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2015-16 Annual ReportPublic Safety Business Agency

This annual report provides information about the Public Safety Business Agency financial and non-financial performance for 2015-16. It has been prepared in accordance with the Financial Accountability Act 2009, the Financial and Performance Management Standard 2009 and the Annual report requirements for Queensland Government agencies.

Enquiries and further informationFor enquiries or further information about this annual report, please contact: Michelle Petroccitto, Director, Governance and Performance Unit, Office of the Chief Operating Officer, Public Safety Business AgencyTelephone: 07 3239 0500Email: [email protected] Visit: www.psba.qld.gov.au

This annual report can be obtained in paper form by calling 13 QGOV (13 7468) or online at www.psba.qld.gov.au/publications/annualReport/Pages/default.aspx.

FeedbackFeedback on the annual report can be provided through the Get Involved website: www.qld.gov.au/annualreportfeedback.

Other languages and formatsThe Queensland Government is committed to providing accessible services to Queenslanders from all cultural and linguistic backgrounds.

If you have difficulty understanding this publication and need a translator, please call the Translating and Interpreting Service (TIS National) on telephone number 131 450 and an interpreter will be arranged to communicate the report to you.

Copyright© The State of Queensland, Public Safety Business Agency 2016.

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AttributionContent from this annual report should be attributed as: The State of Queensland, Public Safety Business Agency Annual Report 2015-16.

ISSN: Online: 2204-017XPrint: 2206-1142

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Letter of compliance

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Table of contentsLetter of compliance....................................................................................................................................ii

Table of contents.......................................................................................................................1Chief Operating Officer’s message............................................................................................................2Chair of the Board of Management’s message..........................................................................................3

Overview.....................................................................................................................................4Public safety portfolio overview..................................................................................................................4Legislation administered by the portfolio....................................................................................................7Machinery-of-government changes............................................................................................................8Public safety portfolio committee................................................................................................................9About us....................................................................................................................................................11Organisation structure..............................................................................................................................17

Financial summary..................................................................................................................19Summary of financial performance...........................................................................................................19Summary of financial position..................................................................................................................21

Performance.............................................................................................................................22Key performance measures.....................................................................................................................222015-16 Highlights....................................................................................................................................24

Objective One....................................................................................................................................24Objective Two....................................................................................................................................26Objective Three..................................................................................................................................33Objective Four....................................................................................................................................36

Governance..............................................................................................................................38Executive management............................................................................................................................38Board and committee...............................................................................................................................41Ethics and code of conduct......................................................................................................................45Risk management and accountability.......................................................................................................46Human resources.....................................................................................................................................52

Financial statements...............................................................................................................56Financial statements - Table of contents...............................................................................57Statement of comprehensive income.......................................................................................................58Statement of financial position.................................................................................................................59Statement of changes in equity................................................................................................................60Statement of cash flows...........................................................................................................................61Notes to and forming part of the financial statements 2015-16...............................................................62Management Certificate...........................................................................................................................88Independent Auditor’s Report...................................................................................................................89

Appendices.............................................................................................................................. 91Acronyms..................................................................................................................................................91Compliance checklist................................................................................................................................92Contacts and key locations......................................................................................................................94

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Information about consultancies, overseas travel and the Queensland Language Services Policy is available at the Queensland Government Open Data website (www.data.qld.gov.au/).

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http://www.data.qld.gov.au/


Chief Operating Officer’s message

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Chair of the Board of Management’s message

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OverviewPublic safety portfolio overviewThe public safety portfolio, under the Minister for Police, Fire and Emergency Services and Minister for Corrective Services, consists of the:

Office of the Inspector-General Emergency Management (IGEM)

Public Safety Business Agency (PSBA)

Queensland Fire and Emergency Services (QFES)

Queensland Police Service (QPS).

The portfolio structure is designed to support an integrated and collaborative approach to service delivery.

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Minister for Police, Fire and Emergency Services and Minister

for Corrective Services The Honourable Bill Byrne MP

Office of the Inspector-General Emergency Management

Inspector-GeneralIain MacKenzie AFSM

Public Safety Business Agency Chief Executive Officer Anthony Reilly (Acting)

Queensland Fire and Emergency Services

CommissionerKatarina Carroll APM

Queensland Police ServiceCommissioner

Ian Stewart APM


Office of the Inspector-General Emergency ManagementThe Office of the IGEM was formally established as a public service office on 1 July 2014 under amendments to the Disaster Management Act 2003. The Office of the IGEM provides independent assurance and advice to enable confidence in Queensland’s emergency management arrangements.

Public Safety Business AgencyPSBA was established on 1 November 2013 under the Public Service Act 2008 with the renaming of the Department of Community Safety (Public Service Departmental Arrangements Notice (No.8) 2013). On 21 May 2014, with the assent of the Public Safety Business Agency Act 2014, PSBA was established as a public service office.

PSBA provides strategic and corporate services to Queensland’s public safety agencies – the Office of the IGEM, QFES and QPS – allowing them to concentrate on frontline service delivery. It also performs operational functions including Queensland Government Air (QGAir) services, State Government Security and administration of the Blue Card system.

An independent review of the PSBA was undertaken by the Public Service Commission in 2015. The final report Review of the Public Safety Business Agency (November 2015) was tabled in Parliament in February 2016. The review considered the scope, function and structure of the PSBA to ensure it effectively supported public safety service delivery to the community. The review recommended the PSBA narrow its focus to corporate support and made eight recommendations. The government accepted the review's recommendations, with the exception of recommendation six (to transfer the Police Air Wing to the QPS). Further work will be progressed on this recommendation.

A PSBA Interim Board of Management was subsequently established (inaugural meeting held 16 May 2016) to progress the review recommendations and provide peak governance and coordination until a mature governance framework and organisational structure is in place. An Acting Chief Executive Officer, PSBA was also appointed in April 2016 to assist the PSBA Interim Board of Management.

The Public Safety Business Agency and Other Legislation Amendment Bill 2016 was introduced into Parliament on 24 May 2016. The Bill proposes to implement various recommendations of the review including establishing the PSBA Board of Management and changing the role of the PSBA Chief Executive Officer to Chief Operating Officer. The Bill was referred to the Legal Affairs and Community Safety Committee for consideration. The committee is required to report back to Parliament on the Bill by 2 August 2016.

For further information regarding the review refer to page 46.

Queensland Fire and Emergency ServicesQFES was established as a department on 1 November 2013 under the Public Service Act 2008 (Public Service Departmental Arrangements Notice (No. 8) 2013). QFES is the primary provider of fire and rescue, emergency management and disaster mitigation programs and services throughout Queensland, and includes the Fire and Rescue Service, the Rural Fire Service and the State Emergency Service. Through Service Agreements, QFES also supports other emergency response volunteer organisations/agencies including Surf Life Saving Queensland, Royal Life Saving Society Queensland, Australian Volunteer Coast Guard Association and Volunteer Marine Rescue Association Queensland.

It is the role of QFES to provide leadership, mitigation planning and response services to the community. QFES aims to protect persons, property and the environment through the continued delivery of emergency services, awareness programs, response capability and capacity, and incident response and recovery for a safer Queensland.

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Queensland Police ServiceThe Police Department was initially established by the Police Act of 1863 which took effect on 1 January 1864. The QPS works with the community to stop crime and make Queensland safer. The QPS is responsible for service delivery 24 hours a day, seven days a week, focused on preserving peace and good order, protecting the community, preventing and detecting crime, administering the law fairly and efficiently, and bringing offenders to justice. This is achieved by using technology and innovative strategies to enable a mobile, flexible and agile delivery of services to address community needs.

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Legislation administered by the portfolioIn accordance with Administrative Arrangements Order (No. 3) 2015, during 2015-16 the portfolio administered the following legislation:

Agency Legislation administered

PSBA Public Safety Business Agency Act 2014

State Buildings Protective Security Act 1983

Working with Children (Risk Management and Screening) Act 2000

QFES Disaster Management Act 2003

Fire and Emergency Services Act 1990

QPS Australian Crime Commission (Queensland) Act 2003

Child Protection (Offender Prohibition Order) Act 2008

Child Protection (Offender Reporting) Act 2004

G20 (Safety and Security) Act 2013

Police Powers and Responsibilities Act 2000

Police Service Administration Act 1990

Public Safety Preservation Act 1986

Queensland Police Welfare Club Act 1970

Summary Offences Act 2005

Terrorism (Preventative Detention) Act 2005

Weapons Act 1990

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Machinery-of-government changesDate Changes

1 July 2015 The transfer of Community Helicopter Providers from Queensland Health to the PSBA became effective.

1 July 2016 As a result of the Review of the Public Safety Business Agency (November 2015), the following machinery-of-government changes will occur as outlined in the Public Service Departmental Arrangements Notice (No. 2) 2016:

PSBA Media (QPS) will transition to QPS PSBA Media (QFES) will transition to QFES PSBA Content and Multimedia will transition to QFES Training and Development (including training academies) will transition to QFES

and QPS PSBA Recruitment will transition to QFES and QPS PSBA Strategy Division will transition to QFES and QPS; including the Office of the

General Manager, the Office of the Executive Director (Strategy and Consulting), Policy, Engagement (including the Drug and Alcohol Coordination Unit), Planning, Performance, Innovation, Governance and Legislation

PSBA Ministerial and Executive Services will transition to QFES and QPS PSBA Ethical Standards will transition to QFES with one position remaining with

PSBA PSBA Executive Services will transition to QFES and QPS PSBA Legal Services will transition to QFES and QPS PSBA Cabinet Legislation and Department Liaison will transition to QFES and QPS PSBA Right to Information will transition to QFES and QPS PSBA Levy Management Unit and Business Performance Analysts will transition to

QFES PSBA Safety and Wellbeing will transition to QPS PSBA Workforce Engagement will transition to QFES and QPS PSBA Library Services will transition to QPS PSBA Calibration Laboratory will transition to QPS PSBA Evidence Management will transition to QPS PSBA Forensic Services, Technical Support will transition to QPS.

In addition, in line with the Review of the PSBA recommendations, the Public Safety Business Agency and Other Legislation Amendment Bill 2016 (the Bill) was introduced into Parliament on 24 May 2016. The Bill proposes to implement various recommendations of the review by amending legislation including finalising the machinery-of-government changes that will allow Blue Card Services to transition to the Department of Justice and Attorney-General and allow for the comprehensive integration of State Government Security into the QPS.

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Public safety portfolio committeeWithin the public safety portfolio, each agency has its own corporate governance framework (refer pages 41-44). In addition, there is a portfolio-wide corporate governance committee – the Public Safety Portfolio Audit and Risk Committee, which provides independent assurance on risk, control and compliance frameworks and ensures the portfolio’s operations are carried out efficiently, effectively and economically.

The former Public Safety Portfolio Innovation Committee and Public Safety Executive Coordinating Committee will no longer convene as the objectives of these committees will be achieved by the PSBA Interim Board of Management (the Board). The Commissioner, QPS (Chair) and Commissioner, QFES are members of the Board along with an external member, Mr Geoff Waite, Assistant Under Treasurer (Corporate Group), Queensland Treasury.

Public Safety Portfolio Audit and Risk Committee

The Public Safety Portfolio Audit and Risk Committee has been established under, and operates in accordance with, the terms of its charter that was developed in line with Queensland Treasury’s Audit Committee Guidelines: Improving Accountability and Performance.The committee governs audit and risk matters for the public safety portfolio agencies. It provides independent assurance and assistance through prompt and constructive reports directly to each accountable officer in the portfolio, particularly when issues identified present material risk or threat to the portfolio.

The committee is chaired by an independent external expert appointed to the role. Each public safety portfolio agency is represented by one member. A second external member also forms part of the committee. The Chair may invite or give approval for other persons to attend a committee meeting.

The committee meets quarterly and met on four occasions during 2015-16.

The independent external Chair received $8,250 (including GST) in remuneration for services provided in 2015-16. The second external member received $3,300 (including GST). There were no other on-costs.

Committee Members Graham Carpenter, Chair (external member) Ian Stewart APM, Commissioner, QPS represented by Brett Pointing, Deputy Commissioner,

Strategy, Policy and Performance, QPS Katarina Carroll APM, Commissioner, QFES represented by Doug Smith, Deputy

Commissioner and Chief Strategy Officer, Capability and Performance Division, QFES Iain MacKenzie AFSM, Inspector-General Emergency Management Rod Wilson, Deputy Chief Executive Officer (Acting), PSBA Marita Corbett (external member)

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Achievements During 2015-16, the committee’s achievements included:

oversaw progress on Queensland Audit Office (QAO) issues and the status of the QAO Audit Program

reviewed and endorsed the Annual Financial Statements and the Chief Finance Officer Assurance Statements

monitored compliance with the 2015-16 Annual Internal Audit Plan and oversaw the status of open recommendations

approved the: Internal Audit Charter Audit and Risk Committee Charter and Structure Audit and Risk Committee 2016-17 Workplan

endorsed the Annual Internal Audit Plan 2016-17, incorporating the Internal Audit Strategic Plan 2016-2019.

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About us The PSBA was established on 1 November 2013 under the Public Service Act 2008 with the renaming of the Department of Community Safety (Public Service Departmental Arrangements Notice (No. 8) 2013). On 21 May 2014, with the assent of the Public Safety Business Agency Act 2014, PSBA was established as a public service office.

During 2015-16, PSBA provided high quality and sustainable operational services to the Queensland community, and strategic and corporate services including finance, human resources, frontline and digital services, ministerial and executive services, and media and business strategy to Queensland’s public safety agencies – the Office of the IGEM, QFES and QPS – enabling them to focus on frontline service delivery. PSBA’s operational services include QGAir, State Government Security, and administration of the Blue Card system. PSBA also provides information and communications technology (ICT) support to the Queensland Ambulance Service (QAS).

In May 2015, an independent review of the PSBA commenced, led by the Public Service Commission. The Review of the Public Safety Business Agency (November 2015), tabled in Parliament in February 2016, considered the scope, function and structure of the PSBA to ensure it effectively supported public safety service delivery to the community. The review recommended the PSBA narrow its focus to corporate support and made eight recommendations. The government accepted the review's recommendations, with the exception of recommendation six (to transfer the Police Air Wing to QPS). Further work will be progressed on this recommendation. It is intended to implement a number of recommendations by 1 July 2016. For further information regarding the Review of the PSBA refer to page 46.

Much of the below information is drawn from the Strategic Plan 2015-2019. Information about the PSBA’s future focus, following the Review of the PSBA, is detailed in the Outlook (refer pages 15-16).

Our vision:Partnering to enable the delivery of efficient and effective Queensland public

safety outcomes.

Our purpose:Delivering high quality and sustainable operational services to Queensland, and

strategic and corporate services to our partners and customers.

Our environmentAs the provider of corporate and support services to Queensland’s public safety agencies, PSBA needs to be able to respond to a broad range of environmental factors that impact on the Office of the IGEM, QFES and QPS including a growing and increasingly diverse population; a predicted increase in the severity and frequency of natural disasters; changing community expectations around government services; and crime and safety threats resulting from technological advancements, globalisation and violent extremism.

PSBA works collaboratively with the public safety portfolio agencies to enable them to respond to these challenges whilst continuing to deliver frontline emergency services. Information about how PSBA supports the public safety portfolio agencies in delivering services can be found in the 2015-16 Highlights (refer pages 24-37).

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Our accountabilitiesThe main functions of PSBA under the Public Safety Business Agency Act 2014 include:

provide support services to public safety entities

hold and maintain infrastructure, fleet and communication technology assets for public safety entities

develop, in consultation with each public safety entity, performance measures that apply to the entity in carrying out the entity’s functions

review, assess and report on the performance of public safety entities against their performance measures.

Queensland Government objectivesThe Queensland Government works closely with all Queenslanders to deliver its objectives for the community. Integrity, accountability and consultation underpin everything the Queensland Government does.

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The Queensland Plan is the community’s 30-year vision for the state. The Queensland Government’s Interim Response (the Interim Response) outlines the key services, programs and partnerships that will help improve Queenslanders’ way of life today and proactively position Queensland for the future. The Queensland Plan and the Interim Response are available online (www.queenslandplan.qld.gov.au/).

The Interim Response supports the Queensland Government’s objectives for the community and identifies the priorities and key initiatives that will contribute towards implementing Queenslanders’ vision. PSBA’s policies, programs and services align with the Interim Response. Information about PSBA’s policies, programs and services can be found in the 2015-16 Highlights (refer pages 24-37).

Our objectivesOur objectives, as outlined in the Strategic Plan 2015-2019, support the Queensland Government’s objectives for the community of delivering quality frontline services, and building safe, caring and connected communities.

Objective Strategies

1 Collaborate with Public Safety entities to develop workplaces and practices that drive productivity, engagement, inclusiveness and diversity.

Invest in our people to support a skilled and capable workforce.

Focus on staff health and wellbeing.

Maximise two way communication and collaboration.

2 Build relationships with our partners, stakeholders and customers that are agile, responsive and based on trust.

Foster a culture of collaboration and information sharing.

Understand and service the needs of our partners, stakeholders and customers.

Engage with the community to strengthen resilience.

Enhance the Queensland community’s ability to access public safety services, when and where required.

3 Focus on delivering benefits to frontline services, with a strong emphasis on continuous improvement.

Develop strong and integrated networks, systems and processes across the portfolio.

Use innovation solutions supported by technology to improve outcomes and benefits to the community.

Provide transparency and accountability to our partners and the community.

4 Take a lead role in supporting value for money public safety services.

Drive efficiencies in business practices.

Continuously review our services and prioritise resource allocation based on evidence.

Develop best practice models, tools and capability to enhance productivity.

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Our values PSBA is characterised by:

Respect for others.

A strong service culture.

Continuous improvement informed by evidence, innovation and performance benchmarking.

These characteristics align with the Queensland Public Service values.

Customers first Know your customers Deliver what matters Make decisions with empathy

Ideas into action Challenge the norm and suggest solutions Encourage and embrace new ideas Work across boundaries

Unleash potential Expect greatness Lead and set clear expectations Seek, provide and act on feedback

Be courageous Own your actions, successes and mistakes Take calculated risks Act with transparency

Empower people Lead, empower and trust Play to everyone’s strengths Develop yourself and those around you

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Our principlesWe live our values through our service principles:

Service

Be service and outcome focused, providing value for money.

Engagement

Actively engage with our partners, customers and stakeholders.

Focus on face-to-face service delivery.

Make decisions close to where the service is delivered.

Collaboration and ethics

Act ethically with transparency and accountability in all our dealings.

Actively collaborate with our partners to jointly achieve results.

Innovation

Take calculated risks.

Focus on the future with innovation and improvement as business drivers.

People and respect

Invest in our people, develop capacity and support a culture of high performance.

Respect for people and staff potential, forms a core belief.

OutlookThe future focus of PSBA is reflected in the Strategic Plan 2016-2020. As outlined in the strategic plan, the PSBA’s vision is to be: A trusted provider delivering value through high quality corporate and support services.

The PSBA’s core responsibilities will be to:

provide professional ICT, financial, procurement, asset management, and human resources services to the Office of the IGEM, QFES and QPS

provide ICT services to the QAS

manage QGAir services.

The PSBA will support its clients to deliver quality frontline services through its strong service focus, delivering value for money; developing and maintaining agile, respectful and responsive relationships with its clients; and having a productive, engaged and inclusive workforce.

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The PSBA will deliver on its priorities through a number of initiatives including:

implementing the recommendations of the Review of the PSBA

QGAir's work to obtain the Air Operator's Certificate for fixed wing aircraft

developing a unified whole of public safety portfolio strategic ICT investment plan

implementing the ongoing capital improvement program for frontline services.

The key challenges for PSBA into the future include:

successfully adapting to the new business model and delivering improved services that meet the needs of its clients

keeping pace with advancements in new technologies, which will have implications for information management, community engagement, and service delivery

growing demand for services that are customized, delivered on demand, and available across multiple platforms

maintaining ICT security to minimise disruptive activity and misuse of information, and support business continuity.

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Organisation structure(as at 30 June 2016)

*The Public Service Departmental Arrangements Notice (No.2) 2016, under the Public Service Act 2008, was approved by the Governor in Council on 23 June 2016 to commence on 1 July 2016, and effected the return of these functions to QFES and QPS respectively, in accordance with the recommendations of the Review of the Public Safety Business Agency final report.

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Operations

Chief Executive Officer

Office of the Chief Executive OfficerDeputy Chief Executive Officer

Frontline and Digital Services

Business Services

Queensland Government Air

Human Resources

PSBA Review Implementation Team

Human Resource Information Solution (HRIS) Program

Strategy*

Ministerial and Executive Services*

Media*

Commonwealth Games Business Support


Our structureOperations is made up of two arms that provide key services to the portfolio, across government and the community: State Government Security and Blue Card Services.

Frontline and Digital Services provides ICT support, innovation and services to Office of the IGEM, PSBA, QFES, QPS and QAS. Frontline and Digital Services delivers services to connect everything, everyone, everywhere for a safe and secure Queensland by working closely and collaboratively with the public safety portfolio agencies, business and community members.

Business Services delivers a range of corporate and business support services to the public safety portfolio across the key functional areas of Finance, Procurement, Built Assets and Fleet Assets.

Queensland Government Air (QGAir) brings together the Queensland Government’s emergency helicopters and fixed wing aircraft as a combined aviation service. QGAir also manages the contract for Community Helicopter Providers and the contracted helicopter service in the Torres Strait.

Human Resources provides human resource services in partnership with public safety agencies, focusing on the delivery of effective, sustainable and affordable services.

Commonwealth Games Business Support works collaboratively with QFES and QPS to support the delivery of an integrated security operation that ensures a safe and secure environment to host a successful Commonwealth Games and related events.

PSBA Review Implementation Team leads the activities relating to the Review of the PSBA recommendations on behalf of PSBA.

Human Resource Information Solution (HRIS) Program is a business transformation program of work designed to deliver sustainable human resource/payroll and Human Capital Management service delivery capability.

Strategy Division seeks to develop, implement and improve business practices and processes within the PSBA and the public safety portfolio. The Division focuses on cross-agency coordination and promotes a whole-of-portfolio approach to service delivery. It is also responsible for ensuring the alignment of PSBA with whole-of-government policies, priorities and direction.

Ministerial and Executive Services delivers high-level advice and services to the Minister and Chief Executive Officer. The Division provides legal, audit, records services, the processing of right to information and information privacy applications and advice regarding Intellectual Property to the PSBA and its portfolio partners, and ethical standards functions for Office of the IGEM, PSBA and QFES. The Division is the liaison point for the Crime and Corruption Commission (CCC), Office of the Information Commissioner, Queensland Ombudsman and the QAO.

Media incorporates a number of units dedicated to developing and maintaining positive relations with media and working in cooperation with the public safety portfolio and external agencies to guarantee a high level of service to the people of Queensland on a 24 hours a day, seven days a week basis. Media is also responsible for managing internal communications for PSBA.

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Financial summarySummary of financial performanceThe following table summarises the operating result and financial position for the PSBA 2015-16 and the previous financial year.

Statement of comprehensive income 2015-16$’000

2014-15$’000

Total income from continuing operations 702,972 663,979

Total expenses from continuing operations 689,392 637,773

Total other comprehensive income 78,741 138,779*

Total comprehensive income 92,321 164,985*

Statement of financial position 2015-16$’000

2014-15$’000

Total assets 2,713,156 2,586,657*

Total liabilities 100,664 90,437

Net assets (total equity) 2,612,492 2,496,220*

* Comparative amounts from 2014-15 have been restated due to reclassification of some items.

Income and expenses from continuing operationsPSBA is funded to provide strategic and corporate services to QFES, QPS and Office of the IGEM principally through parliamentary appropriations.

PSBA also receives user charges from operational functions such as QGAir, State Government Security and Blue Card Services (working with children security checks). In addition, PSBA receives income through commercial contract services and agreements for ICT and network support services, grants and other contributions.

PSBA incurs expenses to deliver services to partner agencies and to the community. These expenses are summarised further below.

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For 2015-16, PSBA received income from continuing operations totalling $701.32 million and incurred total expenditure from continuing operations of $689.39 million. This was comprised of:

Income departmental services revenue for $415.2 million

user charges and fees $73.9 million

grants and other contributions $209.1 million

other revenue $3.1 million.

Expenses employee expenses $207.0 million

supplies and services $244.1 million

depreciation and amortisation expense $129.0 million

grants and subsidies $32.5 million

other expenses $76.8 million.

PSBA reported an operating surplus of $13.6 million for 2015-16. This operating surplus was partially attributable to the receipt of a capital contribution of $12.361 million from QFES to fund the capital acquisition program. For accounting recognition purposes, this contribution was recognised as a revenue in PSBA and an expense in QFES.

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Summary of financial positionPSBA was in a positive financial position at the end of the financial year. The total equity/net assets of PSBA at the end of 2015-16 were $2,612.5 million. This was comprised of:

Assets cash and cash equivalents $136.8 million

receivables $41.3 million

inventories $1.1 million

other current assets $17.7 million

intangible assets $38.2 million

property, plant and equipment $2,478.1 million.

Liabilities payables $82.6 million

accrued employee benefits $9.6 million

Queensland Treasury Corporation borrowings $8.3 million

other current liabilities $0.10 million.

There were no significant events after balance date that could be expected to impact the operating result for PSBA for the year ended 30 June 2016.

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Performance Key performance measuresThe service area ‘Strategic, Corporate and Operational Services’ provides high quality and sustainable operational services to the Queensland community, and strategic and corporate services to its partner agencies. This enables these agencies to focus on their frontline service delivery. PSBA’s operational services include QGAir, State Government Security and administration of the Blue Card scheme (employment screening for people working with children). PSBA’s partner agencies are the Office of the IGEM, QFES and QPS.

The service area objective is to deliver high quality and sustainable operational services to Queensland, and strategic and corporate services to PSBA’s partners and customers.

The table below provides an overview of the key performance measures for PSBA for 2015-16.

Service Area: Strategic, Corporate and Operational Services

Performance measures Notes

Stra

tegi

c Pl

an

2015

-16

SDS

2014-15Actual

2015-16Target/

Estimate

2015-16Actual

Customer satisfaction 1 39% ≥50% 36%

Average processing time (days) of blue card applications where there is no criminal history

2 13 14 11

Cost of Public Safety Business Agency services per person

3 $132 ≤$130 $143

Service Area: Strategic, Corporate and Operational Services

Performance measures Notes

Stra

tegi

c Pl

an

2015

-16

SDS

2015Actual

2016Target/

Estimate

2016Actual

Agency engagement 4, 5 38% - 41%

Staff satisfaction 4, 6 59% - 62%

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Notes:

1. This performance measure is based on an annual customer satisfaction survey. The survey measures overall satisfaction with services provided by the PSBA in terms of staff performance, timeliness, accessibility, quality and advice provided. Customers include Office of the IGEM, QFES, QPS and Ministerial staff, as well as key stakeholders from other government and non-government organisations who have received a service from the PSBA. The survey was completed by 1,753 clients, which represents a 7% response rate, a decrease of 2.7% compared to 2014-15. The response rate may have been impacted by the timing of the survey in relation to the Review of the PSBA. A high proportion (35%) of clients surveyed in 2015-16 gave a neutral response. Internal PSBA responses are excluded from the result.

2. The timeliness of processing blue card applications is a key driver of customer satisfaction. The 2015-16 Target/Estimate is based on volume trends and staffing levels. This measure is being discontinued in the 2016-17 Service Delivery Statement as it would be classified as a timeliness measure and not a measure of service effectiveness based on the performance criteria within the QAO’s Report on Monitoring and Reporting Performance (2013-14). This measure will continue to be monitored internally.

3. Measures the cost of delivering PSBA services on a per capita Queensland basis. Queensland population data is sourced from the Australian Bureau of Statistics Catalogue No. 3101.0 Australian Demographic Statistics. The 2015-16 Target/Estimate is based on the forecast budget for PSBA in 2015-16 and does not reflect the implementation of the Review of the PSBA. The 2015-16 Actual is primarily due to machinery-of-government transfers, additional expenditure for programs and programs delivered on behalf of the department’s clients and customers.

4. This performance measure is measured through the annual, whole-of-government Working for Queensland Employee Opinion Survey which measures and monitors workplace climate across the Queensland public service. The survey explores employee perceptions on a range of matters with the aim of identifying better ways of working. Survey results will be used by the PSBA to inform the delivery of future initiatives to continue workplace improvements. The PSBA response rate in 2015-16 was 48%.

5. Data for this measure was derived from the Working for Queensland Employee Opinion Survey factor ‘agency engagement’.

6. Data for this measure was derived from the Working for Queensland Employee Opinion Survey factor ‘my job’ (question 35: all things considered, how satisfied are you with your current job?).

KeySDS – Service Delivery Statement

Strategic Plan – Public Safety Business Agency Strategic Plan 2015-2019

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2015-16 HighlightsThis section reports on the objectives of the PSBA Strategic Plan 2015-2019. This is a sample of performance highlights from 2015-16 and is not representative of all work undertaken during the reporting period.

PSBA Inclusion Taskforce The PSBA Inclusion Taskforce was established in February 2015 to provide leadership in promoting a workplace that welcomes and supports people of varying backgrounds, differing viewpoints, experience, talents and ideas.

Actions achieved by the Inclusion Taskforce in 2015-16 include the development of an International Women’s Day staff network to support International Women’s Day activities on 8 March 2016, and the development of an Action Plan focusing on inclusion through behaviour, education, reporting and policy to be rolled out across the agency.

The taskforce formally closed in April 2016 and the inclusion agenda will be reviewed in terms of its alignment with a restructured PSBA role and function as well as portfolio directions.

Cultural awareness To mark NAIDOC Week (National Aborigines and Islanders Day Observance Committee) in July 2015 and as part of PSBA’s ongoing celebration of Indigenous history, culture and achievements, PSBA’s Human Resources offered Exclusion to Inclusion cultural awareness training for staff of the public safety portfolio. The workshops promoted understanding and interaction with the Indigenous community as well as the economic positives that result from cultural acceptance. The three workshops were well attended by over 85 frontline and corporate support personnel.

Senior executive members also attended a celebration morning tea and contributed to an art piece by Indigenous artist, Chad Briggs. The work represented the four public safety portfolio agencies working in collaboration with Indigenous Queensland and was ‘signed’ by attendees who placed their handprint on the artwork.

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Strategies: Invest in our people to support a skilled and capable

workforce. Focus on staff health and wellbeing. Maximise two way communication and collaboration.

Collaborate with Public Safety entities to develop workplaces and practices that drive productivity, engagement, inclusiveness and diversity.

Objective One


Aboriginal cultural awareness workshops were held in September 2015 for Blue Card Services and State Government Security staff. The purpose of the training was to build an understanding and awareness of Aboriginal and Torres Strait Islander culture and peoples and also to identify and deconstruct unconscious bias in decision making and processes. The training was well received and provided staff with the foundational skills to more appropriately and respectfully engage with Aboriginal and Torres Strait Islander applicants and organisations. In addition, tailored workshops were delivered to Blue Card Services assessing officers to address particular issues experienced in communicating with Aboriginal and Torres Strait Islander applicants in remote communities when assessing those blue card applications where police information is returned.

International Women’s DayInternational Women’s Day was celebrated on 8 March 2016 with over 500 people attending a public safety portfolio event. Keynote speakers were Ms Miriam Silva, Deputy Chair of the Training and Skills Commission (South Australia), member of the TAFE South Australia Board and Premier's Council for Women and Multicultural and Ethnic Affairs Commission; and Mr Duncan Smith, one of the Asia-Pacific region’s most experienced consultants in diversity and inclusion. The keynote speakers joined a panel including QPS Assistant Commissioner Tracey Linford and Adjunct Professor Carmel McGregor. Public safety agencies presented 16 awards to recognise outstanding achievements of women and the advancement of the status of women.

Lesbian, gay, bisexual, transgender and intersex workplace conference In 2015, Australian government departments and corporate Australia, supported the lesbian, gay, bisexual, transgender and intersex (LGBTI) community with the annual Pride in Practice Conference.

Pride in Practice was held in Sydney from 30 November to 2 December 2015 and representatives from QFES and QPS attended the conference jointly sponsored by PSBA, QFES and QPS. Attendees heard from industry experts on best practice initiatives from Top 20 employers across the country and internationally on initiatives and issues around inclusion for the LGBTI community.

PSBA Indigenous and Multicultural Capability Strategic Planning 2015-16 A PSBA Cultural Capability Action Plan 2015-16 was implemented during the reporting period. The plan outlines actions to assist in valuing culture, building Indigenous engagement and stronger partnerships, building culturally responsive systems and services, building cultural capability and valuing culture.

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Blue Card Services The blue card system plays a critical role in the prevention and monitoring of people working with children and young people in Queensland. It provides a vital contribution to the creation of safe and supportive environments for children and young people when receiving services and participating in activities which are mandatory, essential or important to their development and wellbeing. These include environments such as child care, education, sport and cultural activities, and where children may be particularly vulnerable such as foster care, residential care and youth detention facilities.

Working with Children Check

In 2015-16, Blue Card Services processed 268,773 blue and exemption card applications, renewals and authorisations, and identified 2,597 cases where individuals represented a high risk and were consequently prevented from working with children. As at 30 June 2016, Blue Card Services monitored the continued eligibility of over 680,000 individuals on a daily basis.

Compliance activities

Compliance with the requirements of the blue card system is also a critical component in building and maintaining safeguards for children and young people in regulated environments. Where possible, Blue Card Services focuses on educating and building the capacity of organisations, employers and individuals to achieve compliance and to identify and manage risks of harm to children. In 2015-16, Blue Card Services corresponded with 2,425 regulated businesses and organisations to provide information in relation to legislative requirements and to increase compliance with the requirements of the blue card system. It also conducted 386 compliance checks of organisations and 48,512 checks of individuals.

Community information and education

Blue Card Services also engages with organisations to provide general information about the system and build organisational capacity to identify and minimise risks of harm to children receiving regulated services. In 2015-16, Blue Card Services responded to 123,393 telephone enquiries and 15,924 email enquiries from the public about the blue card system or their individual applications, and directly engaged with 758 people through targeted community engagement, information and education activities involving participants from a diverse range of stakeholders. Key activities included:

presenting a blue card and risk management strategy workshop to sport and active recreation peak bodies

engaging with independent and state schools facilitating child accommodation to international students as part of the homestay industry to enhance understanding of their obligations under the

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Strategies: Foster a culture of collaboration and information

sharing. Understand and service the needs of our partners,

stakeholders and customers. Engage with the community to strengthen resilience. Enhance the Queensland community’s ability to

access public safety services, when and where required.

Build relationships with our partners, stakeholders and customers that are agile, responsive and based on trust.

Objective Two


blue card system and increase compliance

engaging with an Aboriginal and Torres Strait Islander Elders Group to provide information regarding the blue card application and assessment process

liaising with school principals from remote communities and the Department of Education and Training to identify strategies to increase levels of engagement in the blue card system and provide options for support to Aboriginal and Torres Strait Islander applicants residing in remote communities

travelling to the community of Aurukun to provide blue card system advice and establish partnerships with key stakeholders to promote individual and community participation in the blue card system. This visit aligns with the wider commitment of government in developing an action plan to progress the economic viability of the community

providing detailed written advice to 81 service providers, each individually tailored to the specific risk management requirements of the particular organisation.

In 2015-16, Blue Card Services continued to implement the online learning portal containing a series of education and information videos and other resources. The portal and its resources assist organisations to meet their legislative obligations under the blue card system, by providing practical information on how to draft their own child and youth risk management strategy. The portal continues to attract positive feedback and comments from organisations and other stakeholders.

Assisting Aboriginal and Torres Strait Islander communities and applicants

Blue Card Services also undertook a pilot project which provided additional assistance to Aboriginal and Torres Strait Islander applicants from the Mornington Island and Doomadgee communities with the aim of increasing engagement with the blue card system. This project included identifying appropriate authorised contact persons to assist applicants through the submissions process, and implementing partnerships with key service providers and employers in each community to improve processes for managing any challenges for applicants who return police information.

While the initial phase of the project only involved two communities, there was encouraging evidence to support increased engagement by applicants in the submissions process, resulting in a better quality of information being provided to inform the decision making process. Accordingly, Blue Card Services aims to extend the additional assistance provided by this project to more Aboriginal and Torres Strait Islander communities in 2016-17.

Reports under section 395

Section 395 of the Working with Children (Risk Management and Screening) Act 2000 (the Act) allows the Chief Executive Officer to provide reports to the Minister on the administration of the Act, including the Chief Executive Officer’s performance and exercise of functions and powers. In 2015-16, Blue Card Services reported information to the Minister in 11 cases under section 395.

Capital built assets initiatives PSBA has responsibility for delivering most new and ongoing capital initiatives to support the operational capability of QFES and QPS. This includes new or upgraded police and fire and rescue stations across the state, new and replacement police, fire and emergency service vehicles, and a range of information and technology initiatives across the portfolio.

Significant capital initiatives progressed or delivered by PSBA on behalf of QFES and QPS during 2015-16 include:

completion of the replacement watchhouse and commencement of the replacement police station at Kingaroy

completion of the upgrade to the Nanango police station

completion of the upgrade to the Thursday Island police station and watchhouse

completion of the upgrade to the Police Communications Centre at Police Headquarters in Brisbane

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commencement of the upgrade to the Forensic Service facility in Brisbane

progressing additional police housing in Bamaga

upgrading closed circuit cameras (CCTV) at police watchhouses at Sandgate, Townsville, Ipswich, Rockhampton, Wynnum and Gladstone

continuing the replacement of the permanent fire and rescue stations at Bundaberg, Bundamba and Petrie

completion of upgrades to the permanent fire and rescue stations at Burleigh Heads and Kemp Place

commencing work on the replacement auxiliary fire and rescue stations at Cunnamulla, Dayboro and Gordonvale, and the upgrade of the Roma auxiliary fire and rescue station.

Community safety education campaignsThe public safety portfolio agencies, in particular QFES and QPS, have established award-winning and best practice examples of social media use by government agencies during crisis situations such as disaster management. They are also prolific in the use of social media as a community engagement strategy and have policy and procedures in place to guide staff usage.

A number of community safety education campaigns were launched or managed by PSBA in 2015-16, on behalf of the QFES and QPS, to improve community safety including:

Bushfire season: Campaign to educate the community on the three levels of bushfire warnings (https://ruralfire.qld.gov.au/bushfires/)

If it’s flooded, forget it: A television, radio, print, outdoor and online social media campaign designed to stop Queenslanders risking their lives by driving through floodwaters. The campaign features a new, crowd-sourced flooded roads map (http://floodwatersafety.initiatives.qld.gov.au/)

Get out. Fire about.: Winter fire safety campaign encouraging households to think about their escape plan and to practice it so that they are ready to respond in the event of a fire. Information including advice on how to create an escape plan is available at www.qfes.qld.gov.au/fireescape/

The Resilients: A series of five online animations encouraging residents to become more self-sufficient in preparation for storm and cyclone season. Topics include making an emergency plan, preparing the home, making an emergency kit and when to call for help. The clips are available at https://newsroom.psba.qld.gov.au/

Queensland Road Safety Week in partnership with the Department of Transport and Main Roads

‘That Could Be Me’ female police recruitment campaign

‘Open Doors’ (Logan) domestic and family violence campaign.

Disaster management coordination During 2015-16, PSBA undertook a number of disaster preparedness activities in order to support its partner agencies and the Queensland community during disaster events, including:

meetings of the All Hazards Management Steering Committee (this committee was subsumed under establishment of the new Executive Management Team (EMT) on 1 June 2016). Representatives from QFES and QPS participated in these meetings to enable a portfolio-led approach to hazard management

training for staff working in the State Disaster Coordination Centre and QFES State Operations Centre during disaster events

validation of the All Hazards Management Arrangements 2015-16 through a desktop exercise called ‘Shock Wave’

PSBA recruitment drive to increase the agency’s strength within the State Disaster Coordination

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https://newsroom.psba.qld.gov.au/

http://www.qfes.qld.gov.au/fireescape/

http://floodwatersafety.initiatives.qld.gov.au/

https://ruralfire.qld.gov.au/bushfires/


Centre and Community Recovery Ready Reserves.

Disability Service Plan 2014-2016 In accordance with the Disability Services Act 2006, each Queensland Government agency is required to develop a disability service plan that includes actions to deliver the Queensland Disability Plan 2014-19: Enabling choices and opportunities (the Queensland disability plan). The Queensland disability plan details priority areas which underpin the government’s vision of a community that is inclusive of all citizens and where people with a disability are enabled to lead valued and fulfilling lives.

The Public Safety Portfolio Disability Services Plan 2014-2016 (the portfolio plan), released in September 2014, includes actions for the development and improvement of services that are responsive to the needs of clients and members with a disability and their families and carers. The portfolio plan seeks to educate, inform and engage with Queenslanders with a disability to reduce the rate and impact of public safety incidents including crimes, road crashes and fires. During the reporting period, the public safety portfolio agencies continued to work with Queenslanders with a disability to build resilient communities and ensure community preparedness for disaster events.

The PSBA has completed its activities from the portfolio plan and no further action is required. The PSBA is a public service office and in accordance with the Disability Services Act 2006 section 221(8), the PSBA is not required to develop and implement a disability service plan.

Enterprise Bargaining Agreements The Queensland Police Service Certified Agreement 2013 has an expiry date of 30 June 2016. Negotiations with the Queensland Police Union of Employees and the Queensland Police Commissioned Officers' Union of Employees for the next agreement commenced in May 2016. Negotiations are being undertaken by QPS representatives and Employee Relations, PSBA on behalf of the Commissioner, and a Public Sector Industrial Relations representative on behalf of the government.

The new QPS Enterprise Bargaining Agreement is expected to be signed by 31 August 2016.

The State Government Entities Certified Agreement 2015 was finalised on 1 June 2016 and provided for a three year agreement with wage increases for public sector employees of 2.5% per annum operative from 1 September 2015. An additional one off payment of $1,300 for all public sector employees employed under the agreement as at 1 April 2016 was made in recognition of the period that wage increases were not awarded.

The State Government Security Certified Agreement 2013 has an expiry date of 30 April 2016. State Government Security and the Together Queensland, Industrial Union of Employees reached in-principle agreement on 30 May 2016 for a three year agreement and annual wage increases of 2.5% operative from 1 May 2016. Consultation and balloting of employees is expected to be finalised in September 2016.

Frontline resourcesPSBA provides human resource services to the public safety portfolio and as such to the QPS in reaching targets set by government for police headcount.

Between 1 July 2015 and 30 June 2016, an additional 294 police officers were appointed (over and above attrition). As at 30 June 2016, there were 11,877 police officers. The QPS has grown by 1,182 officers (over and above attrition) since the commencement of the government’s commitment to provide 1,100 additional police officers over four years which commenced on 1 July 2012. The police recruiting plan now aims to stabilise the number of police officers around 11,800, in line with government commitments and current priorities.

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National Drug and Alcohol Program PSBA supported the national drug and alcohol program during the reporting period, working with Queensland Health and the QPS to develop media statements and presentations highlighting the harms and prevalence of the drug ice and options for support for drug users, families and communities. Face to face delivery of this package was provided to all QPS District Crime Prevention Units across Queensland.

An internal QPS awareness product was also completed and made available to QPS officers regarding harms and prevalence of the drug Ice, signs and symptoms of stimulant drug use and operational awareness of risks associated with drug use.

National Indigenous Reform Agreement PSBA contributed to the National Indigenous Reform Agreement during the reporting period by supporting the Department of Aboriginal and Torres Strait Islander Partnerships policy in the development of responses to alcohol/substance abuse and harm. PSBA also undertook a review of police responses to domestic and family violence in discrete communities.

Police vehicles PSBA, on behalf of the QPS, commenced introduction of the Hyundai Sonata into the vehicle fleet in June 2016 after a 12 month trial under varied operating conditions in both rural and metropolitan locations.

The vehicle was rigorously tested and evaluated against Australian New Zealand Police Advisory Agency specifications and QPS Vehicle Selection Framework. The vehicle has been evaluated over two major categories which are ‘ergonomics’ and ‘on road performance’ and the vehicle has been deemed capable of accommodating all operational equipment as well as providing ample space for additional equipment.

The Sonata will progressively replace the current marked general duties vehicles and those used for unmarked operations. The QPS will also conduct an evaluation of a turbocharged Hyundai ‘POLICE SPEC’ Sonata in late 2016.

In 2015-16, the PSBA maintained and supplied the QPS with 2,545 vehicles including ‘marked’, ‘unmarked’, ‘covert’ and purpose built ‘Tactical Response’ vehicles and delivered 779 replacement vehicles.

Mobile Police Facility vehiclesIn 2015-16, three Mobile Police Facility (MPF) vans were provided to the QPS regions. First launched in 2008, MPFs have proven invaluable assets, acting as instant command posts at crime scenes and disasters.

At 30 June 2016, Mount Isa, Toowoomba and Roma District police had taken delivery of their vehicles, and the finishing touches were being applied by PSBA’s Fleet Asset Services Group to vehicles destined for Cairns, the Sunshine Coast and Rockhampton. While Cairns already has a MPF, it will receive an all-wheel drive version and Logan will take possession of Cairns’ existing 2WD MPF.

Following consultation with officers operating the vehicles, the latest additions have an extra phone connection and increased 3G/4G data transfer capability. The system also provides a wi-fi hotspot surrounding the vehicle to allow the use of QPS mobile devices. The external lighting has also been upgraded, and some MPFs have all wheel drive capability.

With the final deliveries expected in the first quarter of 2016-17, there will be a total of 12 MPFs deployed throughout the state.

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Police vessels In 2015-16, PSBA maintained and supplied QPS with a fleet of 65 vessels including catamarans, rigid inflatable boats, jet skis, tactical vessels and station vessels.

The new 24 metre QPS vessel Damian Leeding was commissioned in May 2016. This state-of-the-art vessel is a floating police station capable of being used as both a search and rescue ship and an incident control or communications centre. The QPS vessel Damian Leeding will replace the vessel based at the Whitsundays.

QFES vehicles In 2015-16, PSBA maintained and supplied QFES with a fleet of 1,944 vehicles consisting of 576 urban operational and support vehicles, 955 operational rural fire appliances and 413 leased vehicles. In addition, 41 urban operational appliances and 49 rural fire appliances were replaced.

Open Data Strategy PSBA collaborated with the portfolio agencies during the reporting period to develop the Public Safety Portfolio Open Data Strategy 2015-16. The public safety portfolio is committed to providing up-to-date data to the community, as early as possible, whilst also maintaining data quality and confidentiality and meeting legislative and privacy requirements.

Published datasets include the performance of operational officers, crime statistics and mapping data.

Public safety portfolio data is highly sought after and as at 30 June 2016, approximately 80 datasets from portfolio agencies can be viewed via the Queensland Government data portal (https://data.qld.gov.au/dataset).

Queensland Government Air QGAir provides transport and incident response to support government services to the community. QGAir also manages contract arrangements with Community Helicopter Providers and the commercial helicopter provider in the Torres Strait.

QGAir delivers community safety, life saving and government support aviation services from seven operational bases across Queensland. Search and Rescue Rotary Wing Services operate from Archerfield, Townsville and Cairns 24 hours a day, seven days a week with a fleet of five aircraft. Fixed Wing Services operate from Brisbane, Mount Isa, Horn Island (Torres Strait) and Cairns and can be contacted 24 hours a day, seven days a week for scheduled and ad-hoc flights.

QGAir delivers a range of scheduled, unscheduled and emergency aviation services including search and rescue; inter-hospital facility transfers; primary rescues; organ retrieval; dignitary transport (including Vice-Regal); transport of government employees; transport of persons in custody; disaster recovery; and police support operations.

During 2015-16, rotary aircraft expended a total of 3,086.77 engine hours while performing 2,026 operational tasks, which included 556 rescues, 971 medical retrievals and other necessary flying activities such as training. In addition, fixed wing aircraft expended a total of 3,101.90 engine hours, travelled 604,084.00 nautical miles, carried 20,777 kilograms of freight and transported 10,652 passengers.

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https://data.qld.gov.au/dataset


State Government Security – Operations State Government Security incorporates the State Government Protective Security Service and operates under the State Buildings Protective Security Act 1983 and the State Buildings Protective Security Regulation 2008. The service has provided protective security services to the people and property assets of the Queensland Government for more than 60 years.

It employs approximately 330 officers across the state and protects key government assets including schools, parklands, courthouses and government offices. It also delivers a wide range of security services including:

on site security of government property assets

an alarm monitoring and response service

mobile patrolling of property assets

government identification card production

security assessments and technical advice.

State Government Security’s Central Operations Room in Brisbane provides alarm monitoring to over 2,100 locations throughout Queensland and its mobile patrol officers conduct an average of 401 regular security patrols each night in the Brisbane area.

Tackling alcohol-fuelled violence The Tackling Alcohol-Fuelled Violence Legislation Amendment Act 2016 was assented to on 4 March 2016. This Act includes an additional evidentiary provision ensuring blood alcohol content readings lawfully taken by police are admissible as evidence in relevant prosecutions under the Liquor Act 1992.

This amendment is one of a number of changes made to the Act that are being implemented to reduce alcohol-fuelled violence. Training materials for frontline police have been updated in terms of the new legislation with training commencing in 2016 and ongoing into 2017 as the relative legislative amendments take effect.

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Government Wireless Network During 2015-16, PSBA supported the roll out of the Government Wireless Network (GWN) in South East Queensland to significantly improve the quality of digital radio communications and bring QFES, QPS and the QAS onto the same platform for improved multi-agency information sharing. Security of the network has also improved under the GWN compared to the ageing analogue technology previously used.

The GWN has reduced the number of known black spots, providing radio communications coverage in areas where there was previously none. For example, firefighters will experience more consistent signal strength giving them the ability to maintain radio communications contact even when they are inside high-rise buildings, basements and stairwells.

The portable radios have built-in background noise suppression, and location and duress information is also available improving the personal safety of police officers in dangerous environments. Previously, QPS did not have these capabilities. GWN radios now give QPS the ability to know the location of every vehicle and officer. This provides a faster and more targeted response capability to direct the most suitable resource to any call for service. It also provides a better and safer environment for officers who may be in duress or calling for urgent assistance. The location and duress capabilities have already been used multiple times and provided a faster response to officers in distress including QAS officers who may be requesting QPS assistance.

The GWN is operating throughout South East Queensland with more than 17,500 frontline emergency services personnel accessing the network at 30 June 2016. Full implementation in South East Queensland is expected by 31 December 2016.

Human Resource Information Solution The HRIS program will replace the existing payroll systems for Office of the IGEM, PSBA, QFES, QAS within Queensland Health and Queensland Corrective Services (QCS) within DJAG, with an integrated core human resource, payroll and Human Capital Management solution. The primary benefit of the program will be system continuity that will reduce the risk of human resource and payroll systems failing. The HRIS program outcomes are to achieve operational efficiencies through standardised and automated business processes and strategic capability to support planning and workforce management.

Consultation has occurred with the Queensland Government Chief Information Office to confirm assurance reviews and requirements for the program.

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Strategies: Develop strong and integrated networks, systems

and processes across the portfolio. Use innovation solutions supported by technology to

improve outcomes and benefits to the community. Provide transparency and accountability to our

partners and the community.

Focus on delivering benefits to frontline services, with a strong emphasis on continuous improvement.

Objective Three


Queensland Shared Services will continue to provide payroll services for the in-scope agencies and will migrate them from LATTICE to the Aurion system. Office of the IGEM staff will migrate from LATTICE to Aurion with the first pay to be run in July 2016. QCS will be the next agency to be transitioned with an estimated completion date of April 2017.

Datacom Group Limited was contracted in January 2016 to provide Human Capital Management capability through a software-as-a-service arrangement for the Office of the IGEM and QFES. The contract includes provisions for the implementation of Human Capital Management into QAS and QCS following a successful implementation for the Office of the IGEM and QFES.

Mobile Services Program PSBA and the QPS have been working in partnership to provide a Mobile Services Program to give frontline police officers access to mobile QLiTE devices (a suite of QPS developed Applications available on an iPad mini) with tools and applications they can use in the field. The devices reduce reliance on police radio and administration times at the station enabling more proactive policing in the community.

Since the commencement of the Mobile Services Program in 2012, the PSBA has moved the QPS from wireless laptops and analogue radio as its mobile technology to the use of smart devices integrated with enterprise systems in delivering the right data and functions to frontline police in any place at any time.

In 2015-16, the program delivered 5,000 mobile QLiTE devices to frontline police, with the remaining 400 devices to be deployed following the completion of the Frontline Mobility Evaluation. This significant investment is directly improving the QPS’ ability to better serve the community by allowing frontline officers to quickly and accurately identify who they are dealing with and what action might need to be taken, as well as reducing the burden of administrative duties requiring officers to return to a station.

Policy development The Policy Branch within PSBA’s Strategy Division, performed the following functions during the reporting period:

identifying policy priorities based on government commitments and emerging issues within the portfolio and providing proactive advice to the Minister for Police, Fire and Emergency Services and Minister for Corrective Services and respective agencies on these matters

preparing government policy documents as required for the Minister and portfolio agencies

providing advice on existing government policy and non-portfolio legislation and proposed changes and amendments

responding to policy matters raised as part of the national agenda for application in the Queensland context. This may involve leading policy matters as deemed appropriate by the Premier or Minister.

During 2015-16, the Policy Branch coordinated policy development (service policy and social policy) across the public safety portfolio and provided input on behalf of the portfolio to whole-of-government policy matters including:

domestic and family violence

mental health

child protection

social cohesion

disaster management

road safety.

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Public safety portfolio legislation During 2015-16, PSBA Legislation Branch was responsible for legislation administered by the public safety portfolio agencies including the Police Powers and Responsibilities Act 2000, the Police Service Administration Act 1990, the Fire and Emergency Services Act 1990 and the Disaster Management Act 2003.

The Legislation Branch also consulted with key stakeholder groups including those government departments directly affected by changing legislation, Department of the Premier and Cabinet, and the Office of the Queensland Parliamentary Counsel, to ensure the policy and legislative development process provides the best outcomes. The branch also supports the Minister for Police, Fire and Emergency Services and Minister for Corrective Services during the Cabinet and Parliamentary processes and assists its portfolio partners during the parliamentary portfolio committee’s consideration of proposed legislation.

During 2015-16, the Legislation Branch facilitated amendments or proposed amendments to a variety of Acts and Regulations including the:

Fire and Emergency Services Act 1990

Police Powers and Responsibilities Act 2000

Public Safety Business Agency Act 2014.

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2016 Public Safety Portfolio Environmental ScanThe 2016 Public Safety Portfolio Environmental Scan, completed in February 2016, identifies the key trends, events and issues relevant to the public safety portfolio and likely to impact the portfolio’s ability to provide services to communities across Queensland.

The environmental scan summarises research and analysis conducted on areas that may present future challenges and opportunities for the portfolio including a growing and increasingly diverse population; a predicted increase in the severity and frequency of natural disasters; changing community expectations around government services; changes in the volunteer landscape; and crime and safety threats resulting from technological advancements, globalisation and violent extremism.

eRosteringIn August 2015, the eRostering project issued an Invitation to Offer to the market seeking responses from vendors with prior experience in implementing an integrated eRostering and time and attendance commercial off-the-shelf solution.

The Invitation to Offer evaluation was completed in December 2015 and in February 2016 the project commenced contract establishment and pricing negotiations with the preferred vendor. Between March and May 2016 the project team undertook a Proof of Solution which provided the opportunity for the preferred vendor to demonstrate capability to interpret a selection of QPS awards, conditions and calculate entitlements (pay and leave) accurately. The Proof of Solution was also able to simulate data integration between the solution and the QPS/PSBA payroll system (Aurion) as well as validate selected QPS rostering business requirements. The project is finalising pricing and the contract commercial and legal schedules ensuring its compliance to the Government Information Technology Contracting framework provisions in readiness for approval.

Procurement During the reporting period, PSBA awarded contracts for the following:

two Rigid Hull Inflatable Patrol Boats and a Rigid Hull Inflatable Tactical Response Vessel for QPS

training and educational services for QFES

a Standing Offer Arrangement for the supply of trailers.

PSBA also developed a suite of mobile applications and continued the rollout of devices under the Mobile Services Program.

Public safety portfolio officers were also trained in contract management foundations, the portfolio’s contract management framework, contract management skills and the QContracts system.

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Strategies: Drive efficiencies in business practices. Continuously review our services and prioritise

resource allocation based on evidence. Develop best practice models, tools and capability to

enhance productivity.

Take a lead role in supporting value for money public safety services.

Objective Four


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Strategic and operational planning, and operational risk management The PSBA Guide to Strategic and Operational Planning and Operational Risk Management was developed and released in 2015-16 and provides PSBA staff with information and guidance on planning and operational risk management. It supports the PSBA Risk Management Framework and sets out the requirements for each level of planning, while acknowledging that a range of models and processes may be used across the agency to suit different business requirements.

The guide details a series of suggested steps that equip business areas to determine their desired future state, identify possible issues, risks, and opportunities, establish objectives and priorities and provide a basis for the measurement of their performance.

Risk management The PSBA Risk Management Framework, released in January 2016, identifies how risk is managed in the PSBA and how risk management and business planning should be interwoven and completed simultaneously. The framework underpins the introduction of an effective risk management system that will enable the PSBA to ensure continuity of service delivery, manage risks and threats to an acceptable degree, and make informed decisions around strategic direction and operational objectives.

Strategic planningThe Public Safety Business Agency Strategic Plan 2015-2019 is a key corporate planning document that contains the agency's vision, purpose, strategic risks and challenges, objectives and strategies, performance indicators and values.

The plan has been informed by the commitments and expectations of the government, portfolio agencies and the community. While the strategic plan has a horizon of four years, it is reviewed every year to ensure it continues to provide long-term direction for the agency and clarity to the community.

The agency’s strategic plan is available online at www.psba.qld.gov.au/publications/Pages/strategic-plan.aspx. As at 30 June 2016, the plan is under review for 2016-2020.

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http://www.psba.qld.gov.au/publications/Pages/strategic-plan.aspx

http://www.psba.qld.gov.au/publications/Pages/strategic-plan.aspx


GovernanceExecutive managementPSBA Interim Board of Management profiles

Ian Stewart APM (Chair)

Commissioner, Queensland Police ServiceThe Commissioner is responsible for the efficient and proper administration, management and functioning of the QPS in accordance with law.

The Commissioner provides the business direction and represents QPS at local, community, state, national and international forums as well as ceremonial functions.

Katarina Carroll APM

Commissioner, Queensland Fire and Emergency ServicesThe Commissioner is responsible for leading and managing the efficient functioning of fire and rescue, rural fire, emergency management and disaster mitigation programs and services throughout Queensland. The Commissioner represents QFES at local, community, state, national and international forums.

Geoff Waite (external member)

Assistant Under Treasurer (Corporate Group), Queensland TreasuryGeoff first joined Queensland Treasury in 1984 to work on Commonwealth/state employment programs. He also worked in budget portfolio roles until his appointment as Director of Finance in 1995. He followed this with executive roles in corporate services, Budget Division and the Office of Government-Owned Corporations. After running his own business, Geoff returned to Queensland Treasury in 2012 and worked on several internal reviews before heading up Corporate Group.

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Executive Management Team profiles

Anthony Reilly (Chair)Chief Executive Officer (Acting)The Chief Executive Officer is responsible for the day-to-day operations of the PSBA and sets the direction for the agency to provide high quality corporate and support services to the other agencies in the public safety portfolio. The role also oversees the implementation of the Review of the PSBA while ensuring the continuation of fundamental business as usual activities.

Rod Wilson Deputy Chief Executive Officer (Acting)The Deputy Chief Executive Officer is responsible for supporting the delivery of outcomes for portfolio partner agencies through executive oversight of Frontline and Digital Services, Business Services, Human Resources, Operations including State Government Security and Blue Card Services, and QGAir. In addition, the role oversees the continued support of ICT functions to QAS within Queensland Health.

Wayne Brummer

General Manager (Acting), Business Services Division (Chief Finance Officer)The General Manager is responsible for leading and managing the delivery of financial, built and fleet assets, and procurement services to the public safety portfolio agencies, selected non-profit organisations and commercial partners.

The General Manager is also the Chief Finance Officer, responsible for identifying and driving value-enhancing opportunities that impact across not only PSBA but the entire public safety portfolio.

Jenson Spencer

Executive Director, Frontline and Digital Services Division (Chief Information Officer)The Executive Director, Frontline and Digital Services is also the Chief Information Officer and is responsible for providing ICT support, innovation and services to PSBA, the Office of the IGEM, QFES, QPS and QAS.

Kurt Marsden

General Manager, Human Resources DivisionThe General Manager, Human Resources is responsible for the delivery of strategic human resource services across the public safety portfolio agencies.

Craig Phasey

Executive Director, QGAirThe Executive Director, QGAir is responsible for overseeing the delivery of life saving, community safety and state support aviation services to the people and government of Queensland.

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Michelle Petroccitto

Director, Governance and Performance UnitThe Governance and Performance Unit is a newly established unit approved by the PSBA Interim Board of Management at its meeting on 14 June 2016. The Director, Governance and Performance reports to the Chief Executive Officer and is responsible for delivering planning, reporting, executive services and communications functions for PSBA and the Office of the IGEM.

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Board and committeeThe PSBA Interim Board of Management (Board) was established in 2016 in response to recommendations in the Review of the Public Safety Business Agency (November 2015). The Board facilitates peak governance and coordination of the PSBA, with the support of the PSBA Chief Executive Officer (Acting).

In May 2016, the Public Safety Business Agency and Other Legislation Amendment Bill 2016 (the Bill) was introduced to Parliament. The Bill proposes legislative amendments to implement various recommendations of the review including formally establishing the Board as the PSBA’s governing body and changing the role of the PSBA Chief Executive Officer to the PSBA Chief Operating Officer.

The EMT (formerly known as the Board of Management) supports the Chief Executive Officer to ensure PSBA continues to meet its objectives and the requirements of the Board.

The former Demand and Resource Committee and All Hazards Management Steering Committee were subsumed under establishment of the new EMT on 1 June 2016, and the former Public Safety Portfolio Innovation Committee and Public Safety Executive Coordinating Committee will no longer convene as the objectives of these committees will be achieved by the Board.

There is also a portfolio-wide corporate governance committee - the Public Safety Portfolio Audit and Risk Committee. This committee provides independent assurance on risk, control and compliance frameworks and ensures the portfolio’s operations are carried out efficiently, effectively and economically. Further information about this committee is available on pages 9-10.

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PSBA Interim Board of Management

The PSBA Interim Board of Management (Board) provides peak governance and coordination of the PSBA, with the support of the PSBA Chief Executive Officer (Acting).The Board’s functions are to: provide leadership and oversight to the agency

review and monitor the agency’s performance of its functions

coordinate the provision of support services, and any programs provided by the agency, to public safety entities.

Responsibility for the Chair will rotate annually between the QPS Commissioner and the QFES Commissioner.The Board held its inaugural meeting on 16 May 2016. Meetings are held monthly and extraordinary or special Board meetings may be convened at any time as determined by the Chair.

During 2015-16, the Board met on two occasions and considered one matter out-of-session.The PSBA is administered by the PSBA Chief Executive Officer, who is not a Board member. The Chief Executive Officer supports the Board to perform its functions.

Board members Ian Stewart APM, Commissioner, QPS (Chair)

Katarina Carroll APM, Commissioner, QFES

Geoff Waite, Assistant Under Treasurer (Corporate Group), Queensland Treasury (external member)

Achievements In 2015-16, the achievements of the PSBA Interim Board of Management include: approval of the PSBA Strategic Plan 2016-2020

approval for the transition (on 1 July 2016) of police officers from PSBA back to the QPS

approval for the transition (on 1 July 2016) of numerous PSBA functions to QPS and QFES including Media, Training and Development, Recruitment, Strategy and Consulting, Ethical Standards, Executive Services, Cabinet Legislation and Department Liaison, Right to Information, Safety and Wellbeing, Workforce Engagement and Library Services

approval for the retention of PSBA Records, Internal Audit and Strategic Risk functions within PSBA

approval for the creation of a temporary PSBA Change Team

approval for the transition of PSBA Blue Card Services to the Department of Justice and Attorney-General upon proclamation of the legislative amendments.

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Executive Management Team

The EMT (formerly known as the Board of Management) supports the Chief Executive Officer to ensure PSBA continues to meet its objectives and the requirements of the PSBA Interim Board of Management.

The objectives of the EMT are to: implement and monitor the achievement of the Board’s priorities and directions support the Chief Executive Officer in discharging responsibilities monitor and report on Service Level Agreements with client agencies ensure the allocation of resources meet the requirements of the Board’s directions monitor and report on the agency’s support of all-hazards response and preparedness under

the Queensland State Disaster Management Plan.The EMT meets monthly unless otherwise determined by the Chair. Extraordinary meetings may be called by the Chair.

The final meeting of the former Board of Management was held on 1 June 2016, at which the Board approved the change of name to the EMT and endorsed the Terms of Reference.

The EMT met on one occasion between 1 June 2016 and 30 June 2016. The former Board of Management met on ten occasions from 1 July 2015 to 1 June 2016.

EMT members Anthony Reilly, Chief Executive Officer (Acting) (Chair) Rod Wilson, Deputy Chief Executive Officer (Acting)

Wayne Brummer, General Manager (Acting), Business Services Division (Chief Finance Officer)

Jenson Spencer, Executive Director, Frontline and Digital Services Division (Chief Information Officer)

Kurt Marsden, General Manager, Human Resources Division Craig Phasey, Executive Director, QGAir

Michelle Petroccitto, Director, Governance and Performance Unit

From 1 July 2016, QFES and QPS will be represented on the EMT and from 18 July 2016, Rod Wilson will transfer to the role of Executive General Manager (Client Service Reform) and will continue to be a member of the EMT.

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Achievements During the reporting period, the EMT (and former Board of Management):

approved the PSBA Strategic Plan 2016-2020

approved the EMT Terms of Reference

approved changes to existing PSBA corporate governance arrangements

approved the PSBA Risk Appetite Statement and Strategic Risk Register

approved a new PSBA Study Assistance Policy

approved the 2015-16 Public Safety Portfolio Open Data Strategy for 2015-16

approved the 2016 Public Safety Portfolio Environmental Scan

approved the PSBA Mid-Year Budget Review for 2015-16

considered reports on financial performance, projects and programs, and procurement to fulfil its role of aligning resources to government and agency priorities and objectives.

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Ethics and code of conductEthical standardsThe PSBA Ethical Standards Unit's primary responsibility is to assess complaints regarding the conduct of staff and volunteers within the PSBA, the Office of the IGEM and QFES (the agencies). The unit assesses complaints in accordance with the Management of Complaints about Employees, Volunteers and Contractors Policy and Procedure. As outlined in the procedure, certain categories of complaints will be formally investigated by the Ethical Standards Unit, whilst others will be referred back to management within the relevant agency to deal with, often subject to oversight by the Ethical Standards Unit.

In addition, the unit has the following key roles and responsibilities:

recording all complaints in the agencies' complaints management system except for Conduct and Performance Excellence (CaPE) Category 1 matters (Category 1 matters involve inappropriate interpersonal conduct with colleagues, clients or other stakeholders, inappropriate behaviour relating to minor management matters, and performance requiring improvement)

acting as the agencies' central liaison point for the CCC and the Queensland Ombudsman, and discharging the agencies' statutory obligations under the Crime and Corruption Act 2001

overseeing the agencies' Public Interest Disclosure framework and assisting the agencies in fulfilling their statutory obligations under the Public Interest Disclosure Act 2010

coordinating requests for Internal Review lodged by persons who are dissatisfied with the way their complaints have been handled by the agencies.

Code of ConductPSBA provides induction training to PSBA, Office of the IGEM and QPS employees on a bi-monthly basis or as required. The session includes identifying aspects of negative workplace behaviours as well as an overview of the Code of Conduct for the Queensland Public Service. The sessions are delivered to all PSBA and QPS staff including police recruits, service centre operators at the Policelink centre and new trainees of State Government Security.

QFES is responsible for delivering its Code of Conduct training through a computer based information session. Conflict Management Services within the Human Resources Division of PSBA participated in the creation of the computer based induction session utilised by QFES.

During the reporting period, Conflict Management Services provided public sector ethics and code of conduct sessions for a number of specific workplaces including State Government Security, Blue Card Services, Workforce Strategy Branch within Human Resources Division and Business Services Division.

QFES and QPS have retained partial responsibility for code of conduct training for their employees. However, Conflict Management Services has provided this training upon request throughout 2015-16.

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Risk management and accountabilityExternal scrutinyThis section provides information about external agencies and processes which examined the operations of PSBA or other agencies during 2015-16 with findings/issues requiring consideration by, or impacting on, PSBA:

Review of the PSBA The Public Service Commission undertook an independent review of the PSBA from May to November 2015. The review considered the scope, function and structure of the PSBA to ensure it effectively supports public safety service delivery to the community.

The review involved extensive engagement with frontline staff, including firefighters and police officers, other employees within the portfolio, and relevant external stakeholders.

The final report was tabled in Parliament on 17 February 2016 and is available online at www.qld.gov.au/about/how-government-works/government-structure/public-service-commission/what-we-do/review-psba.html.

The final report identified eight recommendations, including revising the scope of the PSBA, and implementing a new operating model and governance structure. The Queensland Government accepted the recommendations of the review with the exception of recommendation 6 (to transfer the Police Air Wing to QPS). Further work will be progressed on this recommendation.

The PSBA Interim Board of Management (the Board) was established in 2016 to progress the review recommendations and provide peak governance and coordination until a mature governance framework and organisational structure is in place.

The Interim Board consists of the Commissioner, QPS, Ian Stewart (Chair), the Commissioner, QFES, Katarina Carroll and an appointed external member, Geoff Waite, Assistant Under Treasurer, Queensland Treasury. The Interim Board convened its first meeting on 16 May 2016 and met again on 14 June 2016.

In line with the review recommendations, a number of functions transitioned to the QFES and QPS by 1 July 2016, and all substantive police officer positions returned to the QPS from the PSBA.

In addition, in order to implement the key review recommendations, a number of legislative amendments are required and on 24 May 2016, the Minister for Police, Fire and Emergency Services and Minister for Corrective Services, introduced the Public Safety Business Agency and Other Legislation Amendment Bill 2016 (the Bill) into Parliament.

The Bill proposes to implement various recommendations of the review by amending legislation to:

- amend the functions of the PSBA

- establish the PSBA Board of Management

- change the role of the PSBA Chief Executive Officer to PSBA Chief Operating Officer

- finalise the machinery-of-government changes that will allow Blue Card Services to transition to the Department of Justice and Attorney-General, and allow for the comprehensive integration of State Government Security into the QPS.

The Bill was referred to the Legal Affairs and Community Safety Committee for consideration. The committee is required to report back to Parliament on the Bill by 2 August 2016.

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Crime and Corruption CommissionThe CCC is a statutory body established to combat and reduce the incidence of major crime and corruption in the public sector in Queensland. Its functions and powers are set out in the Crime and Corruption Act 2001. The CCC investigates both crime and corruption, has oversight of both the police and the public sector, and protects witnesses.

- Confidential information

In May 2016, the CCC released a paper on confidential information examining unauthorised access, disclosure and the risks of corruption in the Queensland public sector. The paper contains examples of inappropriate access or use of confidential information, risks of improperly using confidential information, case studies and findings of the CCC’s audit into how agencies handle misuse of confidential information.

PSBA has reviewed the paper and is expected to address issues raised in the paper in the future.

The paper is available online at www.ccc.qld.gov.au/research-and-publications.

Queensland Audit OfficeThe QAO supports the role of the Auditor-General of Queensland in providing the Parliament with an independent assessment of the financial management and performance activities of public sector entities. The QAO provides an independent audit service and reports to the Parliament to enhance public sector accountability. QAO reports are available online at www.qao.qld.gov.au/reports-tabled-in-2015-16-financial-year.

- Report to Parliament 1: Internal control systems 2014-15

The report summarises the results of QAO’s evaluations of the systems of financial control and its selective testing of the internal controls that operated within the 21 government departments during 2014-15. The report also includes evaluations of the effectiveness of internal financial management reporting and an examination of the disaster recovery planning used in four departments to recover their computer systems after a disruptive event, such as floods or power outages.

With regard to financial controls, PSBA has considered the sector-wide report findings on internal financial management reporting. In 2015-16, PSBA commenced implementing reporting improvements to better support good financial decision-making by management.

While PSBA was not one of the four departments examined for disaster recovery planning, the agency has considered the findings for application to the agency’s circumstances and future planning. PSBA’s Frontline and Digital Services Division has an ongoing program of work regarding business continuity planning and disaster recovery. The program focuses on critical systems used by the Office of the IGEM, QFES, QPS and the QAS and includes Disaster Recovery Plans for all critical components of the systems, test strategies and plans. From a governance perspective, the division has a Continuity Management Team and Disaster Recovery Management Group who are the key players in a continuity event, and these teams are educated through scenario testing and process familiarisation to ensure they are prepared for a critical event.

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- Report to Parliament 6: State public sector entities: 2014-15 financial statements

In 2014-15, Queensland’s state public sector delivered services and goods to benefit the public. To demonstrate their accountability in managing public money on behalf of the Queensland community, all state public sector entities must report on their finances and have them audited. The Auditor-General of Queensland, supported by the QAO, is responsible for providing Parliament with an independent assessment of the financial management of public sector agencies.

The report discusses the status and nature of the audit opinions QAO issues; comments on the timeliness and quality of financial reporting; and explains how QAO assessed the key audit matters disclosed by state public sector entities.

The QAO report refers to the PSBA as not meeting the statutory date for certification of the 2014-15 financial statements. The PSBA acknowledges that this was due to complexities related to machinery-of-government changes, attributing amounts for below fair value services provided to the public safety entities and also the introduction of a new SAP Finance system environment. In 2015-16, PSBA consulted with the QAO and implemented strategies to facilitate certification of the financial statements by the statutory due date of 31 August 2016.

The report also refers to the QAO’s results of a controls assessment of the LATTICE payroll system used by QFES which is outside of vendor support. The QAO assessed a low risk that this issue could result in misreported figures in the financial statements. The replacement of this system continues to be a priority for PSBA, the Office of the IGEM and QFES. An update on the HRIS project to replace the LATTICE payroll system is provided on pages 33-34.

- Report to Parliament 13: Cloud Computing

The audit examined how well departments are adopting the Queensland cloud computing strategy in modernising their ICT assets and services to deliver business value while managing risks.

PSBA has explored the adoption of cloud computing, with the implementation of the project to be delivered in phases due to the nature and size of its potential scope. PSBA Frontline and Digital Services will deliver as part of phase 1 of the project, Office 365 E1 for QFES volunteers including Outlook Online email; Skype for Business instance messaging, audio and video teleconferencing; OneDrive cloud storage; Office 365 Video; and Word, Excel, Powerpoint, Sway and Planner online.

A new cloud-hosted Virtual Library was launched at the Oxley Police Academy during the reporting period. This state-of-the-art system is accessible by staff’s mobile devices or home computers, and future improvements include functionality to search the catalogue and research databases simultaneously.

The Office 365 E1 for QFES volunteers project is expected to go live in August 2016 and will provide Office 365 E1 functionality to approximately 36,000 volunteers. This rollout will become a key platform for which QFES communicates and interacts with its volunteers. This functionality will allow greater collaboration in integration of its volunteers into the QFES business operations than was previously capable.

PSBA will also be providing services for the QPS body-worn video project which is based on a cloud hosted solution that integrates back to the QPS network. In addition, PSBA will be migrating/upgrading QPS’ Learning Management solution into a cloud hosted solution to be accessed by QPS staff across the state.

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Internal auditThe PSBA Internal Audit Unit is an independent unit that provides advice across a wide range of disciplines including risk, assurance, information technology, finance, compliance and general consulting activities for the PSBA, Office of the IGEM, QFES and QPS.

The Head of Internal Audit, PSBA is also the nominated Head of Internal Audit for the Office of the IGEM, QFES and QPS in accordance with the Financial Accountability Act 2009.

The work of the Internal Audit Unit is undertaken in accordance with the Institute of Internal Auditors’ standards and under an approved charter which is consistent with relevant audit and ethical standards.

In accordance with the Financial and Performance Management Standard 2009, an annual audit plan and four year strategic plan sets the direction of the unit. The public safety portfolio Annual Internal Audit Plan 2015-2016 was endorsed by the Public Safety Portfolio Audit and Risk Committee and approved by the former Chief Executive Officer on 19 May 2015.

As secretariat to the Public Safety Portfolio Audit and Risk Committee, the unit ensures that all relevant guidelines, particularly Queensland Treasury’s Audit Committee Guidelines: Improving Accountability and Performance, are adhered to, and that the functioning of the unit complies with these guidelines in all material respects.

The unit assists management to achieve its objectives by using a systematic, disciplined approach to review and improve the effectiveness of risk management and internal control and governance processes, improving the overall level of compliance and accountability. Under its approved charter, the unit can undertake a series of review types including compliance (effectiveness), performance (efficiency), financial management and information technology, to identify areas of risk and to improve outcomes. Systems are in place to ensure the effective, efficient and economic operation of the audit function.

Achievements for 2015-16 include:

completion of the comprehensive risk-based approved portfolio Annual Internal Audit Plan 2015-2016 providing professional and timely advice to management and client agencies through a combination of in-house and co-sourced providers

successful management of a co-sourced delivery model consisting of multiple contract providers delivering in excess of 1,000 days of internal audit delivery

the unit was requested by QFES and QPS to undertake additional ad hoc reviews and investigation work into sensitive work practices. That work has been completed and reported to management of the respective agencies. The recommendations were accepted and are in the process of implementation

engaged with the Public Safety Portfolio Audit and Risk Committee about proposed audit plans and their alignment to the risks of the agency

monitored implementation of agreed internal audit and QAO recommendations

maintained effective working relationships with client agencies and the QAO.

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Information systems and recordkeepingAs the provider of strategic and corporate services to Queensland’s public safety portfolio agencies, the PSBA is responsible for recordkeeping and information systems across the portfolio. PSBA provided advice and assistance to portfolio partners during the reporting period resulting in improved efficiencies.

Key achievements during 2015-16 include:

the provision of advice to units across the portfolio accessing recordkeeping or information systems such as RecFind, MinCor and SharePoint, as to how these systems can be used more effectively

preparing business units for the transition to QFES or QPS on 1 July 2016

the removal of a series of compactus units resulting in a significant review of thousands of hard copy files. PSBA gained the necessary approvals to destroy a large quantity of records that had reached their required retention period. The process also identified gaps in the QFES retention and disposal schedule which is under review

an audit of off-site storage accounts belonging to QFES revealed an inactive account. PSBA subsequently recalled the boxes attached to this account, applied the relevant retention periods to the documentation and gained approval to destroy the vast majority of these records. This process is expected to be completed by 31 August 2016. The account will then be closed, saving QFES approximately $5,000 per year.

The compilation of a PSBA-specific retention and disposal schedule was delayed pending the outcomes of the Review of the PSBA. The compilation of a schedule will recommence in 2016-17, following implementation of the Review of the PSBA recommendations. In 2015-16, PSBA adhered to the whole-of-government retention and disposal schedule.

No records were transferred to Queensland State Archives during 2015-16.

Risk managementThe Strategic Risk Management function within Ministerial and Executive Services has responsibility for maintaining the PSBA Strategic Risk Register and the PSBA Risk Appetite Statement. Strategic risks are those that could significantly impact on the achievement of the agency's vision and strategic objectives as documented in the strategic plan. Strategic risks are identified in line with the agency’s strategic objectives.

Risk management methodology and implementation in PSBA is in line with Standards Australia AS/NZS ISO 31000:2009 Risk management – Principles and guidelines.

In 2015, Ministerial and Executive Services engaged Deloitte and conducted workshops to update the Strategic Risk Register and to develop PSBA’s Risk Appetite Statement.

The updated Strategic Risk Register and the Risk Appetite Statement were approved by PSBA’s EMT in 2015-16 and were subsequently implemented across the PSBA.

The report on the status of Strategic Risks and the report on Key Risk Indicators are prepared each quarter for EMT from information provided by relevant PSBA Divisions.

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The Strategic Risk Management function met with key senior officers in PSBA during the reporting period to ensure the Key Risk Indicators report was updated every quarter. The Key Risk Indicators report identified results and cumulative totals for each Key Risk Indicator item and an assessment was made as to whether the results were within appetite, had a short term tolerance or were outside the tolerance.

The Strategic Risk Management function also updated the report on mitigating activities with respect to strategic risks as identified in the Strategic Risk Register.

During the reporting period, Ministerial and Executive Services prepared reports for EMT and the Public Safety Portfolio Audit and Risk Committee on the status of mitigating activities with respect to strategic risks and key risk indicators based on agreed risk tolerances.

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Human resourcesWorkforce planning and performanceWorkforce profileThe total number of full-time equivalent staff for PSBA was 2,010.28 at 30 June 2016.

Between 1 July 2015 and 30 June 2016, the PSBA permanent separation rate was 7.8%. The separation rate for permanent staff has been calculated based on Aurion data only and excludes a small number of staff on LATTICE.

Balance Balance is a program designed to enhance the skills and knowledge of female leaders in public safety agencies. The program encourages:

awareness of leadership strengths and how to use them to drive organisational performance

the ability to diagnose and negotiate the specific challenges for women in public safety leadership roles and to use influence to shape solutions

the ability to balance the ways of established organisational culture with other approaches required to meet needs

increased internal capacity as a female leader and ability to bring others along on that journey.

Balance is a program developed by the Australian Institute of Police Management (AIPM) and involves two residential workshops linked by three months of workplace development support. The first Queensland-based program – Q-Balance – commenced in June 2015 at the QPS Academy at Oxley. Across the public safety portfolio, women who identified as exercising significant leadership within their organisation were encouraged to submit an expression of interest outlining how the program would be of benefit to them as an individual and to their workplace.

A large number of applications were received which resulted in 21 successful public safety portfolio nominations and an additional six nominations from the Australian Federal Police and the QAS. The program was so well supported that additional courses commenced in August 2015 with more planned for 2016.

Applications for the 2016-17 Balance program are being collated.

Corporate Induction A half-day corporate induction session is available to all new PSBA staff. Over 190 staff participated in sessions with the accountable officer and other leaders on a broad range of topics including corporate vision and structure, information technology and security, conditions of employment, employee entitlements, workplace conduct and performance, safety and wellbeing, and administration. Feedback from attendees has been consistently positive with staff valuing the opportunity to personally network with senior leaders and colleagues.

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Domestic and family violence support package On 25 November 2015, the Public Service Commission released a whole-of-government domestic and family violence support package which details support options available in the workplace including:

a minimum of ten days paid special leave

flexible working arrangements

reasonable workplace adjustments

counselling support services.

It also outlines the roles and responsibilities of managers and employees.

To support the implementation of this whole-of-government initiative, the PSBA, in conjunction with the Office of the IGEM, QFES and QPS, developed the Supporting Employees Affected by Domestic and Family Violence Policy. The policy applies to employees engaged by the public safety portfolio agencies and includes a list of various support options available to employees affected by domestic and family violence.

PSBA, QFES and QPS have enrolled in the 2016 White Ribbon Organisational Accreditation Program which will assist these agencies in continuing to drive organisational change in preventing domestic and family violence.

An on-line learning product to improve employees’ awareness of domestic and family violence issues has been developed and will be available for all staff in the portfolio agencies in late 2016. A managers’ face to face training package has also been developed for roll out in late 2016 for frontline leadership and middle management levels.

Employee assistance The Employee Assistance Service, managed by PSBA, helps prevent and manage mental health issues for employees across the public safety portfolio by providing advice, counselling and referral to external services for a full range of organisational and personal issues. Specialist officers are available to assist staff and include internal and external psychologists, social workers and trained Peer Support Officers.

Significant priority and an allocation of resources have been given to a renewed approach to the prevention and management of psychological injury within the public safety portfolio agencies. The goal of this approach is to de-stigmatise psychological illness and encourage employees to seek assistance.

Additionally, PSBA, on behalf of the portfolio agencies, assisted beyondblue in the development of a framework for preventing and managing mental health issues in emergency services agencies. PSBA also led the development of the Australia New Zealand Policing Advisory Agency guiding principles for managing mental health in policing.

During 2015-16, 80 people accessed counselling support within PSBA. The main access reasons were transfer, complaint/investigation/discipline, and relationship issues.

Healthy, Wealthy and Wise Expo seriesPSBA, in partnership with a number of local governments, conducted a series of one day Healthy, Wealthy and Wise Expos for public servants and volunteers from state and local government during 2015-16. The expo series was open to all Queensland Government and local government employees and volunteers, and offered free group fitness classes and presentations which covered topics such as parenting, leadership, money management and retirement, strength training and injury prevention, managing stress, sleep and fatigue, nutrition and stroke prevention. Triple P Positive Parenting Program classes were also available to members of the community. Six expos were delivered from Cairns to Logan City with more than 4,500 people registering to attend sessions.

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Health and wellbeingThe Safety and Wellbeing Branch, within the PSBA Human Resources Division, continued to work with management, staff and the unions during the reporting period to improve employee health, fitness and wellbeing.

The HealthStart Program is offered to staff of the public safety portfolio as it moves through each geographical area of Queensland and a number of recreational and fitness activities were provided for employees to participate in as part of Corporate Teams.

QPS alcohol and drug testing PSBA and QPS continued to conduct alcohol and drug testing in support of the QPS’ commitment to enhance police wellbeing, safety and integrity within the workplace.

As at 30 June 2016, 1,347 ‘relevant persons’ had undergone a random alcohol breath test and 312 recruits had undergone random alcohol and drug testing with nil positive results (‘relevant persons’ refers to part 5A.3 of the Police Service Administration Act 1990 and includes an officer or a staff member whose duties include performing functions in a critical area, watchhouse officers, police radio and electronics technicians, recruits, etc.).

Following critical incidents, 26 alcohol breath tests and 26 urine drug tests were conducted. While two positive drug results were detected, these were found to be because of medical treatment or lawful use of over the counter medication.

Working for Queensland Employee Opinion Survey The Working for Queensland Employee Opinion Survey is the annual, whole-of-government survey which measures workplace climate across the Queensland public service. The 2016 survey explored employee perceptions of matters impacting three key outcomes: agency engagement, organisational leadership and innovation, with the aim of identifying better ways of working.

The results serve as a benchmark which will assist with measuring changes in agency performance and provide a guide to focus organisational improvement efforts.

The 2016 survey was conducted from 18 April to 11 May. The 2015 and 2016 results for each public safety portfolio agency are:

Agency Response Rate Agency engagement

Organisational leadership

Innovation

2015 2016 2015 2016 2015 2016 2015 2016

PSBA 62% 48% 38% 41% 34% 34% 50% 53%

Office of the IGEM 100% 100% 71% 63% 80% 59% 88% 74%

QFES 30% 38% 70% 74% 42% 50% 53% 54%

QPS 35% 31% 57% 53% 46% 41% 47% 46%

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Since the 2014 survey, PSBA’s agency engagement, organisational leadership and intention to leave results have been quite stable. Results have steadily improved for workplace factors including innovation, job empowerment, workload and health, and learning and development.

These results will assist in directing the significant change management and organisational improvement activities which PSBA is undertaking following machinery-of-government changes and restructures.

Workplace health and safety Workplace health and safety is a priority for PSBA and the portfolio agencies including QFES and QPS. During 2015-16, a total of 1,623 claims for compensation were accepted by WorkCover Queensland for the portfolio (PSBA 71; QFES 219 and QPS 1,333). Of these accepted WorkCover claims, 683 injuries resulted in a work absence of one or more days (PSBA 36; QFES 121 and QPS 526).

The Lost Time Injury Rates (per 100 employees) for 2015-16 for the PSBA, QFES and QPS were 3.72, 3.88 and 3.57 respectively.

Throughout 2015-16, two Injury Management Centres for QPS and QFES/PSBA continued to consolidate the improved and integrated business processes of injury management. As at 30 June 2016, the return to work rates for PSBA, QFES and QPS were 100%, 96.5% and 98% respectively.

Significant priority and an allocation of resources have been given to a renewed approach to the prevention and management of psychological injury within the public safety portfolio agencies. The goal of this approach is to de-stigmatise psychological illness and encourage employees to seek assistance.

Workplace Behaviours Standard The Workplace Behaviours Standard was introduced in March 2016 for employees of the PSBA, Office of the IGEM and QFES, and includes contractors and volunteers. The standard sets out the agencies’ commitment to providing a safe and healthy workplace, free from negative workplace behaviours including conduct that is either workplace bullying, sexual harassment and unlawful discrimination or a combination of two or more components.

PSBA provides a range of informal and formal workplace conflict management options to assist in maintaining a productive and positive workplace.

Early retirement, redundancy and retrenchment No early retirement, redundancy or retrenchment packages were paid to PSBA employees during 2015-16.

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Financial statements

58


59


Financial statements - Table of contents Statement of comprehensive income.......................................................................................................58Statement of financial position.................................................................................................................59Statement of changes in equity................................................................................................................60Statement of cash flows...........................................................................................................................61Notes to and forming part of the financial statements 2015-16...............................................................62Management Certificate...........................................................................................................................88Independent Auditor’s Report...................................................................................................................89

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Statement of comprehensive income

61


Statement of financial position

62


Statement of changes in equity

63


Statement of cash flows

64


Notes to and forming part of the financial statements 2015-16

65


66


Notes to and forming part of the financial statements 2015-16 (cont’d)

67


68



69


70



71


72



73


74



75


76



77


78



79


80



81


82



83


Notes to and forming part of the financial statements

84


2015-16 (cont’d)

85



86


87



88


89



90


91



92


93



94


95



96


97



98


99



100


101



102


103



104


105



106


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108


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112


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115


Management Certificate

116


Independent Auditor’s Report

117


Independent Auditor’s Report (cont’d)

118


AppendicesAcronymsARRs Annual report requirements for Queensland Government agencies

CCC Crime and Corruption Commission

EMT Executive Management Team

FAA Financial Accountability Act 2009

FPMS Financial and Performance Management Standard 2009

GWN Government Wireless Network

HRIS Human Resource Information Solution

ICT Information and communications technology

IGEM Inspector-General Emergency Management

LGBTI Lesbian, gay, bisexual, transgender and intersex

MPF Mobile Police Facility

PSBA Public Safety Business Agency

QAO Queensland Audit Office

QCS Queensland Corrective Services

QGAir Queensland Government Air

QGEA Queensland Government Enterprise Architecture

QFES Queensland Fire and Emergency Services

QPS Queensland Police Service

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Compliance checklistSUMMARY OF REQUIREMENT BASIS FOR

REQUIREMENTPage reference

Letter of compliance

A letter of compliance from the accountable officer to the Minister

ARRs – section 8 ii

Accessibility Table of contents

Acronyms

ARRs – section 10.1 1

91

Public availability ARRs – section 10.2 i

Interpreter service statement Queensland Government Language Services Policy

ARRs – section 10.3

i

Copyright notice Copyright Act 1968


i

Information Licensing QGEA – Information Licensing


i

General information

Introductory information ARRs – section 11.1 4-18

Agency role and main functions ARRs – section 11.2 5, 11-18, 94

Operating environment ARRs – section 11.3 11-16

Non-financial performance

Government’s objectives for the community ARRs – section 12.1 12

Other whole-of-government plans/specific initiatives

ARRs – section 12.2 24-37

Agency objectives and performance indicators

ARRs – section 12.3 22-37

Agency service areas and service standards ARRs – section 12.4 22-23

Financial performance

Summary of financial performance ARRs – section 13.1 19-21

Governance – management and structure

Organisational structure ARRs – section 14.1 17-18

Executive management ARRs – section 14.2 38-40

Government bodies (statutory bodies and other entities)

ARRs – section 14.3 N/A

Public Sector Ethics Act 1994 Public Sector Ethics Act 1994


45

Queensland public service values ARRs – section 14.5 14

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Compliance checklist (cont’d)SUMMARY OF REQUIREMENT BASIS FOR

REQUIREMENTPage reference

Governance – risk management and accountability

Risk management ARRs – section 15.1 9-10, 50-51

Audit committee ARRs – section 15.2 9-10

Internal audit ARRs – section 15.3 49

External Scrutiny ARRs – section 15.4 46-48

Information systems and recordkeeping ARRs – section 15.5 50

Governance – human resources

Workforce planning and performance ARRs – section 16.1 52-55

Early retirement, redundancy and retrenchment

Directive No. 11/12 Early Retirement, Redundancy and Retrenchment

ARRs 16.2

55

Open data Consultancies ARRs – section 17


1

Overseas travel ARRs – section 17


1

Queensland Language Services Policy ARRs – section 17


1

Financial statements

Certification of financial statements FAA – section 62

FPMS – sections 42, 43 and 50


88

Independent Auditor’s Report FAA – section 62

FPMS – section 50


89-90

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Contacts and key locationsCentral officesLevel 24

State Law Building 50 Ann Street

Brisbane Qld 4000

Queensland Police Headquarters

200 Roma Street

Brisbane Qld 4000

Emergency Services Complex

Cnr Park and Kedron Park Roads

Kedron Qld 4031

Mailing addressGPO Box 9879

Brisbane Qld 4001

Telephone contact13 QGOV (13 74 68)

PSBA has offices located throughout Queensland. You can locate or contact your nearest office by calling 13 QGOV (13 74 68).

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