2001

Purpose of the Trust

To hold money:

-

bequeathed to the Government of Western Australia by Gerald Frank Brown and subsequently appropriated by Parliament; and

-

received from private organisations and persons for the provision of scholarships and studentships to young persons from the European Economic Community to visit Western Australia and undertake approved educational activities for the purpose of promoting and enhancing the social, cultural, historical and economic ties between Western Australia and Europe.

2000/01 1999/2000

Financial detail $ $

Opening Balance 266,930 268,447 Plus contributions 15,530 11,597 Less payments (4,018) (3,940) Unrealised gain (loss) on translation 36,768 (9,174) Closing balance 315,210 266,930

Overseas transactions have been translated in accordance with AAS20A, 'Foreign Currency Translation' using the Temporal Method.





30 Additional Financial Instruments Disclosures (a) Interest rate risk exposure The Ministry's exposure to interest rate risk, repricing maturities and the effective interest rates on financial instruments are: Weighted

average effective Interest

rate

Floating interest

rate

Fixed interest rate maturities

Non interest bearing

Total

%

$’000

1 year or less

$’000

1 to 5 years $’000

Over 5 years $’000

$’000

$’000 30 June 2001 Assets Cash Assets 3.044 565 7,749 8,314 Restricted Cash Assets 910 910 Receivables 1,354 1,354 Total financial assets 565 0 0 0 10,013 10,578 Liabilities Payables 1,940 1,940 Other 742 742 Provisions 6,589 6,589 Total financial liabilities 9,271 9,271 Net financial assets 565 742 1,307 30 June 2000 Assets Cash Assets 2.380 830 22,528 23,358 Restricted Cash Assets 780 780 Receivables 507 507 Total financial assets 830 0 0 0 23,815 23,815 Liabilities Payables 1,116 1,116 Other 803 803 Provisions 8,001 8,001 Total financial liabilities 9,920 9,920 Net financial assets 830 13,895 14,725

(b) Credit risk exposure Amounts owing by other government agencies are guaranteed and therefore no credit risk exists in respect of those amounts. In respect of other financial assets the carrying amounts represents the Ministry’s maximum exposure to credit risk in relation to those assets. (c) Net Fair Values The carrying amount of financial assets and financial liabilities recorded in the financial statements are not materially different from their net fair values, determined in accordance with the accounting policies disclosed in note 2 to the financial statements.





31 Administered Transactions (a) Barrack Square Redevelopment

In 1998/99, the redevelopment of Barrack Square was made a responsibility of the Ministry of the Premier and Cabinet and funds were appropriated for the project. During 1999/2000 it was recognised that the Ministry was administering the Barrack Square Redevelopment and would not derive any future economic benefit from the project.

The project was completed in 2000/01 with a total cost of $20.088 million. The control of the asset is currently being transferred to the relevant agencies.

2000/01 1999/2000 $ $ Capital Appropriation - 4,500 Completed Work 14,098 5,990 (b) Royal Commission into the Finance Broking Industry In June 2001, the Royal Commission was appointed to inquire into the conduct and practices

within the finance broking industry. The Ministry has the responsibility of providing administrative support to this Royal

Commission and all revenues and expenditures are recognised as administered transactions 2000/01 1999/2000 $ $ Administered Expenses and Revenues Employee expenses 54 - Administration expenses 327 - Depreciation and amortisation 7 - Accommodation expenses 5 - Total administered expenses 393 - Revenues from Government Recurrent Appropriation 250 - Total administered revenues 250 - Administered Assets and Liabilities Current Assets - - Non-Current Assets Office Equipment 10 Computer Hardware 142 Total Administered Assets 152 - Current Liabilities Accounts Payable 262 - Accrued Salaries 8 - Employee Entitlements 25 - 295 - Non-Current Liabilities - - Total Administered Liabilities 295 -





32 Affiliated Bodies

Salaries and Allowances Tribunal

The Tribunal, established by section 5 of the Salaries and Allowances Act 1975,is an affiliated body of the Ministry.

For 2000/01, the Tribunal received funding of $397,000 (1999/2000 - $311,000) and total expenditure was $368,000 (1999/2000 - $314,000).


APPENDICES APPENDIX 1

THE THIRD GALLOP MINISTRY Honourable Dr Geoffrey Ian GALLOP BEc MA MPhil DPhil MLA Premier; Minister for Public Sector Management; Federal Affairs; Science; Citizenship and Multicultural Interests Honourable Eric Stephen RIPPER BA DipEd MLA Deputy Premier; Treasurer; Minister for Energy Honourable Kimberley Maurice CHANCE MLC Minister for Agriculture; Forestry and Fisheries; the Midwest, Wheatbelt and Great Southern Honourable Thomas Gregory STEPHENS BA MLC Minister for Housing; Works and Services; the Kimberley, Pilbara and Gascoyne Honourable John Charles KOBELKE BSc DipEd JP MLA Minister for Labour Relations; Consumer Affairs; Employment and Training Honourable James Andrew MCGINTY BA BJuris(Hons) LLB JP MLA Attorney General; Minister for Justice and Legal Affairs; Electoral Affairs; Peel and the South West Honourable Dr Judith Mary EDWARDS MB BS MLA Minister for the Environment and Heritage; Water Resources Honourable Michelle Hopkins ROBERTS BA DipEd MLA Minister for Police; Emergency Services; Local Government; Minister Assisting the Minister for Planning and Infrastructure Honourable Alannah MACTIERNAN BA LLB BJuris JP MLA Minister for Planning and Infrastructure Honourable Clive Morris BROWN MLA Minister for State Development; Tourism; Small Business; Goldfields-Esperance Honourable Alan John CARPENTER MLA Minister for Education; Sport and Recreation; Indigenous Affairs Honourable Sheila Margaret MCHALE MLA Minister for Community Development, Women’s Interests, Seniors and Youth; Disability Services; Culture and the Arts


Honourable Robert Charles KUCERA APM MLA Minister for Health Honourable Nicholas David GRIFFITHS LLB MLC Minister for Racing and Gaming; Minister Assisting the Treasurer



STATEMENT OF EXPENDITURE Section 175ZE of the Electoral Act 1907, requires the Ministry of the Premier and Cabinet to include a statement in the annual report, setting out details of expenditure incurred by the Ministry on certain classes of organisations. The expenditure for various classes of organisation totalled $1,275,661.65 and comprises the following: (a) Advertising Agencies $437,418.48 (a)

Bowtell Clarke and Yole Media Decisions WA Healy Maher Publishing Lasso Media Pty Ltd

(b) Market Research Organisations Nil (c) Polling Organisations $182,000.00 West Coast Field Services (d) Direct Mail Organisations Nil (e) Media Advertising Organisations $656,243.17 (b) (c)

MarketForce Productions West Australian News Ltd West Australian Publishers Community Newspapers

(a) Includes $45,362.68 paid on behalf of the Inquiry into Obstetric and Gynaecological

Services at King Edward Memorial Hospital. (b) Includes $9,979.20 paid on behalf of the Inquiry into Obstetric and Gynaecological

Services at King Edward Memorial Hospital and $10,108.70 paid on behalf of the Western Australian Racing Industry Review.

(c) Includes the cost of production of Intersector magazine, which was contracted to a Media

Advertising Organisation from August 2000.



PUBLICATIONS During the 2000/2001 financial year, the Ministry of the Premier and Cabinet issued the following publications:

Profile of the Western Australian State Government Workforce at 30 June 2000

New Century, New Workforce – The Changing Face of the Public Sector in Western Australia

Workforce Beyond 2000 Series - Paper 1: Strategic People Planning: An Overview of Workforce Planning

Workforce Beyond 2000 Series - Paper 2: Retirement Intentions

Using the Workforce Profile to Track HR Performance - HRMOIR Comparative Analysis Tool (CAT) for June 2000 data

Overview of the Western Australian Public Sector Workforce (as at 30 June 2000)

Employment in WA State Government Bodies: June, September & December 2000, March 2001

Workplace Absence: An Analysis of the Interaction of Types of Leave in the WA Public Sector

Intersector, 25 issues The European Review, four issues, June 2000; November 2000; December 2000 and March 2001 The WA Review, four issues, June 2000; November 2000; December 2000 and March 2001 Changing Constitutions, exhibition catalogue Changing Constitutions – education package A Nation at Last – education package The Constitutional Centre of Western Australia – promotional brochure The Constitutional Centre of Western Australia – education programs brochure A Career in the Western Australian Public Sector 2002 Graduate Opportunities, April 2001


Public Services Training Package: Information Guide for WA Public Sector Agencies Career Development Programs 2000-2001 Quarterly Price Catalogue (State Law Publishing) – quarterly SAFER W.A. - Together against Crime SAFER W.A. Newsletter three issues, No 4. July 2000, No 5. October 2000 and No 6. January 2001 Strong Families Strong Families Albany Strong Families Midland Strong Families - Information for Families Strong Families Newsletter Issue 1 April 2001 The Native Title WA newsletter three issues

MINISTRY OF THE PREMIER & CABINET ANNUAL REPORT 2000/2001file/premcab2001.pdf · 2019. 12. 6. ·...

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