Corporate support functions

Corporate Governance Group (CGG)

The CGG meets monthly to support the role of the Director-General in overseeing the operations of the department.

Chaired by the Director-General, CGG also includes the following members:

• Chief Operating Officer, Services Division
• Deputy Director-General, Strategic Policy and Intergovernmental Relations
• Queensland Parliamentary Counsel, Office of the Queensland Parliamentary Counsel
• General Manager, Government Services
• General Manager, Corporate Services
• Senior Executive Director, Office of the Director-General
• Senior Executive Director, Social Policy
• Senior Executive Director, Economic Policy
• Cabinet Secretary, Cabinet and Parliamentary Services
• Deputy Director-General, Arts Queensland

The role of the CGG is to:

• consider impacts of whole-of-government initiatives on the department’s activities
• consider workforce capability and industrial relations developments impacting on the department’s workforce and approve strategies and programs
• monitor the department’s financial and non-financial performance
• prioritise and monitor ICT projects (exceeding budget of $500,000)
• activate service area’s Business Continuity Plans and undertake activities detailed in the department’s Business Continuity Framework in the event of a crisis
• act as a forum for strategic information sharing.

The Budget Committee

DPC’s Budget Committee is responsible for overseeing and coordinating budget investment decisions, allocation processes and ensuring funding requirements are consistent with the department’s objectives.

The committee possesses a thorough understanding of the department’s activities and the environment in which it operates, including its strengths, weaknesses, opportunities, challenges and threats and is committed to the continual improvement of the department’s financial performance.

The budget committee requires any new funding requests and proposed changes to existing funding allocations to be appropriately justified with a cost benefit analysis, represent value for money and supported by comprehensive and reliable financial information.

Meetings are convened on a quarterly basis however impromptu meetings may be called at the discretion of the chair.

Membership during the 2014–15 financial year consisted of the following senior officers (table at right).

Achievements for 2014–15

In 2014–15, the Budget committee:

• oversaw the preparation of the department’s budget and reviewed and monitored financial performance and position against budget
• applied the fiscal strategy and budget rules and ensured these were adopted by all divisions to support and guide robust financial management throughout the department
• closely monitored budget pressures and evaluated and prioritised the use of savings to address budget pressures most critical to the department’s objectives
• identified strategies to maximise the availability of departmental funds in both the current and future years
• provided sound leadership and direction in the financial management and performance of the department.

The Audit and Risk Management Committee (ARMC)

DPC’s Audit and Risk Management Committee (ARMC) was established by the Director-General, the accountable officer for the department, as required by section 35(1) of the Financial Performance Management Standard 2009 (the standard). As required by section 35(2) of the standard, terms of reference outlining the role of the committee have been endorsed by the committee in May 2013.

During 2014–15, the ARMC observed the terms of its charter and had due regard to Queensland Treasury’s Audit Committee Guidelines.

The role of the ARMC is to provide independent assurance and assistance to the Director-General, Department of the Premier and Cabinet on the:

• risk management, internal control and compliance frameworks
• financial statements
• internal audit and external audit matters
• performance management.

The ARMC also serves the Commission Chief Executive, Public Service Commission (PSC).

Committee responsibilities

The ARMC is directly responsible to the accountable officer. In discharging its responsibilities the ARMC has the authority to:

• conduct or authorise investigations/ audits into matters within its scope of responsibility
• access information, records and personnel for such purpose
• equest the attendance of any employee, including executive staff, at ARMC meetings
• conduct meetings with internal and external auditors as necessary
• seek advice from external parties as necessary.

Budget Committee Membership

Name	Committee role	Position	Term
Pat Vidgen	Chair	Chief Operating Officer	March 2015 – June 2015
Ross Musgrove	Chair	Chief Operating Officer and Deputy Director-General, Public Sector Renewal	July 2014 – March 2015
Justin Muller	Member	Chief Finance Officer	July 2014 – June 2015
Jamie Merrick	Member	Deputy Director-General Strategic Policy and Intergovernmental Relations	July 2014 – June 2015
David Hourigan	Member	Deputy Director-General, Policy	July 2014 – March 2015
Craig Wilson	Member	Senior Executive Director Economic Policy	March 2015 – June 2015
Christine Castley	Member	Senior Executive Director Social Policy	March 2015 – June 2015
Scott Peut	Member	General Manager, Corporate Services	July 2014 – June 2015
Geoff Robson	Member	General Manager, Public Sector Renewal	July 2014 – March 2015
Sarah Buckler	Member	Senior Executive Director, Office of the Director-General	May 2015 – June 2015

Meetings

In accordance with its terms of reference the ARMC convened four times during 2014–15. The General Manager, Corporate Services; the Executive Director, Corporate Governance; the Chief Finance Officer; and the Director, Internal Audit and Risk have standing invitations to attend all committee meetings.

Remuneration

As the Chair of the Committee, Jenny Parker is entitled to be paid $220 (excluding GST) per hour, capped at six hours per meeting to prepare for and attend meetings. The Chair attended all four meetings held during 2014–15. Invoices for the value of $4400 (excluding GST) have been received for this period.

As an independent member of the committee, Neil Jackson is entitled to be paid $180 per hour (excluding GST) capped at six hours per meeting to prepare for and attend meetings. The independent member attended all four of the meetings held during 2014–15 and received $3021 (excluding GST) in remuneration.

Achievements for 2014–15

• Approved the internal audit plan and monitored the ongoing delivery of the internal audit program.
• Received and considered multiple Queensland Audit Office reports and monitored the status of the agreed recommendations (further information can be found at external scrutiny on page 34).
• Noted the ongoing financial position of the department and approved the financial statements for 2013–14.
• Noted the ongoing corporate governance and risk management activities.

ARMC membership

Name	Committee role	Position	Term
Jenny Parker	Chair	Independent	July 2014 – June 2015
Neil Jackson	Member	Independent	July 2014 – June 2015
Jon Grayson	Member	Director-General	July 2014 – February 2015
Ross Musgrove	Member	Chief Operating Officer and Deputy Director-General, Public Sector Renewal	July 2014 – February 2015
Andrew Chesterman	Member	Commission Chief Executive, PSC	July 2014 – February 2015
Peter McKay	Member	Deputy Commissioner, Workforce Renewal and Operations, PSC	July 2014 – February 2015
Pat Vidgen	Member	Chief Operating Officer	March 2015 – June 2015
Dave Stewart	Attendee	Director-General	March 2015 – June 2015
Rob Setter	Attendee	Commission Chief Executive, PSC	March 2015 – June 2015

Internal audit

During 2014–15 the internal audit service was managed by the department’s Director of Internal Audit and Risk with delivery of the program being outsourced to a third-party provider, Deloitte Touche Tohmatsu.

Internal audit provides independent assurance and advice to the Director-General, senior management and the Audit and Risk Management Committee (ARMC). It enhances the department’s corporate governance environment through an objective, systematic approach to evaluating the effectiveness and efficiency of processes, internal controls and risk management practices. This is in accordance with the role detailed in the Financial Accountability Act 2009.

The internal audit function operates in accordance with an approved Internal Audit Charter that incorporates professional standards and the Queensland Treasury Audit Committee Guidelines. The function is independent of the activities it reviews, of management and of the Queensland Audit Office (QAO).

The internal audit function is continually monitored to ensure it operates effectively, efficiently and economically.

Achievements for 2014–15

• Developed an internal audit plan based on strategic risks and operational risk registers and presented the plan to the ARMC for approval.
• Executed the internal audit plan that included the completion of the following audits:
  • assurance mapping to strategic risks
  • ministerial offices – review of administrative services
  • payroll
  • contract management.
• Provided reports on results of internal audits and assurance reviews undertaken to the ARMC and the Director-General.
• Monitored and reported on status of implementation of internal audit recommendations to the ARMC.
• Supported management by providing advice on corporate governance and related issues including fraud and corruption prevention programs and risk management.
• Provided secretariat support to the ARMC.

Risk management

In accordance with the Financial Accountability Act 2009 the Director-General has established appropriate systems of internal control and risk management. This has been achieved through the maintenance of a risk management framework.

The department’s risk management framework was reviewed and updated during 2014–15. The framework aligns with the Australian Standard AS/NZ ISO 31000:2009 on Risk Management–Principles and guidelines and includes appropriate governance arrangements, policy and procedures, and risk reporting and analysis.

The department is committed to a philosophy and culture that ensures risk management is an integral part of all activities. This minimises vulnerability to internal and external events and influences that could impact the achievement of its objectives and strategic priorities. The department recognises that innovation may attract risk and encourages the appropriate management of potential benefits versus risk.

To support the achievement of strategic objectives, risk management has been embedded throughout the department through proactive executive involvement and assessment and treatment of risk, including fraud and corruption risks.

For 2014–15 the department’s strategic plan identified three overarching strategic risks. A series of operational risk registers, were routinely reviewed and maintained. The department’s divisions are responsible for identifying and managing operational risks.

The Audit and Risk Management Committee (ARMC) oversees the department’s risk management system and it is a standing agenda item at their quarterly meetings.

External scrutiny

External audits and reviews add value to the public sector through recommendations that improve business operations. In 2014–15, the following reports were published by the Queensland Audit Office that had relevance to the department:

Report 1: 2014–15 Results of audit: Internal control systems 2013–14

This report summarised the results of the evaluations of the systems of financial controls and the selective testing of controls that operated within the 21 government departments during the 2013–14 financial year.

In addition to the results of audits of internal control systems, the report also included evaluations of the effectiveness of delegation of financial responsibility in all 21 departments and compared this to five other public sector agencies. The risk assessment processes used by accountable officers to manage their financial risks were also examined.

Management has taken action to address the recommendations made in the report that were specific to the department.

Report 4: 2014–15 Results of audit: State public sector entities for 2013–14

This report presents the results of audits of the 2013–14 public sector financial statements for state government departments, statutory bodies, government-owned corporations and the entities they control with 30 June 2014 balance sheet dates. It was noted that the department’s

2013–14 financial statements were prepared to the required quality standard and provided in accordance with the required timelines. The department was assessed as having an overall strong internal control environment for 2013–14.

Record keeping

The department continues its commitment to quality record keeping with the provision of policies, processes and systems to support decision making and accountability.

In 2014–15, the following initiatives and activities were undertaken:

• upgraded the department’s Electronic Document and Records Management System (eDRMS) to Hewlett Packard Records Management (HPRM)
• supported Cabinet and Parliamentary Services in the management of Cabinet submissions tabled at weekly Cabinet meetings
• delivered updates to HPRM training packages, Quick Guides and user manuals for HPRM user groups
• transferred a significant number of permanent departmental files to off-site storage and disposed of a substantial amount of temporary departmental records that had reached their disposal period.

In 2015–16, the department will continue to move towards a ‘paperlite’ environment. To facilitate this, a new departmental Digitisation Disposal policy is being developed that will assist staff in best practice work processes that reduces the reliance on physical paper. In addition, and as a precursor to the department’s transition to new premises at 1 William Street, the department will transfer its on-site temporary records to a secure offsite storage provider.

Business systems

The department purchases transactional processing services from Queensland Shared Services and uses the whole-of-government SAP and Aurion systems for finance and human resource management services respectively.

The department uses HPRM for its eDRMS functionality. This system provides secure, effective and efficient management of corporate records and is also used for workflow of ministerial and executive correspondence. A customised version of HPRM is used for the purpose of managing proposed Cabinet submissions. This business system has enhanced information security and business functionality.

In 2014–15, the following initiatives and activities were undertaken:

• implemented a Performance Information Management System (PIMS) that monitors and reports on the delivery of government commitments, decisions and whole-of-government reports
• deployed a Client Management System that assists in the management of functions and events for the department
• deployed an online customer relationship management (CRM) system for the Office of the Governor to manage the Governor’s diary
• moved from traditional desktop computers to Microsoft Surfaces and Office365, which has promoted flexible work practices that allow staff to work anywhere wi-fi is available, including their home
• delivered training for staff to support the roll-out of the Microsoft Surface tablet
• developed the DPC Mobile App that provides easy access to staff contact details and also plays a part in DPC’s new SMS emergency contact system that allows for a more responsive DPC
• implemented the department’s Bring Your Own Device (BYOD) program allowing staff to be responsive and more agile
• transitioned to a new Facilities Management contract that includes on-site support, help desk services, service and network support, network as-a-service, infrastructure as-a-service, wireless as-a-service, firewall as-a-service, database as-a-service and uninterruptible power supply as-a-service.

Open Data

The following will be published online at the Open Data website www.qld.gov.au/data.

• Consultancies
• Language services
• Overseas travel
• Government bodies
• Grant recipients

Our leaders

Dave Stewart
Director-General
Department of the Premier and Cabinet

Dave Stewart was appointed Director-General of the Department of the Premier and Cabinet (DPC) in February 2015. Prior to this role, he was the Secretary for Transport for New South Wales (NSW), where he led around 27,000 people in shaping planning, policy and delivery of public transport, roads and freight across NSW.

After a long career in local government, and engineering construction in Australia and the United Kingdom, Dave joined the Queensland Government in 2006 as Deputy Coordinator-General within the Department of Infrastructure and Planning, where he was responsible for delivering major water and road projects.

From June 2008, he was the Director-General of Queensland Transport and then the Department of Transport and Main Roads, overseeing the integration of organisations to a new customer-focussed model. His primary responsibility was transport leadership including strategic policy and planning, system stewardship, infrastructure delivery and service delivery.

One of his highlights as the Director-General of DPC has been participating in the community champions program for Indigenous communities, where he regularly visited Gulf communities and assisted them with accessing much-needed government services.

He is passionate about regional Queensland and engaging directly with residents, business, government and community leaders.

He is a civil engineer and holds Masters Degrees in Business and Engineering Science. He completed an executive program at Harvard University looking at private sector involvement in infrastructure delivery. He is a Fellow of Engineers Australia and an Honorary Fellow, Chartered Institute of Transport and Logistics.

Jamie Merrick
Deputy Director-General
Strategic Policy and Intergovernmental Relations

Jamie Merrick was appointed as Deputy Director-General, Strategic Policy and Intergovernmental Relations in 2014. In this role, Jamie has responsibility for:

• Intergovernmental Relations, including support for the Council of Australian Governments (COAG), Council for the Australian Federation, treaties and cross-border issues
• Federalism and Fiscal Reform taskforces
• Whole-of-government strategy and engagement.

Prior to this Jamie held the role of Deputy Director-General (Economic Policy), State Development. Jamie is originally from the United Kingdom and held a number of roles with the East of England Development Agency (EEDA), including as Executive Director of Strategy.

Kirsten Herring
Deputy Director-General
Arts Queensland

Kirsten Herring was appointed as Deputy Director-General, Arts Queensland in 2013. In this role Kirsten oversees the activities of Arts Queensland, including the Queensland Government’s investments in the South Bank Cultural Precinct; the funding of the major arts companies; the corporate governance support for the state’s arts statutory bodies and government owned companies; and the delivery of the arts investment funding programs.

Before joining Arts Queensland, Kirsten held a number of executive positions with Events Queensland. These roles included Interim Chief Executive Officer (from 1 August 2012 until the merger with Tourism Queensland in early 2013) and General Manager—Event Acquisition and Development.

Kirsten has also worked as the Commercialisation Manager for the University of Queensland’s Arts faculty, the Head of International Production for Screen Queensland (then known as the Pacific Film and Television Corporation) and as the Director of Investment for the Department of State Development.

Pat Vidgen
Chief Operating Officer
Services Division

Pat Vidgen was appointed as Acting Chief Operating Officer, Department of the Premier and Cabinet in March 2015.

In this role Pat leads the delivery of corporate and government services for the department. Prior to this, Pat was the Deputy Chief Executive Officer, Public Safety Business Agency. In his role, Pat was responsible for supporting the delivery of outcomes for portfolio partner agencies through executive oversight of Information Technology, Business Services, Human Resources, Operations and Queensland Government Air.

Pat has held numerous senior positions within the Queensland Government and has represented the government on a range of state and national boards and committees.

Leighton Craig
Cabinet Secretary

Leighton Craig has nearly 20 years’ experience in the public sector. In his role as Cabinet Secretary he heads the team responsible for managing services across the Queensland Government that support the operation of the Cabinet and Cabinet committees. His team also monitors delivery of government commitments and decisions, and supports agencies to implement the Queensland Government Performance Management Framework.

Leighton has worked in a diverse range of policy and project areas within government, including law and justice policy, disaster relief, community engagement on significant infrastructure and Indigenous cultural heritage.

He has previously headed the legal and constitutional area of the Department of the Premier and Cabinet, and has been a Clerk of the Executive Council since 2010.

Craig Wilson
Senior Executive Director
Economic Policy

Craig Wilson was appointed as Senior Executive Director, Economic Policy with the Department of the Premier and Cabinet in February 2014.

In this role Craig and his team manage coordination of a large portfolio of policy issues including, for example, environment and natural resources, Great Barrier Reef, climate change and renewable energy, mining, infrastructure and transport, planning, budget policy and strategy, industrial relations, agriculture, tourism and Commonwealth Games, regulatory reform, energy and water, training and education, trade, investment and employment.

Christine Castley
Senior Executive Director
Social Policy

Christine Castley has 20 years’ experience in the public sector. In January 2014, Christine was appointed as Senior Executive Director, Social Policy.

In this role, she deals with a cross-portfolio of social issues including health, child protection, disability services, justice and policing, community safety, disaster management and counter terrorism, social housing, public works and national parks, sport and recreation. She holds a Bachelor of Laws, Bachelor of Arts (English and Communications) and a Master of Public Administration from the University of Queensland.

Christine has had a varied career in the Queensland public service, spanning a number of social and economic policy projects, including leading the 2008 review of Queensland’s Public Service Act, the 2009 Right to Information Project, implementation of the Queensland Government’s response to the Queensland Floods Commission of Inquiry and developing a Queensland Government action plan on alcohol-related violence.

In August 2014, Christine was appointed to head the Secretariat for the Special Taskforce on Domestic and Family Violence in Queensland, chaired by the Honourable Quentin Bryce AD CVO, a review which culminated in the landmark report Not Now, Not Ever: Putting an End to Domestic and Family Violence in Queensland.

Theresa Johnson
Parliamentary Counsel
Office of the Queensland Parliamentary Counsel

Theresa Johnson is the Queensland Parliamentary Counsel. As chief executive of the Office of the Queensland Parliamentary Counsel (OQPC), Theresa is responsible for the drafting and publishing of all Queensland legislation.

Theresa has more than 20 years’ experience in legislative drafting and statutory interpretation at both state and Commonwealth levels. She is Queensland’s member of the Australasian Parliamentary Counsel’s Committee and a member of the Commonwealth Association of Legislative Counsel and its Council.

Paul McFadyen
Deputy Parliamentary Counsel

Paul McFadyen was appointed Deputy Parliamentary Counsel in 2014 and has more than 15 years’ experience in legislative drafting. Paul is the Deputy Parliamentary Counsel for Group 1, which includes legislative drafters and the office’s specialist editing and publishing services.

Paul manages the group and supervises the preparation of legislation for subject matter administered by the departments of Agriculture and Fisheries; Communities, Child Safety and Disability Services; Education and Training; Energy and Water Supply; Environment and Heritage Protection; Housing and Public Works; Infrastructure, Local Government and Planning; National Parks, Sport and Racing; Natural Resources and Mines; State Development and Queensland Health.

Annette O’Callaghan
Deputy Parliamentary Counsel

Annette O’Callaghan was appointed Deputy Parliamentary Counsel in 2010 and has more than 20 years’ experience in legislative drafting in Queensland, New South Wales and Victoria. Annette is the Deputy Parliamentary Counsel for drafting services Group 2 and the Project Executive for the office’s eLegislation Project.

The Deputy Parliamentary Counsel manages the legislative drafters in group two and supervises the preparation of legislation for subject matter administered by the Department of Aboriginal and Torres Strait Islander Partnerships; Department of Justice and Attorney-General; Department of the Premier and Cabinet; Department of Science, Information Technology and Innovation; Department of Tourism, Major Events, Small Business and the Commonwealth Games; Department of Transport and Main Roads; Public Service Commission; Public Trust Office; Queensland Police Service; Public Safety Business Agency; Queensland Fire and Emergency Services; Queensland Ambulance Service and Queensland Treasury.

Stacey Talbot
General Manager
Office Services

Stacey Talbot commenced in the newly created role of General Manager, Office Services in March 2015 with responsibility for OQPC’s information systems and corporate governance activities.

In addition, Stacey has been and continues to be centrally involved in the office’s eLegislation project, delivering a new legislative drafting and publishing system that will:

• greatly improve public access to Queensland legislation via a new legislation website
• streamline legislative production and publishing processes.

On completion of the eLegislation project Stacey will also assume responsibility for the office’s legislative services function, accountable for the quality assurance of draft legislation and for publication of Queensland legislation and associated legislative information.

Prior to joining OQPC in 2003, Stacey worked in human resources, training and corporate roles in a number of Queensland Government agencies as well as undertaking long term placements on major Queensland Government information systems projects.

Boards and Committees

Aboriginal Centre for the Performing Arts Pty Ltd
Objective/function	The objective of the Aboriginal Centre for the Performing Arts Pty Ltd (ACPA) company is to provide performing arts training and opportunities to Indigenous students.
Constituting Act	Corporations Act 2001 (Cth).
Financial reporting arrangements	The ACPA provides annual financial reports to the Queensland Parliament in accordance with Treasury Policy. Arts Queensland conducts compliance checks to ensure accountability.
Achievements 2014–15	In 2014–15, students participated in the following cultural events: NAIDOC week performance, Musgrave Park, July 2014 Cyrano De Bergerac at Queensland Theatre Company, August 2014 Former Origin Greats musical performance at Suncorp Stadium, September 2014 G20 Cultural Celebrations, October 2014 Homeground Festival Sydney, November 2014 Matilda awards at Gardens Theatre Queensland University of Technology, March 2015 Lady Cilento Hospital multicultural festival, June 2015.

Board of the Queensland Museum
Objective/function	The Board of the Queensland Museum is charged with the control and management of the museum and of all natural history, historical and technological collections, and other chattels and property contained therein. It is responsible for the maintenance and administration of the museum in such manner as will effectively meet the needs and demands of the community in any or all branches of the natural sciences, applied sciences, technology and history.
Constituting Act	Queensland Museum Act 1970.
Financial reporting arrangements	The Queensland Museum prepares its own annual report, which is provided to the Premier to be tabled in the Legislative Assembly of Queensland. Arts Queensland conducts compliance checks to ensure accountability.
Achievements 2014–15	Achievements are outlined in the Queensland Museum’s annual report.

Celebrate Queensland Committee
Objective/function	The role of the Celebrate Queensland Committee (CQC) is to provide advice and assistance with strategies that enhance community engagement, participation and pride in the Australia Day and Queensland Week programs. To achieve this, CQC liaises with all levels of government, industry, business and the community. Prior to September 2014, CQC was known as Queensland Commemorative Events and Celebrations Committee.
Constituting Act	Not applicable.
Financial reporting arrangements	CQC costs are contained within the department’s financial statements.
Achievements 2014–15	Supported Events Coordination with stakeholder engagement related to the delivery of Australia Day 2015 and Queensland Week 2015.

Major Brisbane Festivals Pty Ltd
Objective/function	Major Brisbane Festivals Pty Ltd (MBF) was created by the Queensland Government and Brisbane City Council. The objectives of the MBF are to: create, produce and promote cultural festivals that showcase diverse artistic work and demonstrate artistic integrity produce and deliver inspiring and inclusive arts festivals in Brisbane and South East Queensland.
Constituting Act	Corporations Act 2001 (Cth).
Financial reporting arrangements	The MBF provides annual financial reports to the Queensland Government. Arts Queensland conducts compliance checks to ensure accountability. The MBF is exempt from audit by the Auditor-General under s30A of the Auditor-General Act 2009.
Achievements 2014–15	The 2014–15, MBF achieved the following: a record 890,000 attendance with increased local, interstate and international visitors 91 per cent of surveyed attendees likely to attend future festivals 79 productions, including nine world premieres and more than 1000 visiting artists from eight countries box office revenue of $2,165 000, up from $1,447,000 in 2013 1096 people employed, including 200 Queensland artists and arts workers, of which 50 were young and emerging artists.

Queensland Advisory Committee for the Commemoration of the Anzac Centenary
Objective/function	The role of the Queensland Advisory Committee for the Commemoration of the Anzac Centenary (QACCAC) is to oversee the program of activities for the centenary of the First World War across Queensland, and to ensure that the contribution made by Queenslanders is recognised with appropriate honour and dignity. The committee provides advice to the Premier on how Queensland will commemorate the Anzac Centenary between 2014 and 2018.
Constituting Act	Not applicable.
Financial reporting arrangements	QACCAC costs are contained within the department’s financial statements.
Achievements 2014–15	Reviewed and made recommendations on key elements of Queensland’s Centenary program, such as multimillion dollar legacy projects. Advised on applications for the Queensland Anzac Centenary grants program, and applications for financial assistance for numerous major commemorative events. Representation at ANZAC Day 2015, Anzac Centenary events, and project launches for community activities that received funding from the Queensland Government.

Queensland Art Gallery Board of Trustees
Objective/function	The role of the Queensland Art Gallery (QAG) Board of Trustees is to: develop and maintain the State’s art collection and programs in the visual arts for the enjoyment and cultural enrichment of the people of Queensland and visitors to Queensland control, manage, and maintain the art gallery and each branch and all the property in the possession of the board, to promote the display of works of art, artistic taste and achievement, educational or cultural instruction or material, and research in the visual arts area.
Constituting Act	Queensland Art Gallery Act 1987.
Financial reporting arrangements	The QAG prepares its own annual report, which is provided to the Premier to be tabled in the Legislative Assembly of Queensland. Arts Queensland conducts compliance checks to ensure accountability.
Achievements 2014–15	Achievements are outlined in the QAG annual report.

Queensland Art Gallery/Gallery of Modern Art Foundation Committee
Objective/function	The Queensland Art Gallery/Gallery of Modern Art Foundation Committee has been established as a committee of the QAG Board of Trustees under section 40C of the Act. The function of the committee is to raise funds to assist in the fulfilment of the Board’s functions, including by: encouraging gifts, donations, bequests and legacies of property for the benefit of the Board managing and investing property made available to the committee by the Board.
Constituting Act	Queensland Art Gallery Act 1987.
Financial reporting arrangements	Consolidated into financial reporting within the QAG annual report.
Achievements 2014–15	Achievements are outlined in the QAG Board of Trustee’s annual report.

Queensland Independent Remuneration Tribunal
Objective/function	The role, functions and responsibilities of the Queensland Independent Remuneration Tribunal (Tribunal) under the Act are to review remuneration in connection with Members of Parliament (MPs) and former MPs, and to make determinations about remuneration (salary, allowances or entitlements). In performing its functions, the Tribunal must act independently, impartially and fairly. When making a determination, the Tribunal must also consult with and consider the views of the Clerk of the Queensland Parliament and ensure that: allowances paid reflect the reasonable expenses incurred by an MP in servicing their electorate and that these allowances are not a substitute for other remuneration other matters, including accommodation and services in the parliamentary precinct and other accommodation services entitlements under the Queensland Ministerial Handbook and Queensland Opposition Handbook are not taken into account. The Tribunal is also required to provide written reasons for each determination and provide it to the Clerk of the Parliament for tabling in the Legislative Assembly.
Constituting Act	Queensland Independent Remuneration Tribunal Act 2013.
Financial reporting arrangements	The Tribunal’s costs are contained within the department’s financial statements. The Tribunal also prepares its own annual report, which is provided to the Clerk of the Parliament to be tabled in the Legislative Assembly of Queensland.
Achievements 2014–15	Achievements are outlined in the Tribunal’s annual report.

Queensland Music Festival Pty Ltd
Objective/function	The Queensland Music Festival Pty Ltd (QMF) company is committed to producing and promoting a biennial music festival that achieves both international excellence and accessibility for Queenslanders from all walks of life.
Constituting Act	Corporations Act 2001 (Cth).
Financial reporting arrangements	The QMF provides annual financial reports to the Queensland Parliament in accordance with Treasury Policy. Arts Queensland conducts compliance checks to ensure accountability. QMF is exempt from audit by the Auditor-General under s30A of the Auditor-General Act 2009.
Achievements 2014–15	The QMF is a biennial event and no festival was held within the 2014–15 financial year.

Queensland Museum Foundation
Objective/function	The Queensland Museum Foundation Trust is established by Deed to provide a fund for the collection and passing of donations to the Queensland Museum and other eligible charities that operate a public museum as determined by the Trustees and approved by the Board of the Queensland Museum.
Constituting Act	Not applicable.
Financial reporting arrangements	Consolidated into financial reporting within the Queensland Museum’s annual report.
Achievements 2014–15	Achievements are outlined in the Queensland Museum’s annual report.

Queensland Theatre Company
Objective/function	The functions of the Queensland Theatre Company (QTC) are to: promote and encourage the development and presentation of the arts of the theatre promote and encourage public interest and participation in the arts of the theatre promote and encourage the knowledge, understanding, appreciation and enjoyment of drama and other arts of the theatre produce, present and manage plays and other types of theatre conduct education in drama and other arts of the theatre promote education and research in drama and other arts of the theatre provide or assist to provide theatres encourage the involvement of persons in the writing of plays and other aspects of the arts and theatre.
Constituting Act	Queensland Theatre Company Act 1970.
Financial reporting arrangements	The QTC prepares its own annual report, which is provided to the Premier to be tabled in the Legislative Assembly of Queensland. Arts Queensland conducts compliance checks to ensure accountability. Queensland Theatre Company is exempt from audit by the Auditor-General under s30A of the Auditor-General Act 2009.
Achievements 2014–15	Achievements are outlined in the QTC annual report.

Queensland Performing Arts Trust
Objective/function	The role of the Queensland Performing Arts Trust (QPAT) is to: produce, present and manage the performing arts establish and conduct education and instruction in the performing arts teach, train and instruct persons in the performing arts promote education and research in the performing arts provide premises and equipment for presenting the performing arts encourage development and presentation of the performing arts encourage public interest and participation in the performing arts encourage understanding and enjoyment of the performing arts.
Constituting Act	Queensland Performing Arts Trust Act 1977.
Financial reporting arrangements	The QPAT prepares its own annual report, which is provided to the Premier to be tabled in the Legislative Assembly of Queensland. Arts Queensland conducts compliance checks to ensure accountability.
Achievements 2014–15	Achievements are outlined in the QPAT annual report.

Queensland Veterans’ Advisory Council
Objective/function	The role of the Queensland Veterans’ Advisory Council (QVAC) is to provide a forum for the Queensland veterans’ community to communicate directly with the highest levels of the Queensland Government. The QVAC meets biannually to provide advice to the government on matters relating to veterans and to promote the wellbeing of veterans in Queensland.
Constituting Act	Not applicable.
Financial reporting arrangements	QVAC costs are contained within the department’s financial statements.
Achievements 2014–15	Consulted and met with numerous Queensland veterans’ organisations. Considered input from the broad Queensland veterans’ community. Investigated and researched numerous items of interest to the veterans’ community for possible courses of action. Submitted a proposal to the Commonwealth for the establishment of a Next of Kin Memorial Medal. Working with the Public Service Commission on a proposal to support employment of ex-defence personnel by the Queensland Public Service. Made submissions for revisions to the state’s public housing rent policy that resulted in changes to reduce the impact on the veterans’ community.

Screen Queensland Pty Ltd
Objective/function	The objects of Screen Queensland Pty Ltd (SQ) are to: increase the level of film and television production in Queensland develop and maintain a creative infrastructure in Queensland for the film and television production industry develop and maintain an active and vibrant screen culture in Queensland make funding available to members of the domestic and foreign film industry whether through loan, grant, rebate, financial assistance, investment, investment loan or any other form of funding.
Constituting Act	Corporations Act 2001 (Cth).
Financial reporting arrangements	SQ provides annual financial reports to the Queensland Parliament in accordance with Treasury Policy. Arts Queensland conducts compliance checks to ensure accountability.
Achievements 2014–15	Achievements are outlined in the SQ annual report.

Cessation of the following boards occurred in 2014–2015:

Arts Investment Advisory Board (Ceased)
Objective/function	The Arts Investment Advisory Board was established to provide advice in relation to arts and cultural policy and investment in Queensland. It ceased on 26 June 2015. The need for a future advisory board will be determined post the review of Arts Queensland’s policies and programs to be undertaken in 2015–16.

Public Sector Renewal Board (Ceased)
Objective/function	On 12 March 2015, the Public Sector Renewal Board was dissolved. Consistent with this decision, implementation of Commission of Audit activities and other Public Sector Renewal Program initiatives have ceased.

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