Department of Treasury and Finance
Annual Report 2014-15
Department of Treasury and Finance Annual Report 2014-15
© Government of Tasmania 2015
Excerpts from this publication may be reproduced, with appropriate acknowledgement, as permitted
under the Copyright Act 1968
For further information please contact:
Department of Treasury and Finance
GPO Box 147
HOBART TAS 7001
Published October 2015
ISSN 1836-1277 (Print)
ISSN 1836-1285 (Online)
Letter of Transmittal
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Contents
Secretary’s Review .................................................................................................................................. 3
Executive Committee .............................................................................................................................. 5
Organisational Chart ............................................................................................................................... 7
Key Corporate Governance Arrangements ............................................................................................. 8
Functions and Services .......................................................................................................................... 10
Associated Entities ................................................................................................................................ 11
Corporate Direction 2014-15 ................................................................................................................ 14
Performance Information ..................................................................................................................... 22
Risk Management ................................................................................................................................. 24
Stakeholder Engagement ...................................................................................................................... 26
Our People ............................................................................................................................................ 28
Our Department.................................................................................................................................... 37
Superannuation Certificate ................................................................................................................... 55
Glossary ................................................................................................................................................. 57
Statement of Compliance ..................................................................................................................... 58
Index...................................................................................................................................................... 60
Contacts ................................................................................................................................................ 61
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Secretary’s Review
I am pleased to present this report for 2014-15 for the Department of Treasury and Finance.
In 2014-15, there was an improvement in a range of key economic indicators for Tasmania, following
an extended period of weak economic activity. However, Budget constraints continued to dominate
the political and economic landscape, both at a state and national level.
Following the election of the Liberal Government in March 2014, we worked closely with the Treasurer
and other Ministers to help implement the Government’s 2014 election commitments and its longer
term plan. The Government set an ambitious agenda to modernise the economy, make Tasmania
more attractive for investment, create jobs and return the Budget to surplus.
2014-15 was a dynamic and challenging year for Treasury, the first full year under the leadership of
our new Executive team.
In 2014-15 we:
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played an important project management role in the parliament square redevelopment,
culminating in land transfer and the commencement of construction in December 2014. This
$100 million project is estimated to create 400 jobs during construction;
completed a comprehensive review of the Liquor Licensing Act 1990, with a wide range of
stakeholders involved in the review;
worked with agencies and internal experts to complete functional and non-functional
requirements for a new Budget Information Management System;
supported the Government to deliver the 2014-15 State Budget in August 2014 and the
2015-16 State Budget in May 2015;
successfully negotiated with the Commonwealth regarding the treatment of GST revenue
sharing relativities for 2015-16, providing a significant benefit to Tasmania;
managed major office accommodation leases in the Hobart CBD, to centralise property
management across government and deliver savings;
supported the enactment of 11 pieces of legislation;
increased our focus on improving stakeholder engagement;
provided advice to the Government on the review of Forestry Tasmania and the management
of public sector superannuation;
implemented a Buy Local campaign to help Tasmanian businesses tender for Government
work; and
were finalists in the WorkSafe Awards, for the Best Work Health and Safety Management
System.
In July 2014, we released our 2014-15 Corporate Direction. This outlined the current strategic
operating environment, identified key priorities for both the Government and Treasury, highlighted
how we are managing key risks and was used to guide decision-making during the year.
Throughout 2014-15, we continued to invest in and develop staff capabilities through a number of
targeted programs, specifically: a corporate leadership development program; a new job rotation
program; and the development of a mentoring program.
The whole-of-government 2015 People Matter Survey results for our Department were very positive,
particularly in the areas of work health and safety; our high standards of public trust and ethical
behaviour; and our commitment to providing a high standard of service and achieving customer
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satisfaction in our dealings with others. Feedback from the Survey continues to reflect a strong level
of staff engagement, despite the difficulties we have faced in reducing both our operational and salary
costs over recent years.
I have been impressed with the professionalism and adaptability shown by staff across the
Department. This has allowed us to respond to the demands of a heavy workload and the challenges
of a constrained budgetary environment, while continuing to provide high quality economic and
financial policy advice and ensuring the ongoing delivery of our core tasks.
In 2015-16, we will continue to focus on implementing the Government’s agenda and ensuring that
we deliver high quality, cost effective services.
Our 2015-16 Corporate Direction includes four guiding principles to strengthen our stakeholder
engagement and collaboration, so that our policy advice is informed and we continue to deliver high
quality services. In this way, we can better serve the Treasurer and meet the Government’s and the
community’s needs.
Finally, I am pleased to advise that Treasury will be working towards becoming a White Ribbon
Accredited workplace. I am the overall sponsor of the White Ribbon Program within Treasury and see
it as an important step in changing cultural views across the Tasmanian State Service and society more
generally. Treasury’s Executive team is committed to developing an organisational culture that, in line
with our values, demonstrates zero tolerance towards violence against women.
Our most valuable resource is the talent and expertise of our employees. I thank all Treasury
employees for their continued dedication and contribution to delivering the highest standard of
economic, financial, regulatory and resource management advice.
I look forward to another dynamic and productive year in 2015-16.
Tony Ferrall
Secretary
6 October 2015
Mission
To improve the wellbeing of Tasmanians by providing:
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high quality advice to the Government; and
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effective and efficient administration of our financial and
regulatory responsibilities.
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Executive Committee
Tony Ferrall Secretary, Department of Treasury and Finance
Tony commenced as Secretary in August 2013. He leads the Department in managing the Tasmanian
Government’s financial resources and implementing strategies to achieve the Government’s
economic and financial objectives.
Tony has extensive budget, finance, policy and organisational leadership experience.
Tony has held a number of senior roles in the State public service. Most recently he was Deputy
Secretary of the Department’s Budget and Finance Division.
Kathrine Morgan-Wicks, Deputy Secretary, Budget and Finance Division
Kathrine has occupied the role of Deputy Secretary since February 2014. She brings to Treasury a
wealth of corporate, market and financial services regulatory experience.
Kathrine is responsible for the preparation and monitoring of the State Budget, for the management
of the Public Account and for providing advice to the Government on the financial management of the
public sector. She manages the Government’s office accommodation portfolio, insurable risks of
agencies, property sales and whole-of-government procurement.
Prior to joining Treasury, Kathrine worked for the Australian Securities and Investments Commission,
occupying a number of senior executive roles.
Anton Voss, Deputy Secretary, Economic and Financial Policy Division
Anton joined Treasury as Deputy Secretary in January 2014, bringing extensive economic experience.
Anton is responsible for the provision of high level policy advice on economic and financial issues,
intergovernmental financial relations and State taxation issues. He monitors and provides advice on
the performance of government businesses and supports the Tasmanian Economic Regulator.
Anton has previously worked in a number of senior roles at Aurora Energy, as economic advisor to a
former Tasmanian Treasurer and in a variety of management roles at the Reserve Bank of Australia.
Jonathon Root, Executive Director, Revenue, Gaming and Licensing Division
Jonathon commenced as Executive Director in May 2011. He occupies the independent roles of
Commissioner of State Revenue and Commissioner for Licensing.
Jonathon provides advice to the Government on liquor and gambling policy and provides support to
the Licensing Board and the Tasmanian Gaming Commission. Jonathon is responsible for overseeing
the collection of the majority of Tasmania’s taxation revenue.
Jonathon has previously held the roles of Director, Corporate Support Division and Director,
Information Systems within Treasury. He has extensive experience in public administration.
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Richard Easther Director, Corporate Support
Richard held the position of Director, Corporate Support from November 2011 until his retirement in
June 2015. He brought a wealth of experience to Treasury, gained from over 20 years working in senior
executive positions at the University of Tasmania.
Richard was responsible for overseeing the provision of internal support services to the Department,
including information management and corporate communications, management of the
Department’s information systems and information technology infrastructure, and human resource
management. He was also responsible for various corporate finance functions.
Our Values
Treasury is a values-based organisation.
Our decisions and behaviour are guided by:
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Respect
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Camaraderie
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Integrity
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Passion
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Excellence
Key Strategic Risks
To achieve our objectives, we must ensure that we:
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build effective relationships with key stakeholders;
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attract and retain skilled staff members and ensure workplace succession planning
occurs;
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use effective strategies to deliver our key priorities;
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meet legal and community obligations;
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meet key deadlines and deliver our outputs effectively; and
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prevent information security failure or misappropriation.
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Organisational Chart
Our organisation carries out its functions and services under the leadership of the Secretary, the
Executive Committee and the Corporate Management Group (CMG). The CMG comprises our
Executive Committee and all Directors and Managers from each of our branches and the Office of the
Secretary, shown below, as at 30 June 2015.
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Key Corporate Governance Arrangements
Secretary
The Secretary has overall responsibility for the performance and management of the Department
and is accountable to the Treasurer and Premier.
Executive Committee
The Executive Committee advises the Secretary on the management of the Department, including
our resources, our relationship with our key stakeholders and our performance. It focuses on those
leadership and management issues that require timely decisions to respond rapidly to changing
circumstances. It also provides a forum for monitoring the progress of legislation and major projects,
and for the consideration of internal and external policy direction.
Members of the Executive Committee attend regular meetings with the Treasurer to discuss issues
and clarify policy direction.
Corporate Management Group
The Corporate Management Group comprises the Department’s senior managers, who provide
leadership and support to ensure the achievement of our organisational priorities and objectives. Its
main purpose is to monitor and discuss the progress of major projects and the achievement of the
objectives set out in our Corporate Direction. The CMG also provides a forum to discuss and share
information on emerging issues.
Audit and Risk Management Committee
The Audit and Risk Management Committee is a sub-committee of the Executive Committee. Its
primary role is to provide advice to the Secretary on the management of audit risks. The Committee
maintains a robust internal quality control framework for Treasury and advises the Secretary of the
need to change the framework or associated processes, as well as raising awareness of quality
assurance principles. It also manages the Department’s relationship with the Auditor-General. The
Committee meets on a bi-monthly basis.
Strategic Information Management and Technology Committee
The Strategic Information Management and Technology Committee is a sub-committee of the
Executive Committee. Its primary role is to oversee information management and communications
technology in the Department. It provides executive oversight and approval of the Department’s ICT
strategies, policies and risks, to ensure that these continue to align with the Government’s and the
Department’s overall priorities and deliver the intended business outcomes. The Committee meets
on a quarterly basis.
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Procurement Review Committee
The Procurement Review Committee reviews the procurement process for all goods and services
and building and construction contracts valued at $100 000 or more. The review is done before a
quotation/tender is accepted or a contract is awarded. The purpose is to ensure that the process is
fair, equitable and consistent with the principles outlined in the Treasurer’s Instructions. The
Committee meets as required.
State Forecasting Committee
The State Forecasting Committee endorses macroeconomic forecasts to be published in the budget
and associated financial reports. The forecasts are also used as key inputs into the estimates of a
number of State revenue lines.
The Committee endorses and monitors Budget and forward estimates of State taxation, GST
revenue, government business returns, mineral royalties and fire service levies. The Committee
meets six times each year.
Review of the Liquor Licensing Act 1990
In 2014-15, we reviewed the Liquor Licensing Act 1990 and provided a report to the Government.
The review assessed how well the Liquor Licensing Act and associated administrative functions align
with the aims of the Government’s Tasmanian Alcohol Action Framework. A wide range of
stakeholders were involved.
The Liquor Licensing Amendment Bill 2015 was introduced into Parliament in September 2015,
fulfilling a key commitment under the Government’s 365 Day Plan.
The amendment legislation will enhance liquor regulation and associated administrative functions,
with a focus on minimising liquor-related harm in Tasmania and improving flexibility and
effectiveness in compliance and enforcement.
parliament square project
In 2014-15, the Government transferred Hobart’s parliament square precinct site to a developer as
part of the Government’s office accommodation divestment strategy.
Citta Property Group Pty Ltd agreed to undertake approximately $100 million of development,
including the provision of substantial public space and restoration of significant heritage buildings
to enhance the heritage values of the parliamentary precinct.
Construction commenced in 2014-15 on Stage 1 works, including a new Salamanca office tower
and refurbishment of heritage buildings.
The parliament square project has been estimated by Citta to create 400 direct and indirect jobs
per annum during construction.
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Functions and Services
The Department of Treasury and Finance is the central agency responsible for managing the
Tasmanian Government’s financial resources and for implementing strategies to achieve the
Government’s economic and financial objectives. In 2014-15, our budgeted operating expenditure
was $48.5 million.
Treasury comprises four divisions and the Office of the Secretary, which carry out the functions and
services of our Department. Our organisation comprises a range of specialist policy, operational and
corporate staff.
Office of the Secretary
The Office of the Secretary supports the Secretary of the Department and helps manage the
Department’s relationships with the Treasurer, the Executive Council, the Cabinet Office and
Parliament. It provides support to the Executive Committee, the Corporate Management Group, the
Audit and Risk Management Committee and the Strategic Information Management and Technology
Committee. It manages the corporate planning framework across the Department and monitors the
achievement of corporate priorities.
The Office of the Secretary is responsible for requests received by the Department under the Right to
Information Act 2009, the Personal Information Protection Act 2004 and the Public Interest Disclosure
Act 2002. Its staff undertake statutory duties as delegated officers responding to these requests.
Budget and Finance Division
The Budget and Finance Division prepares and monitors the State Budget, maintains accounts,
prepares financial statements for the Public Account and Treasury Corporate and provides advice on
financial management in the public sector. The Division manages the Government’s owned and leased
office accommodation portfolio, and manages identified insurable risks of agencies (through the
Tasmanian Risk Management Fund). The Division is responsible for property sales and the promotion
of procurement reform across government.
Economic and Financial Policy Division
The Economic and Financial Policy Division undertakes research and provides policy advice on
economic and financial issues, intergovernmental financial relations and State tax issues. The Division
monitors the performance of government businesses and provides advice on investment, divestment
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and corporate governance policies. It also advises on energy market issues for Tasmania. The Division
also provides the resources for the Tasmanian Economic Regulator to carry out its statutory functions.
Revenue, Gaming and Licensing Division
The Revenue, Gaming and Licensing Division primarily undertakes work on behalf of statutory bodies
and officeholders.
The Revenue Branch assists the Commissioner of State Revenue in collecting State taxation revenue.
The Liquor and Gaming Branch supports the Tasmanian Gaming Commission to ensure that gaming
activities regulated by the Gaming Control Act 1993 are carried out properly and with the highest
degree of integrity. It also supports the Commissioner for Licensing and the Licensing Board in carrying
out the functions required by the Liquor Licensing Act and provides advice to the Government on
liquor and gambling policy.
Corporate Support Division
The Corporate Support Division provides internal support services, including: information
management and corporate communications; support for, and management of, the Department’s
information systems and information technology infrastructure; and human resource management.
Tom Reid
Tom joined our Cadet program in July 2014. He is studying towards a Bachelor of Business,
majoring in Finance, at the University of Tasmania.
“The best part of working at Treasury as a Cadet is being able to complement study with practical
work experience. The amount of mentoring and training that is offered to Cadets is excellent.”
Outside of work and study, Tom also enjoys travelling, fishing and playing sport.
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Associated Entities
Tasmanian Economic Regulator
The Tasmanian Economic Regulator is responsible for the regulation of various aspects of the
electricity and gas supply industries and the water and sewerage sector. It sets standing offer retail
prices for small electricity customers on mainland Tasmania and regulates water and sewerage prices.
The Regulator also investigates the pricing policies of certain government monopolies and investigates
competitive neutrality complaints.
In 2014-15, the Government conducted a review into the role of the Tasmanian Economic Regulator.
The review culminated in the Parliament passing the Economic Regulator Amendment Act 2015,
effective from 1 July 2015. The Economic Regulator Amendment Act implements a number of reforms
to the Regulator’s roles and responsibilities. The Amendment Act reforms the structure of the
Regulator, such that from 1 July 2015 the Regulator is no longer a panel of three people, and instead
is replaced with a single person appointed by the Treasurer, with Acting or Assistant Regulators
appointed by the Treasurer as appropriate. Industry specific changes that occurred in 2014-15 are
discussed separately in the Tasmanian Economic Regulator’s Annual Report.
Licensing Board
The Licensing Board is an independent body established under the Liquor Licensing Act 1990. The
Licensing Board is separate from, and independent of, the Commissioner for Licensing. A decision of
the Board is final and without appeal. The Licensing Board is responsible for:
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hearing applications for new liquor licences and, in accordance with the Act, making decisions
that are in the best interests of the community;
deciding on applications by the Commissioner for Licensing to suspend or cancel licences; and
hearing appeals made against decisions of the Commissioner for Licensing.
Tasmanian Gaming Commission
The Tasmanian Gaming Commission is an independent body established under the Gaming Control Act
1993. The Commission:
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regulates and controls gaming and wagering to ensure that it is conducted honestly and is free
from criminal influence and exploitation;
approves internal control, administrative and accounting procedures, rules and conditions in
relation to gaming activities and determines disciplinary matters;
investigates, resolves complaints and makes recommendations in relation to gaming and
wagering matters;
oversees the administration of the Community Support Levy; and
promotes responsible gambling and the minimisation of harm from problem gambling.
For a comprehensive report on the activities of the Tasmanian Gaming Commission please refer to
its Annual Report published on the Treasury website.
Tasmanian Liquor and Gaming Commission
The Tasmanian Gaming Commission and the Licensing Board will be amalgamated on 12 August
2015, to form a single statutory body overseeing the administration and regulation of liquor
licensing and gambling activities in Tasmania.
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State Grants Commission
The State Grants Commission is an independent body established by the State Grants Commission Act
1976. The primary function of the Commission is to make recommendations to the Treasurer
concerning the distribution of Australian Government financial assistance grants to local government
under the provisions of the Australian Government legislation Local Government (Financial Assistance)
Act 1995. The 2014-15 financial assistance grant recommendations involved the distribution of
$72.2 million across Tasmania’s 29 local councils.
A total of $108.5 million was paid to councils in 2014-15, which included a “brought forward” amount
of $35.9 million of the 2015-16 estimated entitlement paid to Treasury and distributed to local
government on 30 June 2015 and a $392 000 adjustment relating to the 2013-14 entitlements.
In 2014-15, the State Grants Commission was reduced from four to three members, following a review
of the SGC structure.
The reports of the State Grants Commission are published on the Treasury website.
Other Entities
The Retirement Benefits Fund and the Tasmanian Public Finance Corporation (Tascorp) also report to
the Treasurer and fall within our administrative responsibilities.
The annual reports of the RBF and Tascorp can be found on their websites.
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Corporate Direction 2014-15
Our 2014-15 Corporate Direction identifies three core strategies to achieve the Government’s
priorities.
1.
2.
3.
Manage the Budget process to deliver on the Government’s Fiscal Strategy, election
commitments and savings initiatives.
Work collaboratively across government to increase investment within Tasmania and improve
economic conditions.
Improve regulatory and administrative processes to deliver high quality government services
at the lowest cost.
Our 2014-15 Corporate Direction also includes four internal priorities to build our organisation.
4.
5.
6.
7.
Strengthen our stakeholder engagement and collaboration.
Build on our strengths to:
assist the Government manage the State’s economic and financial challenges;
provide objective and thorough economic and financial policy advice; and
deliver effective and efficient revenue collection and regulatory compliance.
Improve the way we manage our people, resources and priorities, and:
open up access to, and encourage greater use of, organisational knowledge;
support flexible work practices;
invest in our people by providing professional development opportunities;
remove internal barriers to improve performance; and
work with a sense of urgency to respond to emerging issues.
Enhance our business capability and use technology to:
better manage risks;
leverage opportunities to transform business processes; and
improve productivity.
Our 2015-16 Corporate Direction can be found on our website.
Our achievements in 2014-15 and planned activities for 2015-16 against each of the seven strategies
are detailed in the following tables.
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Achieving Government Priorities
1. Manage the Budget process to deliver on the Government’s Fiscal Strategy, election commitments and
savings initiatives
2014-15 Achievements
 Delivered the 2014-15 and 2015-16 State Budgets on behalf of the Government.
 Finalised an extensive consultation process with key stakeholders to develop the Financial Management
Bill 2015.
 Finalised amendments to the Charter of Budget Responsibility Act 2007.
 Finalised an extensive review of the Liquor Licensing Act 1990 and provided a report to the Government.
 Provided advice to credit ratings agencies, Moody’s Investors Service and Standard & Poor’s.
 Completed Phase 3 of the Budget Information Management System (BIMS) project that is vital to the
effective future management of the State Budget. Phase 3 involved the completion of a detailed functional
and non-functional requirements document.
 Developed a new Treasurer’s Instruction to manage major office accommodation leases in the Hobart CBD
and to centralise property management across government.
 Contributed to the two White Papers being developed by the Australian Government on the Reform of
the Federation and the Reform of Australia’s Tax System.
 Provided a financial assessment of the CenoTas proposal for a new Royal Hobart Hospital on the
Queen’s Domain.
2015-16 Plan
 Introduce the Government’s Charter of Budget Responsibility Amendment Bill 2015 into Parliament in
August 2015, fulfilling a key commitment under its 365 Day Plan.
 Introduce the Government’s new Financial Management Bill 2015 and the Liquor Licensing Amendment
Bill 2015 into Parliament in September 2015, fulfilling a key commitment under its 365 Day Plan.
 Support the Government to achieve long-term financial sustainability and make responsible financial
management decisions according to its Fiscal Strategy.
 Collaborate with agencies to monitor the achievement of expenditure and saving requirements and
develop the 2016-17 Budget.
 Prepare a public report on the long run sustainability of the State Government’s finances, to inform policy
makers and the public of the likely trends in State Government revenue and expenditure over the long
term, if required under the amended Charter of Budget Responsibility Act 2007.
 Progress to a Request for Tender process to procure a new whole-of-government budget management
information system.
 Work closely with agencies to manage whole-of-government Hobart CBD and office accommodation
leases.
Lily Bobbi
In 2014-15, Lily completed a Bachelor of Economics, majoring in Economic Analysis.
“Working as a Cadet within Treasury has exposed me to several branches and has helped me
understand the multifaceted role that the Department plays within government.
The Cadet program has also provided me with a support network, peers and great training
opportunities that have helped me make the most of my experience.”
In addition to her work and study, Lily enjoys scuba diving and hanging out with her dog, Lucy.
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2. Work collaboratively across government to increase investment within Tasmania and improve economic
conditions
2014-15 Achievements
 Supported the Budget Sub-Committee of Cabinet and continued to work towards achieving the financial
targets established in the Government’s Fiscal Strategy.
 Finalised a strategic review of the Retirement Benefits Fund.
 Undertook a review of Forestry Tasmania, including the Forestry Tasmania operating model, commercial
arrangements and constraints and identified options for the short-term to limit the losses and consider
the current and future role of Government in the public production forests.
 Facilitated the rebalancing of the equity across the portfolio of Government-owned electricity businesses.
 Facilitated the Government’s review to better align the operations of the Tasmanian Ports
Corporation Pty Ltd and Tasmanian Railway Pty Ltd.
 Continued to ensure appropriate oversight and accountability in relation to the operation of the
Government’s business portfolio and undertook a review of the Treasurer’s Instructions relating to
government businesses.
 Transferred Hobart’s parliament square precinct site to a developer, as part of the parliament square
project.
 Released population projections for Tasmania for a period of 50 years (from 2013 to 2062) and its Local
Government Areas for 25 years (from 2013 to 2037).
 Provided advice on a major industry assistance proposals.
 Contributed to the National Competition Policy Review.
 Provided population policy advice to contribute to the development of the Government’s Population
Strategy.
 Supported the work of the Joint Commonwealth and Tasmanian Economic Council, to identify Australian
and Tasmanian Government policy measures to improve Tasmania’s economic performance.
 Worked with the Australian Government and other jurisdictions to collate historical and projected
expenditure data in key areas being investigated by the Reform of the Federation White Paper.
 Continued to work on the Stats Matter project, a long term strategy to build the Government’s statistical
assets and capability.
2015-16 Plan
 Assist the Government to implement its preferred superannuation reform model.
 Assist with the review of Forestry Tasmania, including management of an expression of interest process
seeking commercial solutions for wood residues in southern Tasmania.
 Assist the Government to implement a new strategic direction for Hydro Tasmania, and facilitate any
further equity balancing across the Government-owned electricity business portfolio, as required.
 Provide advice to the Government, in collaboration with other agencies, on the Government’s policies
regarding the growth of the sharing economy in Tasmania.
 Assist to implement relevant actions arising from the Government’s Energy Strategy.
 Implement and monitor the strengthened government business Director appointment process.
 Oversee the parliament square redevelopment, including finalising the fitout design for the areas to be
occupied by the Crown, and responding to the Developer’s proposals to improve the precinct activation.
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Reform of Tasmanian public sector superannuation
The previous Government commenced a strategic review of the Retirement Benefits Fund in 2013
to identify the most appropriate means to provide superannuation services to public sector
employees and members of RBF into the future.
In 2014-15, the Government announced the reform of Tasmanian public sector superannuation.
The Reforms will include:
 the transfer of Tasmanian Accumulation Scheme accounts to Tasplan, after it merges with
Quadrant
 a new entity, that will be created after the transfer of the RBF accounts, will be the default
superannuation fund for Tasmanian public sector employees;
 the creation of a Commissioner of Superannuation to manage the administration of the defined
benefit schemes;
 the Government tendering for defined benefit member administration and investment
management services, which will then be delivered through a contract with the Commissioner
of Superannuation; and
 the wind up of the RBF Board.
These reforms will change how Tasmanian public sector superannuation is administered. They do
not change the Government’s fiduciary responsibility for the defined benefit schemes and the
associated unfunded liability.
Budget Information Management System
In 2014-15, we completed Phase 3 of the Budget Information Management System (BIMS) project.
BIMS is a critical whole-of-government business tool that will be used by all Government agencies
to support the future management of the State Budget. Phase 3 of the project involved the
completion of a detailed functional and non-functional requirements document, following an
extensive consultation process.
The new system will be a modern, flexible and more efficient system that reduces the risk of
disruption to the State Budget function, is more responsive and provides a broader information
base to support Government decisions. It will introduce greater flexibility and adaptability to meet
future requirements. The existing system has aged and poses a risk to the State Budget function
and has limitations in regard to its capabilities.
Payment of outstanding invoices
The Payment of Accounts guidelines were strengthened in 2014-15 to ensure that Government bills
are paid on time. These guidelines apply to all agencies, Government Business Enterprises and
State-owned Companies.
Government agencies must pay outstanding invoices of less than $50 000 within 30 days, or penalty
interest must be paid to the supplier.
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3. Improve regulatory and administrative processes to deliver high quality government services at the
lowest cost
2014-15 Achievements
 Reviewed 90 bills under the Government’s Legislation Review Program and assessed 82 pieces of
subordinate legislation under the Subordinate Legislation Act 1992.
 Completed Part A of the third Social and Economic Impact Study of Gambling in Tasmania. Part A
updated the gambling prevalence data from the first two studies in 2008 and 2011, and examined the
prevalence of problem gambling in Tasmania and the impacts of gambling in eight local government
areas.
 Strengthened the liquor licensing process to improve up-front compliance, focussing particularly on
ensuring that applicants and their associates are fit and proper persons, and that they can demonstrate
their capacity to exercise effective control over the sale of liquor.
 Introduced webinar training for payroll tax, for all payroll registrants Australia-wide.
 Supported the Tasmanian Economic Regulator to:
- conduct a second water and sewerage price determination investigation into prices and service
standards and make a price determination for the second regulatory period, 1 July 2015 to
30 June 2018;
- determine a regulated feed-in tariff for standard feed-in tariff customers for the period 1 July 2015
to 30 June 2016;
- determine standing offer retail electricity prices for small customers for the period 1 July 2015 to
30 June 2016;
- approve the amended tariff schedule on the Bass Strait Islands in respect of charges for Tariff 51
from 1 July 2015;
- approve MAIB’s proposed premiums for the period 1 December 2014 to 30 November 2015; and
- report on Hydro Tasmania’s wholesale contract pricing activities.
2015-16 Plan
 Introduce legislation into Parliament consistent with the national policy on match fixing in sport.
 Complete Part B of the third Social and Economic Impact Study into Gambling in Tasmania. Part B is a
review of current harm minimisation measures introduced in Tasmania since the first study was done
in 2008, including the Responsible Gambling Mandatory Code of Practice for Tasmania.
 Support the Tasmanian Economic Regulator to:
- conduct price determination investigations into standing offer retail electricity prices and the
regulated electricity feed-in tariff rate for the period 1 July 2016 to 30 June 2019;
- approve standing offer retail electricity prices, the regulated feed-in tariff rate and Bass Strait
Island electricity prices for the period 1 July 2016 to 30 June 2017;
- review the electricity wholesale contract regulatory instrument and monitor Hydro Tasmania’s
compliance with the electricity wholesale contracting regulatory framework;
- report on the performance of the electricity, gas and water and sewerage supply industries; and
- amend the regulatory framework administered by the Economic Regulator to reflect the legislated
outcomes of the Government’s review of the role and structure of the Economic Regulator.
18
Client View (Phase 1)
In August 2014, we released Client View (Phase 1), a software system purpose built for the
administration of land tax.
This system enhanced the State Revenue Office’s capability to:



manage and analyse complex taxpayer and property data;
support compliance activities through enhanced data quality; and
collect revenue that helps pay for the services delivered by government.
The system provides a comprehensive view of land tax client and property details, net debtor
situation and all taxpayer communications.
Client View will be broadened progressively to include the management of other state tax lines.
Building our Organisation
4. Strengthen our stakeholder engagement and collaboration
2014-15 Achievements
 Conducted a stakeholder survey of almost 180 stakeholders in November 2014. A total of 83 per cent
of respondents to the survey were satisfied that we met or exceeded their expectations in the way we
engage with them. The survey indicated that we could do better when it comes to communicating with
our stakeholders.
 Held regular “Meet the Executive” forums to provide staff with an interactive opportunity to get to
know the members of our Executive, participate in discussions about topical issues and ask questions.
 Invited Associate Professor Dennis Grube from the University of Tasmania to talk to our
Corporate Management Group, and our Department of Premier and Cabinet colleagues, to share his
thoughts about the evolving nature of the public sector.
 Incorporated stakeholder engagement into our corporate planning, and all Branch operating plans now
include a stakeholder engagement plan as part of identifying key actions to improve collaboration and
engagement.
 Our review of the Liquor Licensing Act involved input from more than 20 stakeholders, including
government departments, local government, the health sector and industry.
2015-16 Plan
 Our next stakeholder survey will be conducted in November 2015, with a target performance indicator
of greater than 90 per cent of respondents to the survey being satisfied that we met or exceeded their
expectations in the way we engage with them.
 Provide training for our senior staff on ways to improve their stakeholder engagement and external
collaboration skills.
 Provide our staff with training and support to further build on our internal capability to undertake
stakeholder engagement and collaboration.
 Hold an in-house presentation to our staff on the benefits of networking and diversity in the workplace.
 Deliver training to our staff on the drafting of legislation and invite the Office of Parliamentary Counsel
to talk to us about the legislative process and improving our drafting instructions.
 Monitor stakeholder engagement strategies and identify further opportunities to collaborate with
external stakeholders and internally across the Department.
19
5. Build on our strengths to: assist the Government manage the State’s economic and financial challenges;
provide objective and thorough economic and financial policy advice; and deliver effective and efficient
revenue collection and regulatory compliance
2014-15 Achievements
 Advised the Government on the First Home Owner Scheme and drafted legislation to twice amend the
First Home Owner Grant Act 2000 to extend the First Home Builder Boost payment.
 Advised the Government on the Payroll Tax Employment Incentive Scheme, part of the Government’s
Job Creation Package to incentivise the private sector to create new jobs.
 Implemented Phase One of our Client View system in August 2014, to manage the collection and
administration of land tax.
 Provided advice in relation to a range of national reforms, including the National Disability Insurance
Scheme and the National Injury Insurance Scheme.
 Reviewed the forecasting methodology for State taxation revenue lines.
 Participated in the Commonwealth Grants Commission 2015 Methodology Review to ensure that the
State’s financial needs are appropriately recognised.
 Administered revenue from Government businesses of $381.7 million, in the form of dividend
payments, tax equivalents, guarantee fees and rate equivalents.
 Sold 15 surplus Crown properties for a return of approximately $7.4 million.
2015-16 Plan
 Expand Client View’s capabilities to manage the collection and administration of payroll tax, insurance
duty and motor vehicle duty. We will also develop a new external taxpayer web portal for these
purposes.
 Build on our capacity to provide advice to the Government on a range of economic and financial policy
matters.
 Contribute to the two taxation and federation White Papers and provide advice in the development of
national health reform options, which has been assigned by COAG to Tasmania and Victoria to progress.
 Work with other Tasmanian Government Departments to develop Tasmania’s position for a bilateral
agreement with the Australian Government on the transition of the National Disability Insurance
Scheme from trial to full scheme.
 Introduce a Taxation Legislation Miscellaneous Amendments Bill into Parliament.
Buy Local policy
In 2014-15, the Buy Local guidelines for government businesses were introduced as a part of the
Government’s policy to support local business and create jobs in the Tasmanian economy.
The guidelines were released to increase awareness of the requirements for, and benefits in,
buying locally. They aim to improve access to Government contracts for small and medium
enterprises.
In 2014-15, we implemented an education and awareness campaign for the Buy Local policy with
Government agencies. We also assisted in the development and presentation of a series of
educational workshops and guidance information for Tasmanian businesses.
20
6. Improve the way we manage our people, resources and priorities
2014-15 Achievements
 Implemented a Promoting and Managing Respectful Workplace Behaviours Policy and rolled out
workshops to promote positive workplace behaviours in line with our values.
 Finalists in the WorkSafe Awards for the Best Work Health and Safety Management System.
 Implemented a voluntary job rotation program to give our employees the opportunity to work in different
areas of our organisation.
 Reviewed our external websites, which included consideration of issues relating to accessibility and
compliance with Commonwealth and State Web Content Accessibility Guidelines.
2015-16 Plan
 Embed our staff rotation program and seek to achieve successful rotation outcomes.
 Implement strategies to support and develop emerging and existing leaders within Treasury.
 Seek out opportunities to partner with other organisations and Government agencies to identify ways of
providing staff placements that are mutually beneficial.
 Participate in the whole-of-government e-recruitment strategy.
 Work towards becoming a White Ribbon Accredited workplace, developing an organisational culture that
demonstrates a zero tolerance of violence against women.
 Open access in our document management system to encourage greater use and sharing of organisational
information and knowledge.
 Commence the replacement of our website delivery software with a more functional and modern content
management system and ensure all content is up to date.
7. Enhance our business capability and use technology to better manage risks; leverage opportunities to
transform business processes; and improve productivity
2014-15 Achievements
 Adopted an enhanced focus on risk as part of our Corporate Direction and included risk mitigation actions
in all Branch operating plans.
 Migrated business critical IT infrastructure, databases and systems to whole-of-government service
providers.
 Deployed new personal computers to sections of the Department and implemented mobile device and
Bring Your Own Device (BYOD) services.
 Upgraded several key corporate and business systems and upgraded Microsoft Office.
 Upgraded our document management system to improve system performance and reduce our storage
costs.
 100 per cent of our employees completed an online mandatory work health and safety refresher course.
 Ran forums and training sessions for our staff to share tips and information on various Microsoft programs
to improve productivity.
2015-16 Plan
 Continue the migration of databases and selected IT infrastructure to be provided by
whole-of-government service providers.
 Review our Budget output key performance indicators to better align to our Corporate Direction priorities.
 Develop a centralised register of all delegations held by our staff, utilising existing software to provide
automated notification of expiring delegations.
 Our Internal Audit program will include a review of fraud controls and other key system controls.
21
Performance Information
Our performance against the key Budget outputs, assigned to our Department in the 2014-15
State Budget to achieve the Government’s policy objectives or outcomes, is detailed below.
Unit of
Measure
2011-12
Actual
2012-13
Actual
2013-14
Actual
2014-15
Actual
Stakeholder satisfaction rating1
%
89
na
79
na
Proportion of financial reports receiving
an unqualified audit opinion2
%
100
100
100
100
Treasury-managed property vacancy rate3
%
5.2
5
3
5.2
State Service workers’ compensation
contribution as percentage of the average
premium charged by private insurers4
%
87
80
86
90
Proportion of financial reports published
by the required date5
%
100
100
100
100
Variance between Budget estimate and
actual GBE/SOC returns6
%
3.9
11.9
15.6
5.7
Stakeholder satisfaction rating1
%
89
na
89
na
Variance between Budget estimate and
actual taxation receipts7
%
2.0
2.2
1.9
2.4
Variance between Budget estimate and
actual Australian Government payments8
%
5.6
0.1
2.4
6.9
Variance between Budget forecast and
ABS estimate of Gross State Product
growth9
% point
1.2
1.5
0.8
na
Variance between Budget forecast and
ABS estimate of employment growth9
% point
1.8
0.7
0.9
1.3
Stakeholder satisfaction rating1
%
89
na
84
na
Total overdue taxation debt as a
percentage of total taxation revenue10
%
1.4
1.7
1.5
1.4
Percentage of formal recommendations
accepted by the Tasmanian Gaming
Commission11
%
94
98
98
93
Percentage of objections in which the
Commissioner of State Revenue’s
assessment or decision was confirmed12
%
70
95
75
78
Revenue Branch operating expenses as a
percentage of taxation revenue13
%
1.0
1.0
1.0
1.0
Percentage of liquor applications
submitted to a hearing before the
Licensing Board within 40 days of
receipt14
%
98
95
100
95
Budget Output Group 3: Revenue and
Regulatory Management
Budget Output Group 2:
Economic and Fiscal Policy
Advice
Budget Output Group 1: Financial and
Resource Management
Performance measure
22
1
The satisfaction rating of the quality of the Department’s services is obtained from the results of the
Department’s stakeholder survey. The survey is undertaken every second year and was last conducted in
November 2014 for 2013-14. The next stakeholder survey is scheduled for November 2015.
2
An unqualified audit opinion from the Auditor-General indicates that the financial reports are a true and
accurate reflection of the Government’s finances.
3
The vacancy rate is the proportion of all owned and leased office space managed by the Department that is
currently vacant and available for occupation. The increase in the vacancy rate is primarily due to Forestry
Tasmania vacating Stoney Rise, Devonport and the Office of the Tasmanian Economic Regulator relocating from
111 Macquarie Street, Hobart.
4
The Tasmanian Risk Management Fund includes a self-insurance scheme for the workers’ compensation
liabilities of participating agencies. An indication of the Government’s management of workers’ compensation
claims can be obtained by comparing the workers’ compensation contributions paid by agencies to the Fund
with the workers’ compensation premiums charged by private insurers. The measure is calculated by comparing
average agency workers’ compensation contributions, as a proportion of salaries, with the premium rate of
private insurers. The Fund’s performance against the indicator in 2014-15 has changed from the previous year
mainly due to a moderate decrease in the private insurers’ contribution rates.
5
The whole-of-government financial reports published in 2014-15 were the Preliminary Outcomes Report
2013-14, Treasurer’s Annual Financial Report 2013-14, September Quarterly Report 2014-15,
December Quarterly Report 2014-15 and the March Quarterly Report 2014-15.
6
Returns from Government Businesses and State-owned Companies comprise dividends, tax equivalent
payments, rate equivalent payments and guarantee fees.
7
The accuracy of the Department’s taxation receipt forecasts is determined by comparing the Budget with the
preliminary end of year outcome.
8
The accuracy of the Department’s Australian Government payments can be determined by comparing the
2014-15 State Budget estimate for the financial year with payment advices received from the Australian
Government during 2014-15.
9
The accuracy of the Department’s Gross State Product and employment growth forecasts are determined by
comparing the Budget forecasts with the most recent estimates of growth for the financial year published by
the Australian Bureau of Statistics. The ABS estimate of gross state product for 2014-15 won’t be available until
late November 2015.
10
In providing revenue management services to the Commissioner of State Revenue, the Department seeks to
ensure that taxpayers are well informed of their obligations and that tax debt stress and overdue taxation debts
are minimised. Accordingly, the target is for overdue taxation debt to be a very small percentage of total taxation
revenue. This measure has been redefined this year to align with the Revenue Office annual inter-jurisdictional
benchmarking exercise. Overdue taxation debt is now based on overdue debt as at 30 June rather than as a
monthly average for the financial year, while total taxation revenue continues to be measured as all taxation
revenue collected for the full financial year.
11
While recognising that the Tasmanian Gaming Commission is an independent statutory body, a measure of
the quality of the services provided is the proportion of all formal recommendations contained in decision papers
that are accepted by the TGC.
12
Objections may be lodged against assessments issued to clients or decisions of the Commissioner,
Deputy Commissioner or a delegate of the Commissioner. The Department seeks to ensure that the original
assessments and decisions are accurate and consequently that the number of successful objections is low.
13
An indication of the efficiency of the revenue management services provided by the Department can be gained
by comparing total taxation revenue collected with the operating costs required to administer and collect that
revenue.
14
The Department assists the Licensing Board by receiving applications for licences, undertaking investigations
on behalf of the Commissioner for Licensing and providing recommendations to the Board on whether the
applicant is qualified in accordance with the requirements of the Liquor Licensing Act. The measure relates to
the time taken by the Department to undertake its investigations and prepare submissions for the monthly
Board meetings.
23
Risk Management
Risk management involves identifying factors that may impact our ability to achieve our objectives
and setting in place strategies that will help to manage these factors. Our Audit and Risk Management
Committee has responsibility for the oversight of risk management within Treasury.
During 2014-15, we confirmed our Internal Audit Strategy for the period 2014-15 to 2016-17 with our
internal audit partner, Deloitte. Internal audits are undertaken to examine and evaluate risk
management and internal control processes, assess our compliance with Treasurer’s Instructions and
to contribute to the continuous improvement of risk management and control practices. In 2014-15,
our major internal audit projects examined compliance with Treasurer’s Instructions relating to
procurement, major works and contract extension and examined key controls relating to our payroll
and revenue systems.
To comply with the Tasmanian Government Information Security Plan, we maintain a Security Risk
Register to identify strategic risks and subsequent mitigating actions. In 2014-15, we reviewed and
updated the register in line with new policies and procedures.
In 2014-15, we participated in the Auditor-General’s Review of security of information and
communications technology (ICT) infrastructure. The Review covered: the physical security of our
facilities, network infrastructure and servers; the safety and security of information stored on our ICT
systems; and our overall ICT security strategy.
Stakeholder Engagement
Stakeholder engagement is critical to the successful delivery of our services and is integral to our core
business. Our principle stakeholder is the Treasurer. We also have important external relationships
with the Premier, Ministers and advisers; members of Parliament; Tasmanian Government agencies;
Government Business Enterprises; State-owned Companies and other statutory bodies; the
Australian Government and local government; taxpayers, licensees and their representatives; and the
Tasmanian community. Internally, we work together across our organisation to develop government
policy and provide services to our stakeholders.
The most recent survey of our external stakeholders was conducted in November 2014, with
93 people responding to the survey. The survey showed that 83 per cent of respondents to the survey
were satisfied that we met or exceeded their expectations in the way we engage with them. In 2014,
for the first time, our stakeholder survey included a small number of confidential face-to-face
interviews with key stakeholders, to obtain further qualitative information to support and enhance
the survey results.
Our stakeholder survey has previously been undertaken every two years. However, given our recent
efforts to increase our level of stakeholder engagement, in 2015-16 we will conduct an external survey
of over 150 stakeholders to assess how we are meeting their expectations and needs.
24
Our 2014 stakeholder survey identified that Treasury is seen as a highly ethical and professional
organisation. Our stakeholders have a high degree of confidence in the advice we provide and believe
the quality of our analysis is of a high standard.
However, some of our stakeholders perceive that we do not consistently undertake effective
consultation to understand their needs or constraints. The survey highlighted that this is a key area
that requires improvement.
“If we're going to provide the best possible advice and support to the Government of the
day, then central agencies need to engage and collaborate with other organisations across
the State Service and understand the views of the community.
Treasury has made a genuine effort over the last twelve months to improve its engagement
and the way it works with other agencies, and this means the quality of its advice and work
has gotten even better.”
Greg Johannes
Secretary, Tasmanian Department of Premier and Cabinet
25
Presentations to community groups
We regularly share information and policy perspectives on a range of topics to assist the community
to more deeply understand the regulatory, economic and financial environment in Tasmania and the
context within which decisions are made.
Over the past twelve months, we have given twelve presentations at various community forums.
Function
July 2014
14th Annual States’ Taxation
Conference
14th Annual State’ Taxation
Conference
September 2014
IPAA Budget Briefing
Governance Institute of
Australia
Tasmanian Branch of the
Economic Society of Australia
(Hobart)
October 2014
2014 CPA Congress
November 2014
Department of State Growth
Business Forums 2014 Hobart,
Launceston and Burnie
Education Review Reference
Group
February 2015
MAIB’s Annual Strategic
Planning Day
Local Government Association
of Tasmania, General Meeting
May 2015
Premier’s Disability Advisory
Council Meeting
June 2015
IPAA Budget Briefing
Presentation
Presenter
Commissioner’s Address
Jonathon Root (Commissioner
of State Revenue)
Alex Jacobs (Specialist Taxation
Advisor)
Legislation Update
2014-15 Budget Presentation
Challenges and Changes Facing
the State Public Sector
Tasmanian Economy – 2014-15
State Budget
Tony Ferrall (Secretary)
Tony Ferrall (Secretary)
Performance and
Measurement of Tasmanian
GBEs and State-Owned
Companies
Tony Ferrall (Secretary)
Introduction to Tendering
Jason O’Neill (Assistant
Director, Procurement and
Property)
Anton Voss (Deputy Secretary,
Economic and Financial Policy)
The importance of improving
education outcomes in
Tasmania
Anton Voss (Deputy Secretary,
Economic and Financial Policy)
Tasmanian Government’s
dividend expectations / MAIB
appetite for risk
State Grants Commission,
Tasmanian Methodology Financial Assistance Grants
Tony Ferrall (Secretary)
Treasury’s Disability Action
Plan 2014-2017
Tony Ferrall (Secretary)
2015-16 Budget Presentation
Tony Ferrall (Secretary)
Pam Marriott (State Grants
Commission, Secretary)
26
Charitable support
Our monthly “Dress Down Day” initiative encourages staff to come to work in casual dress and
contribute a gold coin donation to a charity, chosen by our staff. In 2014-15, we raised almost $4 000
for eleven charities.
Charity
St Giles
Small Steps
Kennerley Children’s Homes
WP Holman Clinic
White Lion
Colony 47
L’arche Beni-Abbes
The Smith Family
Bowel Cancer Australia
Hobart Cat Centre
Alzheimer’s Australia Tasmania
Total
Donation
$342
$361
$369
$399
$356
$377
$357
$335
$298
$326
$348
$3 868
Appearances before Parliamentary Committees
In 2014-15, our staff appeared before three Parliamentary Committees.
Date
Committee
30 July 2014
Public Accounts Committee
Briefing
26 November 2014
Parliamentary Standing
Committee of Public
Accounts – Community
Support Levy funding of
Neighbourhood House
Program
9 and 11 Sept 2014
Budget Estimates Committee
9 and 11 June 2015
Publications
We released a number of major publications to the community during 2014-15, including:
Publication
Review of the Liquor Licensing Act 1990 – Proposals Paper
Liquor and Gaming Review – Volume 2
Central Procurement Board Report: No. 2 of 2014
Preliminary Outcomes Report 2013-14
2014-15 State Budget Papers
Guidelines for Government Businesses – Buy Local
Guidelines for Government Businesses – Payment of Accounts
Treasurer’s Annual Financial Report 2013-14
Department of Treasury and Finance - 2013-14 Annual Report
Liquor and Gaming News
Unsolicited Proposals Policy and Guidelines
When Published
July 2014
July 2014
August 2014
August 2014
August 2014
September 2014
September 2014
October 2014
October 2014
November 2014
November 2014
27
Publication
CenoTas Proposal for a RHH on the Queen’s Domain – Financial Assessment – Report to the
RHH Redevelopment Rescue Taskforce (Redacted)
Tasmanian Gaming Commission Annual Report 2013-14
State Grants Commission Annual Report – Financial Assistance Grants allocation for 2014-15
Guidelines for Government Businesses – Director and Executive Remuneration (Revised)
September Quarterly Report 2014-15
Review of the Role of the Economic Regulator
2014 Population Projections for Tasmania and its Local Government Areas
Tasmanian Risk Management Fund Annual Report 2013-14
2014-15 Revised Estimates Report
(including December Quarterly Report 2014-15)
General Government Sector Employment Status Update
Liquor and Gaming News
Social and Economic Impact Study of Gambling in Tasmania – Part A
2015-16 State Budget Papers
Guide to the Budget
When Published
November 2014
November 2014
November 2014
December 2014
December 2014
December 2014
December 2014
January 2015
February 2015
February 2015
March 2015
March 2015
May 2015
May 2015
Our People
Employee demographics
Like other public sector agencies, the average age of our staff is increasing. While this can be a
strength, we also need to find opportunities to increase the age diversity of our Department. We
continue to invest in our long-standing Cadet program, which employs young Tasmanians who have
completed Year 12 or their first year of University. We also employ a small number of finance
graduates.
As at 30
June
2015
2014
2013
2012
2011
Employees
FTEs
Paid FTE
293
306
307
315
332
269
284
285
294
312
255
272
280
283
298
As at 30 June 2015, we employed 293 people (255 paid full-time equivalents). Paid FTEs includes
employees currently on the payroll and receiving salary as at 30 June 2015. This includes employees
on paid leave such as long service leave, recreational leave and paid maternity leave. Paid FTEs
includes all employees whose pay is covered by employee entitlements. Excluded from this calculation
are employees who are absent on long-term unpaid leave, for example unpaid maternity leave,
secondment or leave-without-pay, but who have an expected return date.
28
In 2014-15, we employed 163 females and 130 males.
We also employed 77 part-time staff, of which 71 were women and six were men. As at 30 June 2015,
there were 92 females and 124 males working full-time.
Permanent employees represented 92.5 per cent of our workforce, with the remaining 7.5 per cent
employed on fixed-term contracts.
Female
Male
Total
Permanent
149
122
271
Fixed-term
14
8
22
Total
163
130
293
The average age of our staff in 2014-15 was 42.6 years.
29
The following table identifies the number of employees and full-time equivalents within each
employment category. It also identifies the number of employees by gender employed within each
category.
As at 30 June 2015
Cadets
Graduates
Band 1
Band 2
Band 3
Band 4
Band 5
Band 6
Band 7
Band 8
Band 9
ICT 1
ICT 2
ICT 3
SES Level 1
SES Level 2
SES Level 3
Deputy Secretary
Secretary
Total
Full-time
10
3
15
12
36
31
38
22
19
1
3
4
7
5
6
1
2
1
216
Part-time
1
3
14
6
15
9
16
8
4
1
77
Female
4
2
3
27
16
27
24
32
14
9
1
1
1
1
1
163
Male
6
2
2
2
24
16
22
16
14
1
2
3
6
5
6
1
1
1
130
30
Recruitment and selection
During 2014-15, internal and centralised vacancy management processes continued to be applied in
line with the requirements of the Government’s Managing Positions Policy. We advertised 20
vacancies in the Tasmanian Government Gazette, 13 of which were filled before the end of the
financial year. An additional six vacancies were filled, at level, through central vacancy management
processes as part of the Government’s Managing Positions Policy. In 2013-14, we advertised 53
vacancies, 35 of which were filled before the end of the financial year.
The turnover rate for permanent employees has risen from 9.3 per cent in 2013-14 to 11.7 per cent in
2014-15.
Leave statistics
To help ensure that our employees experience a good work and life balance, we actively encourage
them to take leave as it is accrued.
Our annual recreation leave liability has remained fairly constant over the past years. The liability per
FTE for 2014-15 was 15.4 days compared to 15.2 days for 2013-14.
The average number of sick leave days taken by our staff has risen from 6 days in 2010-11 to 8 days in
2014-15. We continue to actively monitor trends in leave.
31
2015 People Matter Survey
Treasury staff participated in the whole-of-State-Service People Matter Survey during May 2015. The
Survey asked employees about their experience of work, including questions around values, employment
principles, work environment, job satisfaction and engagement.
We had a high level of participation with 76 per cent of our workforce responding to the survey.
Some of the most encouraging results for our organisation, and the ones that we celebrate, include:




all respondents agreed with the statements “I am encouraged to report health and safety incidents
and injuries” and “I receive instruction/training appropriate to my role to address WHS hazards,
incidents and injuries”;
a high percentage of employees (99 per cent) agreed with the statements “In my organisation,
earning and sustaining a high level of public trust is seen as important” and “My manager actively
expects a high standard of ethical behaviour”;
a high percentage of employees (99 per cent) agreed with the statements “My manager is
committed to ensuring customers receive a high standard of service” and “My workgroup strives
to achieve customer satisfaction”; and
96 per cent of employees agreed with the statement “I have received formal feedback on individual
performance”.
These results will help feed into strategies for future improvements. For example, we need to continue to
develop the change management capabilities of our senior managers.
Job rotation
Our new job rotation program provides a voluntary opportunity for our permanent staff to work in
different areas of Treasury. Through this program staff are reassigned to a new position, at their existing
classification, either permanently or for a fixed-term period.
Our rotation program aims to:






develop greater levels of flexibility and capacity to respond to emerging business challenges;
assist with mitigating key person dependencies;
foster collaboration and knowledge sharing;
provide professional and career development, enhance skill sets, broaden work experience and
knowledge of other areas within Treasury;
present staff with new opportunities, challenges and responsibilities; and
stimulate renewal, bringing fresh perspectives and insights to our work.
32
Learning and development
In 2014-15, we provided an average of 16.7 hours of training per employee at an average investment
of $370 per person.
In 2014-15, the average amount spent on formal workshop training reduced. However we have
continued to invest in our staff through additional in-house training sessions, where our senior staff
members share their expertise and experiences at no recorded cost per person.
Our increased focus on online learning, mentoring and learning on the job in 2014-15 enabled us to
provide more training hours at a decreased average cost, when compared to 2013-14 (12.7 hours
training at an average cost of $455.40).
Highlights in 2014-15 include:







implementation of a job rotation program, to share corporate knowledge and reduce key
person dependencies;
staff mentoring, which has facilitated partnerships between senior staff and those who are
wanting to develop technical, leadership and management skills. Mentoring pairs have been
provided with targeted support including resources, tools and coaching;
implementation of an online induction for new staff, complemented with face-to-face
orientation;
delivery of a Leadership Toolbox Program to 23 employees, with a focus on extending capacity
to lead staff through change;
expansion of LearnSpace, Treasury’s learning management system, to deliver health and
safety refresher training to all staff and technical training to complement traditional face-toface delivery;
forums for internal leaders to share their knowledge and experience; and
support for ongoing studies through our cadetship, finance graduate, public sector
management, and formal study programs.
33
Performance management
Our Department is focussed on the performance and development of our employees. For many years
we have had in place a robust performance management framework that ensures all employees have
annual plans in place and that performance and development is discussed at a minimum every six
months. Upward feedback from direct reports is mandatory for all staff who supervise others. This is
a key component of building the management capacity across our Department to a high standard.
An annual performance management interview is undertaken in July/August by all permanent
employees, and fixed-term employees with contracts of three months or more. A review discussion is
also held in January/February.
As at 30 June 2015, 99.7 per cent of Performance Management Interviews had been completed.
Key performance goals are developed for each employee in the context of government priorities,
agency strategies, branch operating plans and each employee’s statement of duties. Employees are
assessed across our core competency framework and expected workforce behaviours are discussed
during PMIs.
Training and development requirements are collated by our Human Resources staff to ensure that
high demand training needs are met through our corporate programs.
The performance management system is designed to be fair, transparent and objective. Upward
feedback on our managers is gathered from staff once a year in July/August and is used to provide
individual feedback on people management and leadership skills. An internal review process is
available to resolve any areas of disagreement.
Key WHS activities in 2014-15 include:
 an online mandatory WHS refresher completed by 100 per cent of employees;
 an annual strategic planning session with the Executive Committee and a workshop with WHS
representatives and the WHS Committee; and
 completion of the Corrective Action Plan arising from an external safety audit.
Employee health, safety and wellbeing
Our Work Health and Safety Management System has been endorsed through an external audit using
the National Insurer Audit Tool. The audit noted a strong culture of work health and safety with a
focus on injury prevention and health and wellbeing.
We have an active Work Health and Safety Committee, with Health and Safety representatives
covering each work area. Our Executive Committee undertakes annual strategic safety planning,
including the management of key safety risks.
Results from the 2015 People Matter Survey continue to show very positive perceptions that our
organisation values employee health and wellbeing.
Internal grievance procedures
An internal grievance resolution procedure is available to all staff. This is based on a range of principles
outlining that employees will be treated with care and respect and all grievances will be dealt with
promptly and fairly.
34
Appeals process
An employee may seek a review, by the Tasmanian Industrial Commission, of an administration action
made by Treasury.
During 2014-15, one review was referred to the Commission. This matter is now resolved.
Employee participation in industrial relations matters
We have an employee-centred and values-based culture with a range of forums that provide
employees with an opportunity to contribute to decision-making and to put forward their views on
employment matters. These include the WHS Committee, the Learning and Development Committee
and a range of specific advisory and focus groups.
Employees are kept informed of employment matters through our intranet site, our in-house
newsletter and discussions with their manager or in branch meetings. We actively consult with staff
on health and safety matters when there are likely to be changes to the workplace that impact on
individuals and/or employment conditions.
Workplace diversity including equal employment opportunities
Our Workplace Diversity Plan 2014–2017 documents our commitment to creating and promoting a
work environment where our people are valued and recognised for their diverse abilities and
strengths. One area of focus for the plan is on developing leaders that recognise the importance of
diversity in the workplace and promoting opportunities to increase the representation of women in
senior leadership roles.
Some important initiatives and activities which have been undertaken to support gender diversity in
senior leadership roles include:



promotion of part-time work for all vacant positions to support flexible work options for
employees. As at 30 June 2015, 45 per cent of senior female leaders worked part-time
enabling them to balance work and family commitments;
completion of a five month emerging leaders program, with 65 per cent females participating
in the program and 80 per cent female guest speakers sharing their leadership experience;
and
establishment of a mentoring framework which can support women at senior levels to
establish relationships, progress leadership capability and enhance career development.
The 2015 People Matter Survey showed that over 90 per cent of respondents to the Survey believe
that gender, disability, age and cultural background is not a barrier to success in our organisation. The
majority of respondents believe that we are committed to creating a diverse workforce.
We will continue to adopt a proactive approach to embed the principles of workplace diversity into
our corporate culture and to recognise and value the differences in every employee.
35
Disability Access Plan
Our Disability Access Plan 2014–2017 takes a Department-wide approach and aligns with Treasury’s
Diversity Plan; the whole-of-government Disability Framework for Action 2013–2017; and the National
Disability Strategy 2012–2020.
Some key activities over the past 12 months include:





the successful transfer of three employees with an identified disability to roles within
Treasury, achieved through working collaboratively with the employee and their referring
agency, using a case management and coaching approach;
Positive Workplaces training for all managers and employees to ensure our staff have the skills
to promote and maintain a positive workplace;
a review of our customer listening and feedback mechanisms, to ensure we capture
accessibility issues or suggestions for improvement;
Budget Papers provided in pdf, word and html accessible format to assist the vision impaired,
following feedback from key stakeholders; and
the commencement of a project to review our external websites, which includes
consideration of issues relating to accessibility and compliance with Commonwealth and State
Web Content Accessibility Guidelines.
Ethical conduct of staff
Our staff commit to working ethically and with integrity, and to upholding the State Service Code of
Conduct and Principles. Our values framework provides a solid foundation for making ethical decisions
and behaving in an ethical and appropriate manner.
Promoting a healthy workplace
Treasury has a well-established workplace Health and Wellbeing program which is integrated within
the overall Work Health and Safety Program. Our Health and Wellbeing plan continued to focus on
the delivery of a pro-active program which is united by the overarching theme of “Eat Healthy, Act
Healthy and Think Healthy”. Supporting the program is a Health and Wellbeing Advisory Group, made
up of committed individuals from across our Department and a representative from the Work Health
and Safety Committee. The Group provides recommendations which support development,
implementation and evaluation of program objectives and strategies.
During 2014-15, a range of health and wellbeing activities and initiatives were highlighted during the
“My Health Day”. This included a presentation by former Olympic athlete Matt Welsh, free vision and
healthy heart checks, massage, nutrition advice and health plan consultancies.
Other workplace activities during 2014-15 included ongoing promotion of, and provision of
information relating to, the key health and wellbeing activity areas and coordination of user-pays
physical activity programs for employees. The 2015 People Matter Survey results showed that 98 per
cent of respondents agreed with the statement that “I have both the opportunities and resources at
work to support my health and wellbeing”.
36
Treasury Social Club
We have an active Social Club, with 55 members. Our Social Club is designed to give staff the
opportunity to socialise together. The Social Club believes that socialising is most enjoyable when its
purpose is to support colleagues and the broader community.
In response to the 2015 Nepal Earthquake, our Social Club members successfully fundraised $1 071
for the Red Cross Nepal Earthquake appeal. Social Club members are committed to looking for
opportunities to contribute to our local and global communities.
Annual event highlights for 2014-15 include an in-house footy tipping competition and a quiz night,
both invariably keenly contested. The 2014 Christmas celebration was very well attended and offered
an opportunity for colleagues from different worksites to socialise with each other. The annual end of
financial year awards evening also involved many laughs at the expense of those (un)lucky enough to
be nominated for an award.
“Getting active” was also a theme for the Club in 2014-15, with regular lunchtime table tennis
competitions held. In addition to improving staff fitness, the competitions saw a number of former
State representatives coming out of the woodwork. It was also noteworthy that a certain member of
the Treasury Executive Committee was no slouch with a table tennis bat!
Our Department
Carbon emissions reduction plan
In January 2009, we committed to an Emissions Reduction Plan which identified a number of initiatives
to help reduce emissions, which have been progressively examined and implemented over the past
few years.
The following table identifies our major energy usage over the past five financial years from 2010-11
to 2014-15.
Energy usage
As a result of installing energy efficient lighting throughout the Franklin Square complex and on the
three levels occupied by our Department at 80 Elizabeth Street, we have continued to work towards
reducing our electricity usage within these buildings. For 2014-15, this was offset by the consolidation
of more staff into the Franklin Square offices from a separate tenancy.
In December 2012, we achieved a 4.5 star NABERS energy rating for the Franklin Square complex.
We continue to actively encourage the recycling of paper, toner cartridges, newspapers, cardboard,
bottles, cans and plastic containers to minimise waste.
The below table details our energy usage from 2010-11 to 2014-15.
2010-11
Electricity (kWh)
Petrol (kL)
Diesel (kL)
1 090 993
42
10
Total (kL)
52
2011-12
947 488
36
7
43
2012-13
2013-14
942 668
32
10
937 259
22
13
42
35
2014-15
940 390
27
9
36
37
Legislation administered
As at 30 June 2015, Treasury administered 61 pieces of legislation, either in whole or in part, as
follows:
Audit Act 2008
Business Undertakings Assistance Act 1984
Charter of Budget Responsibility Act 2007
Commonwealth and State Statistical Agreement Act 1924
Commonwealth Places (Mirror Taxes Administration) Act 1999
Competition Policy Reform (Tasmania) Act 1996
Consolidated Fund Appropriation
Act (No. 1) 2014
Consolidated Fund Appropriation
Act (No. 2) 2014
Consolidated Fund Supply Act (No. 1) 2014
Consolidated Fund Supply Act (No. 2) 2014
Corporations (Tasmania) Act 1990
(in so far as it relates to the superannuation entitlements of transferred members of the Australian Securities
Commission)
Decimal Currency Act 1965
Director of Public Prosecutions Act 1973
(in so far as it relates to the superannuation entitlements of the Director of Public Prosecutions)
Duties Act 2001
Economic Regulator Act 2009
Electricity Companies Act 1997
Electricity Supply Industry Act 1995
(Part 2 and Divisions 3, 4, 5, 6, 8A and 10 of Part 3)
Employment Incentive Scheme (Payroll Tax Rebate) Act 2009
Fee Units Act 1997
Financial Agreement Act 1994
Financial Management and Audit Act 1990
Financial Sector Reform (Tasmania) Act 1999
First Home Owner Grant Act 2000
Gaming Control Act 1993
Government Business Enterprises Act 1995
Government Business Enterprises (Sale) Act 2003
Governor of Tasmania Act 1982
(in so far as it relates to the superannuation entitlements of the Governor)
Homes Act 1935
(in so far as it relates to the lending of funds for home ownership)
Homes (Sale of Mortgages) Act 1993
Judges’ Contributory Pensions Act 1968
Land Tax Act 2000
Land Tax Rating Act 2000
Liquefied Petroleum Gas (Subsidy) Act 1980
Liquor Licensing Act 1990
Local Government (Rates and Charges Remissions) Act 1991
Mutual Recognition (Tasmania) Act 1993
National Taxation Reform (Commonwealth-State Relations) Act 1999
38
New Tax System Price Exploitation Code (Tasmania) Act 1999
Parliament Square Planning Permit Act 2012
Parliamentary Salaries, Superannuation and Allowances Act 2012
(in so far as it relates to the superannuation entitlements of members of Parliament)
Payroll Tax Act 2008
Public Account Act 1986
Public Sector Superannuation Reform Act 1999
Public Works Committee Act 1914
(in so far as it relates to the conditions precedent to commencing public works)
Public Works Construction Act 1880
Retirement Benefits Act 1993
Retirement Benefits (State Fire Commission Superannuation Scheme) Act 2005
Retirement Benefits (Tasmanian Ambulance Service Superannuation Scheme) Act 2006
Solicitor-General Act 1983
(in so far as it relates to the superannuation entitlements of the Solicitor-General)
State Grants Commission Act 1976
Subordinate Legislation Act 1992
Tamar Valley Power Station Act 2008
Tasmanian Public Finance Corporation Act 1985
Taxation Administration Act 1997
TOTE Tasmania (Sale) Act 2009
Trans-Tasman Mutual Recognition (Tasmania) Act 2003
TT-Line Gaming Act 1993
Unclaimed Moneys Act 1918
Water and Sewerage Corporation Act 2012
Water and Sewerage (Community Service Obligation) Act 2009 (No. 41 of 2009)
Water and Sewerage Industry Act 2008
(Subdivision 3 of Division 1, 5 of Part 4 and sections 88 and 111)
39
Legislation enacted in 2014-15
During 2014-15, eleven pieces of legislation were prepared by Treasury and enacted1. These are listed
below.
Consolidated Fund Appropriation Act (No.1) 2014
(Royal Assent on 13 October 2014)
This Act made provisions for the appropriation of funds from the Consolidated Fund for the financial
year ending 30 June 2015, and authorised the Treasurer to borrow money on behalf of the State, for
the supply of services for departments.
Calen Jeffery
Calen joined Treasury in June 2014 and is currently studying a Bachelor
of Economics, majoring in Economic Analysis and Finance.
Calen has recently had the opportunity to act as the instructing officer
for the remake of some subordinate legislation.
“As instructing officer I was responsible for managing the development
of the legislation. The process involved input from a range of areas
across Government, from liaising with the Office of Parliamentary
Counsel to seeking assessment from the Economic Reform Unit of
Treasury.
The experience provided me with a valuable introduction to the
legislative process”.
Consolidated Fund Appropriation Act (No.2) 2014
(Royal Assent on 13 October 2014)
The Act made provisions for the appropriation of funds from the Consolidated Fund for the financial
year ending 30 June 2015, and authorised the Treasurer to borrow money on behalf of the State, for
the supply of services for Parliamentary and independent agencies.
Taxation Legislation (Miscellaneous Amendments) Act 2014
(Royal Assent on 9 December 2014)
This Act amended the Duties Act 2001, the Land Tax Act 2000, the Taxation Administration Act 1997
and the Land Tax Rating Act 2000. The amendments clarified existing provisions, improved equity of
application and provided greater certainty for taxpayers.
1
This list does not include legislation which was introduced during 2014-15, but was not enacted before the end
of the financial year.
40
First Home Owner Grant Amendment Act (No 2) 2014
(Royal Assent on 9 December 2014)
This Act amended the First Home Owner Grant Act 2000 to provide for a $20 000 grant payable to
eligible first home owners who purchase or construct a new home from 1 January 2015 to 30 June
2015, with a tapering of the grant amount to $10 000 from 1 July 2015 ongoing.
State Grants Commission Amendment Act 2015
(Royal Assent on 21 April 2015)
This Act amended the State Grants Commission Act 1976 regarding the constitution and
membership of the State Grants Commission by reducing membership of the Commission from
four to three, comprising of two local government nominated members and a member nominated by
the Secretary of the Department of Treasury and Finance.
Economic Regulator Amendment Act 2015
(Royal Assent 19 May 2015)
This Act made amendments to the Economic Regulator Act 2009, the Electricity Supply Industry Act
1995, the Energy Ombudsman Act 1998, the Gas Act 2000, the Gas Pipeline Act 2000, the Metro
Tasmania Act 1997, the Urban Drainage Act 2013, the Water and Sewerage Industry Act 2008, and
related subordinate legislation to improve the efficiency and effectiveness of the role of the
Tasmanian Economic Regulator.
Liquor Licensing Amendment (Liquor and Gaming Administrative Restructuring) Act 2015
(Royal Assent on 19 May 2015)
This Act amended the Gaming Control Act 1993 and the Liquor Licensing Act 1990 to amalgamate the
Tasmanian Gaming Commission and Licensing Board into the Tasmanian Liquor and Gaming
Commission, and introduce a new decision-making model for liquor regulation.
Repeal of Regulations Postponement Act 2015
(Royal Assent on 19 May 2015)
This Act postponed the automatic repeal of the Retirement Benefits Regulations 2005 until 1 July 2017,
to allow sufficient time for the completion of the review of the strategic direction of the Retirement
Benefits Fund.
Consolidated Fund Appropriation Act (No.1) 2015
(Royal Assent on 13 July 2015)
This Act made provisions for the appropriation of funds from the Consolidated Fund for the financial
year ending 30 June 2016, and authorised the Treasurer to borrow money on behalf of the State, for
the supply of services for departments.
41
Consolidated Fund Appropriation Act (No.2) 2015
(Royal Assent on 13 July 2014)
The Act made provisions for the appropriation of funds from the Consolidated Fund for the financial
year ending 30 June 2016, and authorised the Treasurer to borrow money on behalf of the State, for
the supply of services for Parliamentary and independent agencies.
First Home Owner Grant Amendment Act 2015
(Royal Assent on 30 June 2015)
This Act amended the First Home Owner Grant Act 2000 to extend the $20 000 grant payable to eligible
first home owners who purchase or construct a new home for a further six months from 30 June 2015
to 31 December 2015.
42
Right to information
The aim of the Right to Information Act 2009 is to improve the operation of democracy in Tasmania
by:



increasing the accountability of the Government to the people of Tasmania;
increasing the ability of the people to participate in government decision-making; and
acknowledging that the information held by Tasmanian public authorities belongs to the
people of the State and has been collected for them and on their behalf.
From 9 June 2015, certain information released in response to Right to Information requests will be
published on our website within 48 hours of the information being released to the applicant. This
applies only to information that is considered to be in the public interest, and does not apply to
requests for personal information.
RTI requests considered by Treasury*
2012-13
2013-14
0
22
2
17
0
28
0
2
0
2
3
2
1
0
1
0
0
4
Unresolved requests carried forward
Total received
Less:
- Transferred to another agency, authority or council
- Active disclosure
- Withdrawn by applicant
- Not determined as at end of year (carried over to next year)
Total determined
18
13
2014-15
23
* Note: The total number of RTI requests and outcomes determined by Treasury includes decisions made by delegated RTI Officers for the
Licensing Board and the Tasmanian Gaming Commission.
Outcomes of RTI requests determined*
2012-13
2013-14
2014-15
Granted in full
Granted in part
Exempt in full
Refused
No information relevant to the request was held by the
agency
7
5
3
2
1
6
2
4
1
0
6
12
1
1
Total
18
13
23
3
* Note: The total number of RTI requests and outcomes determined by Treasury includes decisions made by delegated RTI Officers for the
Licensing Board and the Tasmanian Gaming Commission.
43
Section
s.26
s.27
s.35
s.36
s.37
s.38
s.39
Number
Exemptions applied in 2014-15 #
Cabinet Information
Internal briefing information for a Minister
Internal deliberative information
Personal information of a person other than the applicant
Information relating to the business affairs of a third party
Information relating to business affairs of a public authority
Information obtained in confidence
2
6
9
2
1
1
2
# Note: These categories are not mutually exclusive.
Number
Outcome of requests for RTI reviews in 2014-15
Internal reviews requested
Internal reviews determined
- original decision upheld in full
- original decision upheld in part
- review still to be completed as at 30 June 2015
External reviews requested
External reviews determined
- original decision upheld in full
- original decision upheld in part
- no review rights under the RTI Act
- review still to be completed as at 30 June 2015
4
2
2
0
2
2
1
0
0
1
1
Sources of RTI requests for the five years, 2010-11 to 2014-15
Sources of requests
Members of
Parliament
Members of the public
Media
Solicitors
Corporate bodies
Total
2010-11
No
%
2011-12
No
%
2012-13
No
%
2013-14
No
%
2014-15
No
%
13
45
37
76
17
77
10
59
22
79
8
4
1
3
28
14
3
10
7
4
0
1
14
8
0
2
3
2
Q
0
14
9
0
0
3
4
0
0
18
23
0
0
1
5
0
0
4
18
0
0
29
49
22
17
28
Note: If an individual has submitted more than one request throughout the year, each request is counted separately.
Public interest disclosures
The Public Interest Disclosures Act 2002 encourages and facilitates disclosures about any improper
conduct of public officers or public bodies and protects public officers who make disclosures regarding
such conduct.
Treasury is committed to the aims and objectives of the Act. We recognise the value of transparency
and accountability in our administrative and management practices. We support disclosures being
made about corrupt conduct, conduct involving substantial mismanagement of public resources or
conduct involving a substantial risk to public health and safety or the environment.
No disclosures were made to our Department under the Act in 2014-15.
44
Treasury’s procedures in relation to disclosures and investigations under the Act, including the
protection of the welfare of a person making a disclosure and the application of natural justice to all
involved parties, were updated in May 2014 and are located on Treasury’s website.
Appeal of decisions
Legislation administered by our Department contains various provisions for the appeal of
Departmental decisions. The legislation provides direction in relation to the right of appeal and the
process available for appeal.
Under the Taxation Administration Act 1997, taxpayers may lodge an objection against a decision of
the Commissioner of State Revenue. Similar provisions exist for recipients of grants under the First
Home Owner Grant Act 2000 and claimants under the Employment Incentive Scheme (Payroll Tax
Rebate) Act 2009. If the person is dissatisfied with the independent internal review of a decision, the
Tasmanian legal system provides the right of review/appeal by the Administrative Appeals Division of
the Magistrates Court or by the Supreme Court of Tasmania.
Under the Gaming Control Act 1993, a person aggrieved by certain decisions of the Tasmanian Gaming
Commission may appeal to the Supreme Court of Tasmania. Where an exclusion on wagering has been
applied, if the Tasmanian Gaming Commission amends the exclusion order, the person who is subject
to the exclusion order or the person who applied for it may apply to the Administrative Appeals
Division of the Magistrates Court under the Magistrates Court (Administrative Appeals Division) Act
2001 for a review of the decision.
Under the Liquor Licensing Act 1990, a person may appeal to the Licensing Board against a decision by
the Commissioner for Licensing in respect to:







a refusal to grant a liquor permit;
conditions on a liquor licence or liquor permit;
a refusal to give any approval;
the cancellation or variation of a liquor permit;
the suspension or cancellation of a liquor licence, or the variation of a special licence;
any requirement in a notice given to a licensee to comply with a direction; and
a decision that a person is not qualified to hold a liquor licence.
A decision by the Licensing Board is final and without appeal. Where there is a right to appeal
associated with a decision, the right to appeal and the process is outlined when the decision is
communicated.
Further information is available from the relevant sections of our website.
45
Community Assistance
Treasury administers the following arrangements that provide targeted community support and
subsidised assistance to various people or bodies within the community:
Bass Strait Islands Community Service Obligation
We manage the Community Service Obligation payment that:


subsidises the supply of electricity on the Bass Strait Islands; and
provides concessions for those pensioner customers on the Islands.
In 2014-15, the value of claims is estimated to total $11.9 million.
Public Trustee Community Service Obligation
We administer the Community Service Obligation payment to The Public Trustee, which provides
assistance for the administration of:




absolute estates with a gross asset value of less than $60 000;
continuing trust and life tenancy estates with a gross asset value of less than $100 000;
minor trusts with a gross asset value of less than $20 000; and
assets for represented persons with a gross asset value of less than $100 000.
In 2014-15, assistance provided under this CSO totalled $1.6 million.
Electricity Concessions
The Tasmanian Government offers several electricity concessions to assist with the cost of this
essential service for those members of the Tasmanian community on low or fixed incomes.
The Revenue Branch oversees the administration of these electricity concessions by reimbursing
electricity retailers and performing integrity checks on the process. Electricity retailers are responsible
for administering and processing applications from customers for the concessions.
In 2014-15, electricity concessions totalled $39.6 million.
More information in relation to electricity concessions is available on the State Revenue Office
website.
Community Support Levy
Each year four per cent of the gross profit derived from gaming machines in hotels and clubs in
Tasmania is paid into the Community Support Levy.
The funds are distributed by Sport and Recreation Tasmania, located within the Department of
Premier and Cabinet, and the Department of Health and Human Services, as follows:



25 per cent for the benefit of sport and recreation clubs;
25 per cent for the benefit of charitable organisations; and
50 per cent for the provision of research into gambling, services for the prevention of
compulsory gambling, treatment or rehabilitation of compulsive gamblers and community
education concerning gambling.
46
In 2014-15, Community Support Levy funding of:
$1 118 500 was provided for sport and recreation clubs;
$1 118 500 was provided for charitable purposes; and
$2 221 951 was provided for research into gambling, services for problem gamblers and other
gambling related projects.
Pricing policy
Treasury has only limited activities for which the pricing of goods and services is required. In
accordance with the Government’s policy on fees and charges, our Department’s normal practice is
to adopt a model based on full cost recovery.
As at 30 June 2015, we levied fees and charges in accordance with the provisions of one Act and nine
Regulations:










Gaming Control Act 1993
Duties Regulations 2011
Economic Regulator Regulations 2010
Electricity Supply Industry Regulations 2008
Gaming Control Regulations 2014
Land Tax Regulations 2010
Liquor Licensing (Fees) Regulations 2005
Retirement Benefits Regulations 2005
Retirement Benefits (Parliamentary Superannuation) Regulations 2012
Taxation Administration Regulations 2010
These fees and charges are subject to the Fee Units Act 1997 and were revised and gazetted in
accordance with the provisions of that legislation on 30 March 2015.
Asset management
Treasury performs the duties of building owner for the Government office accommodation portfolio
through the Statutory Maintenance and Office Works Program. In total for 2014-15, $738 000 was
expended under this program. The majority ($609 000) of this Program provided funding to enable
the necessary maintenance activities required by the Building Code of Australia, and other legislation
such as the Workplace Health and Safety Act 1995, the Work Health and Safety Act 2012 and the
Building Act 2000. Existing statutory maintenance contracts provide for routine and remedial
maintenance and security of the Government office portfolio managed by Treasury.
The Statutory Maintenance and Office Works Program also includes funding for consultancy
investigations and landlord works for the buildings within the Government office portfolio managed
by Treasury. During 2014-15, under this Program, we did not undertake any major projects. However,
preparation works were completed to enable tendering of projects in 2015-16, should the necessary
approvals to proceed be obtained.
47
Procurement
All government agencies undertake procurement activity in accordance with a series of Treasurer’s
Instructions.
Treasury ensures that procurement is undertaken in accordance with the mandatory requirements of
the Treasurer’s Instructions, including that Tasmanian businesses are given every opportunity to
compete for our business. It is our policy to support Tasmanian businesses whenever they offer the
best value for money for the Government.
Below is a summary of the level of participation by local businesses for contracts, tenders and/or
quotations with a value of $50 000 or over (excluding GST).
Contracts
issued
specifically for
Treasury use
only
Common Use
Contracts
All contracts
issued by
Treasury
including
Common Use
Contracts
Total number of contracts awarded
11
23
34
Total number of contracts awarded to Tasmanian
businesses
9
4
13
Value of contracts awarded1
Value of contracts awarded to
businesses1
Number of tenders called and/or
processes run
Total number of bids and/or written
received
Total number of bids and/or written
received from Tasmanian businesses
$11.6 m
Tasmanian
quotation
quotations
quotations
$145.3 m
2
$156.8 m
$10.7 m
na3
na3
11
3
14
64
35
99
49
3
52
1
In accordance with the requirements of the Treasurer’s Instructions, the values in this table do not include the value of options to extend nor
GST.
2
The value of the Vehicles Contract panel arrangement is approximately $110 million. However, as individual contractor sales are not
guaranteed under this panel arrangement, individual contract values are not shown.
3 The Vehicles Contract panel arrangement awarded four contracts to Tasmanian businesses. However, as individual contractor sales are not
guaranteed under this panel arrangement, individual contract values are not known.
48
Contracts awarded
The following table provides detailed information on contracts with a value of $50 000 or over
(excluding GST). It does not include details of consultancy contracts; these are listed separately.
Name of contractor
and (location of
contractor)
Description of contract
Period of Contract
Total value
of contract
(excluding
GST) 1
$’000
Vos Constructions
(Kingston, TAS)
Vos Constructions
(Kingston, TAS)
Caltex Australia
Petroleum Pty Ltd
(Sydney, NSW) 2
White & McAllister
(Contractors) Pty Ltd
(North Hobart, TAS)
BSH Electrical Pty Ltd
(Montrose, TAS)
Building renovation works (Package A)
for the Somerset Apartments, Hobart
Building renovation works (Package B)
for the Somerset Apartments, Hobart
Supply of unleaded motor spirit,
automotive diesel fuel and other
related petroleum products supplied in
bulk and by fuel card to the Tasmanian
Government3
Mechanical services maintenance to
the Government owned office
accommodation portfolio
Maintenance of fire and electrical
systems and services throughout the
Government owned office
accommodation portfolio
Otis Elevator Company
Pty Ltd
(Derwent Park, TAS)
Maintenance of lift services
throughout the Government owned
office accommodation portfolio
ERM Power Retail Pty
Ltd
(Brisbane, QLD)
General and Window
Cleaning Pty Ltd
(Glenorchy, TAS)
Supply of retail electricity, including
associated services, to five Treasury
owned/leased office buildings
Cleaning services for the Franklin
Square Complex, Hobart
Anittel Limited
(Hobart, TAS)
Purchase of PCs and monitors4
1 November 2014
(one-off purchase)
1 November 2014
(one-off purchase)
1 November 2014 to
31 October 2017
Plus option to extend
1 November 2017 to
31 October 2020
1 September 2014 to
31 August 2017
Plus option to extend
1 September 2017 to
31 August 2020
1 September 2014 to
31 August 2017
Plus option to extend
1 September 2017 to
31 August 2020
1 September 2014 to
31 August 2017
Plus option to extend
1 September 2017 to
31 August 2020
1 January 2015 to
31 December 2017
1 December 2014 to
30 November 2017
Plus option to extend
1 December 2017 to
30 November 2019
3 February 2015
(one-off purchase)
$638.2
$656.4
$144 000.0
$144 000.0
$339.5
$339.5
$115.5
$115.5
$140.9
$140.9
$783.5
$394.2
$262.8
$63.2
49
Name of contractor
and (location of
contractor)
Description of contract
Period of Contract
Total value
of contract
(excluding
GST) 1
$’000
Supply of passenger and light commercial vehicles (including
buses and light trucks) for use by Tasmanian State Service
agencies, Government Business Enterprises, Statutory
Authorities, Local Government and other approved Government
entities and authorised organisations3
-
1 July 2014 to
30 June 2017
na5
Plus option to extend
1 July 2017 to
30 June 2020
Ford Motor Company (Campbellfield, VIC)
Honda Australia Pty Ltd (Tullamarine, VIC)
Jaguar Land Rover Australia Pty Ltd (North Ryde, NSW)
FRM Materials Handling (Derwent Park, TAS)
Tilford Pty Ltd T/A Euro Central Skoda (Hobart, TAS)
Volkswagen Group Australia (Chullora, NSW)
Subaru (Australia) Pty Ltd (Baulkham Hills, NSW)
Fiat Chrysler Group (Port Melbourne, VIC)
GM Holden Ltd (Port Melbourne, VIC)
Mitsubishi Motors (Mulgrave, VIC)
Isuzu Australia Pty Ltd (Isuzu Trucks) (Port Melbourne,
VIC)
Toyota Motor Corporation Australia Ltd
(Port Melbourne, VIC)
Mercedes-Benz Australia Pacific Pty Ltd (Mulgrave, VIC)
Hyundai Fleet Advantage (Macquarie Park, NSW)
Isuzu Ute Australia (Cannon Hill, QLD)
Kia Motors Australia Pty Ltd (Homebush, NSW)
Renault Australia (Mulgrave, VIC)
DJ Mazda (Hobart, TAS)
Suzuki Australia Pty Ltd (Laverton North, VIC)
CJD Equipment (Launceston, TAS)
1 In
accordance with the requirements of the Treasurer’s Instructions, the values in this table include the value, or estimated value, of any
possible option to extend.
2 There are 93 Caltex service stations operating in Tasmania.
3 Common use contract awarded by the Department during 2014-15.
4 Suppliers were selected through the ICT Hardware (C150) common use contract and responses evaluated against value for money.
5 The estimated value of the Vehicle Contract is approximately $110 million (and the value of options to extend is approximately
$110 million). However, as individual contractor sales are not guaranteed under this panel arrangement, individual contract values are not
shown.
50
Consultancies awarded
Name of consultant,
(location of
consultant)
Description of consultancy
Period of consultancy
Total Value of
Consultancy
(excluding
GST) 1
$’000
Deloitte Touche
Tohmatsu
(Hobart, TAS)
Internal audit service provider to
deliver a risk based internal audit
program
Deloitte Touche
Tohmatsu
(Melbourne, VIC)
Consultancy advice on Forestry
Tasmania’s commercial
arrangements and options
available to limit Forestry
Tasmania’s financial losses in the
short term
Provision of actuarial services,
with particular reference to the
public sector superannuation
arrangements and the Tasmanian
Risk Management Fund2
Mercer (Consulting)
Australia Pty Ltd
(Melbourne, VIC)
DeeDeeRa Actuaries
Pty Ltd
(Brisbane, QLD)
1 July 2014 to
30 June 2017
Plus option to extend
1 July 2017 to
30 June 2019
1 October 2014 to
30 June 2015
Plus option to extend
1 July 2015 to
31 December 2015
$225
1 September 2014 to
31 August 2017
Plus option to extend
1 September 2017 to
31 August 2020
1 September 2014 to
31 August 2017
Plus option to extend
1 September 2017 to
31 August 2020
$840
$150
$75
$100
See note 3
$405
See note 3
1 In
accordance with the requirements of the Treasurer’s Instructions, the values in this table include the value, or estimated value, of any
possible option to extend.
2 Common use contract awarded by the Department during 2014–15.
3 The estimated combined value of contract extensions for the TRMF and Public Sector Superannuation – Actuary is $1.29 million.
Direct/limited procurement
Treasurer’s Instructions 1114 and 1217 provide Heads of Agencies with the discretion, where specified
circumstances exist, to approve the direct sourcing or seeking of limited submissions from a supplier
or suppliers without the need to seek quotations or call for tenders.
There were no contracts awarded during 2014-15 under TI 1217 as a result of a limited submission
sourcing process.
51
The following table provides details of contracts awarded by Treasury as a result of a direct sourcing
process approved in accordance with TI 1114.
Name of supplier
Description of contract
Reasons for approval
Roger McShane,
Quill Australia Pty
Ltd
Appointment of a
technical specialist
consultant in relation
to Phase 3 of the
Budget Information
Management System
project – Fixed Term
(6 months)
January 2015 – 30 June
2015
Pricewaterhouse
Coopers
Securities Pty Ltd
Provision of specialist
superannuation advice
in relation to the
reform of public sector
superannuation
1) The cost to the agency and to
suppliers of seeking quotations or
calling public tenders would outweigh
the value for money benefits, given
two previous procurement processes
for services the same or very similar
to those proposed in relation to the
BIMS project have resulted in the
selection of the identified provider;
and
2) Exceptional circumstances in that
the identified consultant possesses
relevant experience in the BIMS
project gathered through work on
Phases 1 and 2, together with the
need to immediately establish the
project team and commence work on
Phase 3 of the project in order to
meet required timelines.
PwC has built up considerable
knowledge during previous stages and
engaging another consultancy firm
would involve considerable additional
cost and time in order for the firm to
acquire the knowledge and
understanding that PwC has obtained.
Total
value of
contract1
$’000
$100
$100
1 In
accordance with the requirements of the Treasurer’s Instructions, the values in this table include the value, or estimated value, of any
possible option to extend.
Contract extensions
Under Treasurer’s Instruction 1115(4), a Head of Agency may approve the extension of a contract for
a period of no longer than one year where, due to exceptional circumstances, the extension is required
to enable a full procurement process to be properly undertaken or where other exceptional
circumstances exist that justify the extension. No contracts were extended in 2014-15.
Exemptions approved during 2014–15 in relation to disaggregate contracts
Under Treasurer’s Instructions 1119(5) and 1225(5), a Head of Agency may approve an exemption
from the requirement to disaggregate substantial contracts. No exemptions were approved during
2014-15.
Confidentiality of government contracts
Treasurer’s Instruction 1401 provides for a Head of Agency to approve the inclusion of a confidentiality
provision for contracts entered into on or after 15 September 2012. In 2014-15, no such confidentiality
provisions were included in contracts awarded by our Department.
52
Common use contracts
Common use contracts are established by our Department for the supply of goods and services to all
inner-Budget agencies. Some common use contracts can also be used by Government Business
Enterprises, State-owned Companies, statutory authorities, local government and other community
based organisations approved by Treasury.
A list of all of the Tasmanian Government’s common use contracts can be found on Treasury’s website.
During 2014–15, five whole-of-government Common Use Contracts were awarded. These included
the following:
Contract
Petroleum
Product
Contract
Fund
Administration
Agent
Actuary
Vehicle
Contract
Cartage,
Interstate Air
Freight
Details
Three fuel companies submitted tenders for the Petroleum Products contract.
Contracts were awarded to Caltex (Australia) Pty Ltd (as the primary supplier) and
BP Australia (as the secondary supplier) of fuel card and bulk fuel products to the
Tasmanian Government.
The Petroleum Products contract is for an initial three year period commencing
1 December 2014, with an option to extend for a further three years.
This contract is for the provision of Fund Administration Agent services for the
Tasmanian Risk Management Fund, including claims administration, provision of advice
in relation to claims management and the brokerage of insurance as required. A tender
process was conducted during 2014-15 to renew this contract. Following this process,
the contract was awarded to Jardine Lloyd Thompson Pty Ltd to commence on
1 July 2015.
The Fund Administration Agent contract is a three year contract, with the option of
two extensions of two years each.
The Actuarial Service contract allows for the provision of actuarial services for the
Tasmanian public sector superannuation arrangements, the Tasmanian Risk
Management Fund and other general advice.
Individual contracts were awarded to the following providers:
 Mercer (Consulting) Australia Pty Ltd - Tasmanian public sector superannuation
arrangements.
 DeeDeeRa Actuaries Pty Ltd - Tasmanian Risk Management Fund and general
advice.
These contracts were awarded from 1 September 2015 for a period of three years with
an option to extend for a further period of up to three years.
The Vehicle contract is for the provision of a comprehensive range of passenger and
light commercial vehicles (including buses and light trucks) to the Tasmanian
Government and other approved users. Contracts were awarded to 23 motor vehicle
suppliers on 1 July 2014. The Vehicle contract is a panel arrangement that enables
agencies to select fit for purpose vehicles based on operational requirements.
The Vehicle contract is a three year contract with an option to extend for a further
three year period.
The Cartage, Interstate Air Freight contract is currently held by StarTrack Express and
enables agencies to access air freight services to both metropolitan and regional
locations throughout Australia. The two year option to extend the Cartage, Interstate
Air Freight contract, which provides government users with delivery services including
next flight, overnight and economy parcel freight, commenced on 30 November 2014.
Preparations to renew this contract will commence in early 2016.
53
Treasurer’s Instructions exemptions
There are some circumstances in which the Secretary of the Department of Treasury and Finance can
exempt an agency from abiding by the requirements of certain Treasurer’s Instructions.
TI 1207 provides that only prequalified contractors, where available categories of prequalification
exist, may be engaged in building and construction/roads and bridges works, unless otherwise
approved by our Secretary under TI 1207(7). In addition, in accordance with TI 1216, where
prequalified consultants exist, only prequalified consultants may be engaged unless otherwise
approved by our Secretary under TI 1216(4).
No exemptions pursuant to TI 1207(7) and TI 1216(4) were approved during 2014-15.
54
Superannuation Certificate
I, Tony Ferrall, Secretary, Department of Treasury and Finance, hereby certify that the
Department of Treasury and Finance has met its obligations under the Commonwealth’s
Superannuation Guarantee (Administration) Act 1992 in respect of those employees of the
Department who are members of the following superannuation schemes to which the
Department contributes:

AJA Super Fund

Lgsuper

AMP Flexible Lifetime

Menzie Family Super Fund

ANZ Smart Choice

MLC Mast Super Fundamentals

Asgard Ewrap

MLC Nominees Pty Ltd

Asgard-Portfolio Care

Navigator Retirement

Australian Super

Nyden Superannuation Fund

BT Super for Life

Officers Superannuation

BT SuperWrap Person Plan

Qsuper

Care Super Pty Ltd

Quadrant Superannuation Scheme

CBUS

RBF Tasmania

Colonial First State

REST Superannuation

First State Super

Rialannah Super Fund

FSP Super Fund

Spectrum Super

Gluskie Superannuation Fund

Tasplan Employee Super

Hesta Super Fund

Telstra Super

Hostplus Superannuation Fund

UniSuper Management

ING Direct Living Super

Voyage Superannuation Management

ING Life Ltd
Tony Ferrall
Secretary
6 October 2015
55
To view the
2014-15 Financial Statements for the Department,
please download from our website
the full version of our
2014-15 Annual Report
and refer to pages 53 to 146.
Please contact the Department if you need an alternative version.
56
Glossary
Annual leave - entitlement The number of leave days accumulated and available to be taken
Annual leave - accrued
The number of leave days accumulated at a given time but is not yet an
entitlement
Annual leave - liability
The sum of the annual leave entitlement and accrual balances. This is
the number of days for which the agency has an obligation to provide
BIMS
Budget Information Management System
BYOD
Bring Your Own Device
CGC
Commonwealth Grants Commission
CMG
Corporate Management Group
COAG
Council of Australian Governments
CSO
Community Service Obligation
DPAC
Department of Premier and Cabinet
FTE
Full-time equivalent
GST
Goods and Services Tax
IT
Information technology
ICT
Information communications technology
NABERS
National Australian Built Environmental Rating System
NDIS
National Disability Insurance Scheme
NIIS
National Injury Insurance Scheme
PMI
Performance Management Interview
RBF
Retirement Benefits Fund
RTI
Right to Information
Tascorp
Tasmanian Public Finance Corporation
TGC
Tasmanian Gaming Commission
TI
Treasurer’s Instruction
Webinar
A seminar delivered over the internet (web-based seminar)
WHS
Work health and safety
57
Statement of Compliance
Aids to access
Table of contents
Statement of compliance
Index
Glossary
Overview
Corporate Planning
Major initiatives to give effect to
Government policy
Report by statutory office holder except
where required to report under any
other act
Organisational Structure
Organisational chart
Organisational structure
Changes to organisational structure
Statutory and non-statutory bodies
Performance information
Financial outcomes
Performance report
State Service Regulations 2011 s.9(a)(i)
State Service Regulations 2011 s.9(a)(v)
Financial Management and Audit Act 1990
s.27(1)(b) subject to s.27(2); State Service Act
2000 s.36(1)(b)
State Service Regulations 2011 s.9(a)(ii)
State Service Regulations 2011 s.9(a)(iii)
State Service Regulations 2011 s.9(a)(iv)
State Service Regulations 2011 s.9(d)
Treasurer’s Instruction 201(1)(a)
State Service Act 2000 s.36(1)(a); Financial
Management and Audit Act 1990 s.27(1)(a)
Performance measures
Treasurer’s Instruction 201 (1)(a)(b)(e)
Carbon Emissions – climate change and Government requirement
environmental impact initiatives
Legislation
Legislation administered
State Service Regulations 2011 s.9(d)
Legislation enacted during the year
State Service Regulations 2011 s.9(d)
Public access
Appeals process
State Service Regulations 2011 s.9(c)(iii)
Contact details
State Service Regulations 2011 s.9(c)(ii)
Community awareness
State Service Regulations 2011 s.9(c)(i)
Information disclosure
Right to information requests
Right to Information Act 2009 s.23 and 53
Public interest disclosures
Public Interest Disclosures Act 2002 s.86
Human resource management
Workplace diversity including equal Workplace
Diversity
Plan
2014-17;
employment opportunities
Employment Direction No.3
Workplace health and wellbeing
Employment Direction No.23
Disability Action Plan
Disability Framework for Action 2012-17
Ethical conduct of staff
Integrity Commission Act 2009 s.32
Industrial democracy and employee State Service Regulations 2011 s.9(b)(iv)
participation
Occupational health and safety
State Service Regulations 2011 s.9(b)(vi);
Employment Direction no.27 s.5(2)
Performance management
State Service Act 2000 s.36(ba); Employment
Direction No.26
Superannuation contributions
Public Sector Superannuation Reform
Act 1999 s.13
Page
2
58
60
57
Page
14-21
18-21
1
Page
7
10-11
7
12-13
Page
15-23
22-23
37
Page
38-39
40-42
Page
45
61
26-28
Page
43-44
44-45
Page
35
34
36
36
35
34
34
55
58
Asset management, risk management and pricing policies
Page
Pricing policy
Treasurer’s Instruction 201(1)(c)
47
Capital projects
Treasurer’s Instruction 201(1)(d)
48
Risk management
Treasurer’s Instruction 201(1)(f)
6, 24
Asset management
Treasurer’s Instruction 201(1)(g)
47
Debts written off
Treasurer’s Instruction 201(1)(h)
Loss and damage
Treasurer’s Instruction 201(1)(i)
Government procurement
Page
Support for local business
Treasurer’s Instruction 1111(2), 3(a) and (b);
48
Treasurer’s Instruction 1213(2), (3)(a) and (b)
Contracts with a value over $50 000 or Treasurer’s Instruction 1111(2), 3(a) and (b);
49-51
over
Treasurer’s Instruction 1213(2), (3)(a) and (b)
Limited/direct procurement
Treasurer’s
Instruction
1111(3)(b)(iv);
51-52
Treasurer’s Instruction 1213(3)(b)(iv)
Contract extensions
Treasurer’s Instruction 1111(3)(b)(v)
52
Exemptions
from
Treasurer’s Treasurer’s Instruction 1207(7); Treasurer’s
54
Instructions
Instruction 1216(4)
Confidentiality
of
Government Treasurer’s
Instruction
1111(3)(b)(vii);
52
Contracts
Treasurer’s
Instruction
1213(3)(b)(vi);
Treasurer’s Instruction 1401(9)
Contracts where an exemption from the Treasurer’s
Instruction
1111(3)(b)(vi);
52
requirement to disaggregate has been Treasurer’s Instruction 1213 (3)(b)(v)
approved
Financial statements
Head of Agency certification
Treasurer’s Instruction 205(1)
Financial statements
Financial Management and Audit Act 1990
s.27(1)(c) and s.27(2), (3) and (6); Treasurer’s
Instruction 201(1)(j); Treasurer’s Instruction
206 (1), (2) and (3)
Audit opinion
Financial Management and Audit Act 1990
s.27(1)(c); Treasurer’s Instruction 201(1)(k)
Significant
financial
performance Treasurer’s Instruction 201(1)(a) and (b)
15-23
directives
which
affected
the
achievement of operational objectives
Please note that the financial statements are not included in this document.
59
Index
Appeal of decisions
45
Liquor Licensing Act review
Asset management
47
National Disability Insurance Scheme
20
National Injury Insurance Scheme
20
Audit and Risk Management Committee
8
Bass Strait Islands Community Service
Obligation
18, 46
Budget development and management 15
Budget Information Management System
3, 15, 17
Buy Local Policy
3, 20
Charitable support
27, 37
Client View project
19-20
Commissioner for Licensing
5, 11-12, 45
18
10
9, 24, 48
Public Interest Disclosures
9
10, 44
31
Right to information
43
Risk management
24
Stakeholder engagement
3, 19, 22, 24
State Grants Commission
13, 41
State owned companies
16-17, 24, 53
12-13, 53
Subordinate Legislation Act
Fiscal policy and regulatory advice
20
16, 18, 53
Government property and accommodation
services
15, 22
13, 16-17, 41
37
Statutory authorities
5-6, 8
Financial management 15
18
Tasmanian Economic Regulator 11-12, 18, 41
Tasmanian Gaming Commission
12
Tax administration and revenue collection
19-20
3, 9
Intergovernmental financial matters
Licensing Board
34
Social Club
Electricity concessions 46
Legislation
Performance management
Retirement Benefits Fund
46-47
Economic policy advice 10, 20
GST revenue
22
Recruitment
3-4, 14
Government businesses
Performance information
Public Trustee Community Service Obligation
46
Corporate governance 14
Executive Committee
3, 9, 16
Procurement Review Committee
Corporate Management Group 7-9
Economic regulation
parliament square
Procurement
Community assistance 46-47
Corporate Direction
7
Personal Information Protection Act
Commissioner of State Revenue
5, 11, 22
Community Support Levy
Organisational chart
3, 9, 15, 18, 41
10, 16
3, 38-42
45
60
Contacts
General inquiries
The Treasury Building
21 Murray Street
HOBART TAS 7000
GPO Box 147
HOBART TAS 7001
Telephone: (03) 6166 4444
Email: secretary@treasury.tas.gov.au
Website
State Revenue Office
Level 3, 80 Elizabeth Street
HOBART TAS 7000
GPO Box 1374
HOBART TAS 7001
Liquor and Gaming Branch
Level 2, 80 Elizabeth Street
HOBART TAS 7000
GPO Box 1374
HOBART TAS 7001
Telephone:
(03) 6166 4040
Fax:
(03) 6234 1728
Henty House Office
1 Civic Square
LAUNCESTON TAS 7250
PO Box 972
LAUNCESTON TAS 7250
Telephone:
(03) 6777 2777
Fax:
(03) 6336 2799
Email: gaming@treasury.tas.gov.au
licensing@treasury.tas.gov.au
Website
AUSDOC: DX10 HOBART
Telephone: (03) 6166 4400
1800 001 388 for Tas-based callers outside of the
62 area
Fax:
(03) 6234 3357
To contact us by email, please refer to Contact Us
on the State Revenue Office website
Website
Office of the Tasmanian Economic Regulator
The Treasury Building
Level 3, 21 Murray Street
HOBART TAS 7000
GPO Box 770
HOBART TAS 7001
Tasmanian Liquor and Gaming Commission
Level 2, 80 Elizabeth Street
HOBART TAS 7000
GPO Box 1374
HOBART TAS 7001
Telephone: (03) 6166 4040
Fax:
(03) 6234 1728
Email:
Email:
Website:
licensing@treasury.tas.gov.au
gaming@treasury.tas.gov.au
wagering@treasury.tas.gov.au
gaming or liquor licensing
Telephone: (03) 6166 4422
Email: office@economicregulator.tas.gov.au
Website
61