Lara Giddings, MP
PREMIER
Dear Premier
In accordance with the requirements of Section 36(1) of the State Service Act 2000 and Section 27 of the
Financial Management and Audit Act 1990, I enclose for presentation to Parliament the 2010-11 Annual
Report of the Department of Premier and Cabinet.
Yours sincerely
Rhys Edwards
Secretary
24 October 2011
Department of Premier and Cabinet - Annual Report 2010-11
1
The Department of Premier and Cabinet is a central agency of
the Tasmanian State Government. The Ministers to whom the
Department is responsible are the Premier, Hon Lara
Giddings MP; the Minister for Local Government, Hon Bryan
Green MP; the Minister for Climate Change, the Minister for
Community Development and the Minister for Aboriginal
Affairs, Hon Cassy O'Connor MP; Minister for Veterans' Affairs,
Hon Scott Bacon MP; and the Minister for Children, Hon
Michelle O'Byrne MP. The Department also supports two
Parliamentary Secretaries to the Premier: Rebecca White MP
(Small Business and Cost of Living) and Brenton Best MP
(Economic Development for the North-West).
The Department provides a broad range of services to Cabinet,
other members of Parliament, government agencies and the
community. The Department works closely with the public
sector, the community, local government, the Australian
Government and other state and territory governments.
The Department also provides administrative support to the
State Service Commissioner, the Tasmania Together Progress
Board and the Electricity Supply Industry Review Panel. These
bodies are separately accountable and report directly to
Parliament.
Department of Premier and Cabinet - Annual Report 2010-11
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Contents
Secretary’s report ............................................................................................................................................................................................... 5
Departmental overview.................................................................................................................................................................................. 7
Financial and human resource summary ................................................................................................................................... 8
Governance ................................................................................................................................................................................................ 9
Output Group structure .................................................................................................................................................................. 10
Organisation chart ............................................................................................................................................................................... 11
Strategic Plan summary ..................................................................................................................................................................... 12
Output Group 1 Support for Executive Decision-Making ..................................................................................................... 24
Output 1.1 Strategic policy and advice ................................................................................................................................... 25
Output 1.2 Climate change............................................................................................................................................................ 28
Output 1.3 Social Inclusion............................................................................................................................................................. 32
Output Group 2 Government Processes and Services ........................................................................................................... 36
Output 2.1 Management of Executive Government processes .............................................................................. 37
Output 2.2 Principal and subordinate legislation............................................................................................................... 47
Output 2.3 Tasmanian Government courier....................................................................................................................... 49
Output 2.4 Corporate support to Ministerial and Parliamentary offices
and the Office of the Governor .................................................................................................................................................. 50
Output 2.5 Administration of Electricity Supply Industry Review Panel ............................................................. 51
Output Group 3 Electronic Services for Government Agencies and the Community ........................................ 52
Output 3.1 ICT policy development and implementation .......................................................................................... 53
Output 3.2 Management and ongoing development of Service Tasmania....................................................... 56
Output 3.3 Management of TASINET and Networking Tasmania; and............................................................. 59
Output 3.4 Information systems management ................................................................................................................... 59
Output Group 4 State Service Management ................................................................................................................................. 63
Output 4.1 State Service employment and management ........................................................................................... 64
Output 4.2 Support for the State Service Commissioner........................................................................................... 68
Output Group 5 Support for the Tasmania Together Progress Board ........................................................................... 69
Output 5.1 Support for the Tasmania Together Progress Board ............................................................................. 70
Output Group 6 Community Development.................................................................................................................................. 73
Output 6.1 Community development – policy advice and ongoing community development........... 74
Output Group 7 Development of Local Government ............................................................................................................ 82
Output 7.1 Development of Local Government ............................................................................................................. 83
All Output Groups Corporate Services ............................................................................................................................................ 87
Corporate Services.............................................................................................................................................................................. 88
Supporting whole-of-government initiatives ................................................................................................................................... 90
Contribution to Tasmania Together benchmarks .............................................................................................................. 91
Carbon Emission Reduction Plan............................................................................................................................................. 103
Disability Action Plan ...................................................................................................................................................................... 105
Departmental information ...................................................................................................................................................................... 107
Right to Information (RTI) ........................................................................................................................................................... 108
Legislation administered ................................................................................................................................................................ 110
Departmental publications........................................................................................................................................................... 114
Our people and policies ........................................................................................................................................................................... 119
Department of Premier and Cabinet - Annual Report 2010-11
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Staffing information........................................................................................................................................................................... 120
Public access to agency decision-making............................................................................................................................. 131
Asset Management, Pricing and Risk Management Policies ..................................................................................... 132
Contributions and grants .............................................................................................................................................................. 134
Government procurement .......................................................................................................................................................... 169
Financial statements ......................................................................................................................................................................... 174
Contacting the Department .................................................................................................................................................................. 248
Department of Premier and Cabinet - Annual Report 2010-11
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Secretary’s report
This financial year has proven to be a busy and productive one yet again for the Department of Premier and
Cabinet (DPAC). We have experienced many changes to the Cabinet line-up, including the resignation of
Premier David Bartlett and the swearing-in of Lara Giddings MP as the new Premier and Tasmania’s first
female Premier, on 24 January 2011.
The immediate priority for the new Premier of Tasmania was the formation of the 2011-12 Budget and
related reforms to the State Service. The Public Sector Management Office (PSMO) has undertaken an
incredible amount of work over the second half of 2010-11 with regard to Tasmanian State Service Reform.
To support the budget the Government asked for a range of employment-related matters to be examined.
PSMO developed a number of strategies in order to achieve a more efficient and effective State Service and
to assist agencies to achieve budget savings by decreasing operating expenses. The work of the PSMO
included two Bills to amend the current State Service Act 2000 with regard to performance management and
redeployment.
The Office of eGovernment has had a busy year with the establishment of the Information and
Communications Technology (ICT) Policy Board, which I am very pleased to be chairing. Other members of
the board include Secretaries from other agencies. Together we are working on a whole-of-government
strategy for the future of ICT within the Tasmanian Government.
The three year Voice Strategy Project, which commenced in May 2010, is now well underway with TMD
now working on the procurement phase. The project is required because the current Spectrum telephone
system will be discontinued within the next three years. A newer voice technology called Voice Over IP
(VOIP) enables integration between telephones and other IT applications. TMD has already trialled several
VOIP services.
TMD has also been working on email consolidation; the establishment of one-technology platform across
government that will enable staff from any agency to securely access centrally-delivered services.
The Corporate Services Improvement (CSI) project was commissioned in 2009 to improve the level of
service provided by Corporate Services. Significant improvements have already been made since the
commencement of the project. The outcomes this year have included:

greater collaboration between Corporate Services and other divisions

a review of the Budget Development Process

implementation of a Corporate Services Customer Service Charter
 consolidation of accommodation across the Department.
Office alterations have been a feature of the year at 15 Murray Street, Hobart. The alterations were part of a
move that has seen the Local Government Division move into the building, and Information Systems Branch
and the Office of eGovernment relocated to level six. A key driver has been our desire to reduce overall
accommodation costs. These office alterations will result in savings by reducing rental costs and greater
sharing of resources between business units.
During the year, the Community Development Division (CDD) undertook a series of internal workshops and
consultations to determine its role in contributing to the priorities of Government and broader goals of
DPAC. There was broad agreement to realign CDD from independent units based on community sectors to
a more centralised model, focused around its core functions (policy, grants, programs and services) and
community engagement. It is anticipated that the realignment will give the division the capacity to focus on
better responding to social and demographic change by improving community engagement and making
better use of existing resources.
The contract for the printing of the Tasmanian Government Gazettes and Legislation, as well as papers for
Parliament, is due to expire in 2011-12. The Executive Division managed a tender process on behalf of the
Office of Parliamentary Counsel and Clerks of the Houses of Parliament.
The Tasmanian Climate Change Office (TCCO) has delivered significant outcomes in the past financial year.
The office has been coordinating the Government’s response to the Tasmanian Wedges Report with the
Inter-Departmental Committee on Climate Change. The TCCO’s Adaptation Unit was established during the
Department of Premier and Cabinet - Annual Report 2010-11
5
year and is playing a leadership role in a number of areas, including forming a partnership with the Tasmanian
Institute for Agricultural Research and Department of Primary Industries, Water and Environment (DPIPWE).
This partnership aims to enable key agricultural sectors to take advantage of the opportunities climate change
will present and better manage any associated risks.
The key driver of the Social Inclusion Unit’s work for the year was the expansion of the scope of A Social
Inclusion Strategy for Tasmania to give priority to the development of the Cost of Living Strategy. The report
provided advice to Parliament on a proposed electricity concession in the context of a broader cost of living
strategy. In addition, it suggested that the State Government increase the range of information and support
available to help increase Tasmanians' knowledge and choice in managing cost of living pressures, in particular
to focus on improving energy efficiency.
During the year, the Government established an independent Electricity Supply Industry Expert Panel to
conduct an assessment of Tasmania’s electricity industry. As a result, a small secretariat was established within
DPAC to support the panel. The panel and secretariat have been developing recommendations for actions
that will shape a new Energy Policy for Tasmania.
As part of an integrated approach to performance measurement across DPAC, significant work within the
Policy Division has been undertaken to develop and test new performance indicators for the development of
policy advice and delivery of policy services. A performance measurement framework has been designed and
a set of quality standards developed as a tool to measure the quality of specific policy outputs prepared by
DPAC business units. It is hoped recommendations on appropriate performance indicators will be included in
future iterations of DPAC’s strategic plan.
The Policy Division has also produced a paper, Collaboration: A Tasmanian Government Approach. This paper
outlines a strategy to encourage Tasmanian Government agencies to work more collaboratively in the
development and implementation of policy initiatives. The paper outlines six critical factors for successful
collaboration including: leadership; shared aims and benefits; trust; membership; information sharing; and
accountability. It provides guidance on the types of situations where a collaborative approach would be
beneficial to addressing policy problems.
The Local Government Division has been involved in the Valuation and Local Government Rating Review.
The report recommended a number of ways that Tasmania’s rating and valuation models could be improved.
In addition to broader reforms proposed, and at councils’ request, the Local Government Division has been
working on additional rating tools for the 2011-12 rating year to assist in managing “price shocks” for
ratepayers arising from shifts in the property market.
I am extremely pleased with DPAC’s performance this year and look forward to the year ahead.
Rhys Edwards
Secretary
Department of Premier and Cabinet - Annual Report 2010-11
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Departmental overview
Vision
A respected and valued agency that leads an accountable, professional and collaborative public service.
Purpose
The Department supports the Premier and Cabinet in achieving the Government’s vision of Tasmania. We
do this by providing strategic policy advice; leading whole-of-government initiatives; and supporting the
machinery of government.
Values
Professional
We aim for excellence and act with integrity and impartiality.
Accountable
We are focussed on achievement, open to questioning and responsible for our actions.
Collaborative
We respect and value the expertise of others and seek to work in partnership.
Forward looking
We plan so we can be responsive to future needs.
Connected to the community
We seek to understand and engage with the community and communities of interest.
Supportive
We seek to provide a family-friendly and flexible workplace that fosters mutual respect and open
communication.
Goals
Goal 1
To lead the development of policy advice, direction and whole-of-government coordination.
Goal 2
To provide comprehensive, timely and accurate services that support the machinery of
government.
Goal 3
To deliver ICT services that enhance whole-of-government capability.
Goal 4
To have efficient and effective processes that underpin a supportive and challenging
workplace.
Department of Premier and Cabinet - Annual Report 2010-11
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Financial and human resource summary
Financial summary
In 2010-11, the Outputs of the Department of Premier and Cabinet and
Ministerial and Parliamentary Support expended on an accrual basis the following:
Department of Premier and Cabinet
$'000
Output Group
1. Support for Executive Decision-Making
2. Government Processes and Services
3. Electronic Services for Government Agencies and the
Community
4. State Service Management
5. Support for the Tasmania Together Progress Board
6. Community Development
7. Development of Local Government
Other items
Capital Investment Program
Infrastructure Fund
Administered - Tasmanian Community Fund
Sub-total
10 648
15 526
40 718
4 978
1 230
7 351
2 348
250
724
5 617
89 390
Ministerial and Parliamentary Support
Ministerial and Parliamentary support
22 685
Total
112 075
People Summary
The number of full time equivalents employed in DPAC and Ministerial and Parliamentary support offices, as
at 30 June 2011 is shown in the graph below.
Department of Premier and Cabinet - Annual Report 2010-11
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Governance
Ministers
As at 30 June 2011, the Department of Premier and Cabinet reports to the following:

Premier, Lara Giddings MP

Minister for Local Government, Bryan Green MP

Minister for Climate Change, Minister for Community Development and Minister for Aboriginal
Affairs, Cassy O’Connor MP

Minister for Veterans’ Affairs, Scott Bacon MP

Minister for Children, Michelle O’Byrne MP.
The Department also supports the Parliamentary Secretaries to the Premier, Rebecca White MP (Small
Business and Cost of Living) and Brenton Best MP (Economic Development for the North-West). It also
provides direct support to all other members of Government.
The Department
The Department’s organisation structure is shown on page 11.
The Department is led by the Executive, comprising the Secretary, Deputy Secretaries and Director,
Executive Division. The DPAC Leadership Group (DLG) is chaired by the Secretary and is attended by the
directors or managers of each division. DLG meetings are held each month, and provide an opportunity to
communicate and review agency issues, policies and procedures.
During 2010-11, the Government established an independent Electricity Supply Industry Expert Panel to
conduct an assessment of Tasmania’s electricity industry. To support the panel, a small secretariat was
established within DPAC. As a result, the Department currently supports three independent bodies; the
Tasmania Together Progress Board, the Office of the State Service Commissioner and the Electricity Supply
Industry Review Panel.
Related trusts and boards
Any information noted in this report for Output 2.5 Electricity Supply Industry Review Panel, Output 4.2
Support for the State Service Commissioner or Output 5.1 Support for the Tasmania Together Progress
Board is for administrative purposes only as all of these bodies report independently to Parliament.
Matters pertaining to the Local Government Board are reported by the Local Government Division in the
section entitled Activity 2010-11, under Output 7.1.
Various sections within this report covering financial or human resources include information from ministerial
and Parliamentary offices. Unless noted otherwise, all other information pertains only to the Department of
Premier and Cabinet.
Appended to this annual report is the annual report of the Jim Bacon Foundation pursuant to the provisions
of the Jim Bacon Foundation Act 2004.
Supporting local business
DPAC ensures that Tasmanian businesses are given every opportunity to compete for agency business, and
supports Tasmanian businesses whenever they offer best value for money for the Government. The tables on
page 169 summarise the level of participation by local businesses for contracts, tenders and/or quotations
with a value of $50 000 or over.
Department of Premier and Cabinet - Annual Report 2010-11
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Output Group structure
Output Group/Output
Responsible Minister
1. Support for Executive Decision-Making
1.1
Strategic policy and advice
1.2
Climate change
1.3
Lara Giddings MP, Premier
Cassy O’Connor MP, Minister
for Climate Change
Lara Giddings MP, Premier
Social inclusion
2. Government Processes and Services
2.1
Management of Executive Government processes
2.2
Principal and subordinate legislation
2.3
Tasmanian Government courier
2.4
Corporate support to Ministerial and Parliamentary
offices and Office of the Governor
2.5
Administration of Electricity Supply Industry Review Panel
3. Electronic Services for Government Agencies and the Community
3.1
Information and Communications Technology (ICT)
policy development and implementation
3.2
Management and ongoing development of
Service Tasmania
3.3
Management of TASINET and Networking Tasmania
3.4
Information systems management
4. State Service Management
4.1
State Service employment and management
4.2
Support for the State Service Commissioner
5. Tasmania Together Progress Board
5.1
Support for Tasmania Together Progress Board
Lara Giddings MP, Premier
Lara Giddings MP, Premier
Lara Giddings MP, Premier
Parliament of Tasmania
Parliament of Tasmania
6. Community Development
6.1
Community development – policy advice and ongoing
community development
Cassy O’Connor MP, Minister
for Community Development
and Minister for Aboriginal
Affairs
Scott Bacon MP, Minister for
Veterans’ Affairs
Michelle O’Byrne MP, Minister
for Children
7. Development of Local Government
7.1
Development of local government
Bryan Green MP, Minister for
Local Government
Department of Premier and Cabinet - Annual Report 2010-11
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Organisation chart
Department of Premier and Cabinet - Annual Report 2010-11
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Strategic Plan summary
This report outlines the progress made against the initiatives and priorities in the DPAC Strategic Plan
2010-13. Overall, substantial progress has been made against most of the priorities.
Goal 1 – To lead the development of policy advice, direction and whole-of-government coordination
Status
STRATEGY 1.1.1
Lead the development of Tasmania’s wholeSuccessfully and effectively participated in COAG and
of-government position on matters of national COAG Senior Officials’ meetings and other multiand state significance in order to participate
jurisdictional forums.
effectively in COAG and other multijurisdictional forums.
STRATEGY 1.1.2
Foster intra and inter-government
collaboration to maximise the benefits to local
communities arising from social infrastructure
initiatives, including Child and Family Centres.
STRATEGY 1.1.3
Work with the Tasmanian Planning
Commission to develop a COAG Capital City
Plan for Hobart.
The Integrated Service Delivery Interdepartmental
Committee (IDC) and working group are examining
opportunities for service integration across government,
including Child and Family Centres, Community Service
Hubs, and links to Australian Government programs.
The IDC has agreed an approach to IT delivery in the West
Coast Hub and an overarching paper on integration.
The working group is currently examining frameworks for
governance and accountability in the Hubs. The West
Coast Hub will open October 2011. It is anticipated that
the West Coast Hub will provide guidance for the
George Town Hub, which has not yet commenced.
All major tasks identified for the project have been
completed, including:



STRATEGY 1.1.4
Investigate and implement an appropriate
mechanism to prohibit canal estate
developments in Tasmania.
convening and supporting the Capital Cities Planning
IDC;
coordinating Government input into two reports to
the COAG Reform Council; and
participating in the continuous improvement and best
practice teleconferences and workshop series.
Undertook research and prepared a Cabinet Minute
outlining options to prohibit canal estate developments.
Cabinet approved the development of legislation for this
purpose. Legislation was developed and passed in the
House of Assembly in June 2011 but was defeated in the
Legislative Council on 7 July 2011.
Department of Premier and Cabinet - Annual Report 2010-11
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Status
STRATEGY 1.1.5
Co-ordinate the preparation and execution of
an integrated implementation of the Sullivan’s
Cove Master Plan.
STRATEGY 1.1.6
Support the implementation of the National
Health and Hospital Reform process in
Tasmania.
STRATEGY 1.1.7
Lead the promotion and implementation of
the Tasmanian Government’s approach to
collaboration across agencies.
STRATEGY 1.2.1
Establish the Adaptation Unit to coordinate
work across government to identify
opportunities to maximise the benefits and
minimise the risks resulting from a changing
climate.
STRATEGY 1.2.2
Prepare a new Climate Change Framework
that responds to the findings of the analysis of
emission reduction opportunities for the
Tasmanian economy.
STRATEGY 1.2.3
Undertake research into the role of
Tasmania’s forests in emitting and
sequestering carbon, and the associated
opportunities in emerging carbon markets.
STRATEGY 1.2.4
Finalise and implement the State Framework
for mitigating the impacts of natural hazards,
including the changes associated with climate
change.
An IDC was established to ensure a coordinated whole-ofgovernment approach to implementation of the Sullivans
Cove Master Plan and a part-time project manager was
appointed. The IDC developed a Consultation Draft
Implementation Strategy, which was provided to Hobart
City Council, Tasports and the Sullivans Cove Waterfront
Authority for comment. Comments were received and
incorporated into the draft plan.
Substantial progress has been made in multilateral
negotiations with the Australian Government on a new
National Health Reform Agreement to reflect COAG’s
February 2011 decision.
This work is proceeding towards finalisation in early 201112.
Collaboration: A Tasmanian Government Approach was
officially launched in October 2010 by the former Premier.
Promotional material was developed for the launch and
distributed across government. A number of presentations
highlighting the importance of the approach have been
delivered. A further work program has been developed,
including further implementation activities across
government.
The TCCO’s Adaptation Unit was established in July 2010
and is playing a key role in assisting local government adapt
to climate change and address coastal vulnerability, and
assisting the agricultural sector to maximize the benefits of
a changing climate. The unit is also continuing to
communicate and extend the results of the Climate Futures
for Tasmania project.
The Government’s response to the analysis, Tasmania’s
Action Plan to Reduce Emissions, has been developed,
taking into account advice from the Tasmanian Climate
Action Council and State Government agencies. The
Action Plan was released in July 2011.
A Steering Committee was established to manage delivery
of the Forest Carbon Study and the scope has been
finalised. The request for tender closed in August 2011.
A draft framework has been developed and endorsed and
reference groups for the development of hazard specific
statements under the framework have been convened.
Department of Premier and Cabinet - Annual Report 2010-11
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Status
STRATEGY 1.3.1
Implement A Social Inclusion Strategy For
Tasmania: Preliminary Response, with
particular focus on:
 developing the Cost of Living Strategy



developing a Tasmanian Food
Security Strategy
administering the Tasmanian Food
Security Fund
establishing the Community
Development Finance Fund (CDFF).
STRATEGY 1.4.1
Improve access to State Government
programs and services for Tasmania’s
culturally diverse communities.
A Cost of Living in Tasmania: Interim Report was released in
February 2011.
A final Cost of Living Strategy will be presented in early
2011-12.
Work on a Framework for the Tasmanian Food Security
Strategy is in progress.
$730 000 from the Tasmanian Food Security Fund has
been administered across a range of innovative coalitions to
address food supply and access in Tasmania.
Completed. The CDFF programs began in July 2010 and
will operate for a minimum of three years.
Phase One is underway. A State Government Inter-Agency
Working Group has been established to examine and
analyse agency data. Consultations with humanitarian
entrant communities and service providers will occur over
next two to three months. The final report is due to the
Minister for Community Development in December 2011.
STRATEGY 1.4.2
Coordinate and provide support to the highlevel interdepartmental taskforce responsible
for the development of a whole-ofgovernment’s Children and Youth Agenda.
This project was successfully completed and launched in
July 2011. It was delivered in partnership with the
Department of Health and Human Services (DHHS).
STRATEGY 1.4.3
Coordinate and support a review of the
whole-of-government policy on eligibility for
Aboriginal and Torres Strait Islander-specific
programs and services delivered by the
Tasmanian Government.
STRATEGY 1.4.4
Progress whole-of-government disability
policy, incorporating the review of the
Disability Framework for Action.
STRATEGY 1.4.5
Review the Positive Ageing Plan.
The former Minister for Aboriginal Affairs commenced
consultations with key Aboriginal organisations and
members of the Aboriginal community to determine the
review process. Once determined, the review process will
be considered by the Aboriginal Affairs Committee of
Cabinet.
Review of the Disability Framework for Action is underway
with Cabinet noting its commencement. A discussion paper
will be released in August 2011 for public and agency
comment.
A Seniors Future Directions Working Group has been
established and is tasked with developing a three year plan,
which prioritises policy development relating to older
Tasmanians, with representation from the community,
government, the Council on the Ageing (Tas), the Local
Government Association of Tasmania and the University of
Tasmania.
Department of Premier and Cabinet - Annual Report 2010-11
14
Status
STRATEGY 1.4.6
Assist and acknowledge the full participation
of Tasmanian women in their communities by:
 development and implementation of
a Women on Boards strategic plan

supporting the centenary of
International Women’s Day.
STRATEGY 1.5.1
Finalise the state Recovery Plan and revised
plan for Influenza Pandemic.
A Tasmanian Strategy to Increase Women’s Representation on
Boards and Decision-making Bodies is under development.
Comment has been received from the Tasmanian
Women’s Council.
CDD supported a range of celebrations to recognise the
centenary of International Women’s Day.
A Draft Recovery Plan was circulated to stakeholders for
comment in May 2011.
Final agency endorsement will occur by November 2011.
Review of Influenza Pandemic Plan commenced in June
2011.
Final agency endorsement will occur by April 2012.
STRATEGY 1.5.2
Finalise options for a state-wide resilient webservice for communicating with the public
during an emergency.
Project delayed but progressing well.
A supplier for the identification of options for the delivery
of the state-wide resilient web service was appointed in
October 2010 after a competitive quote process. The
project commenced in November 2010, with workshops
conducted with stakeholders throughout December 2010
and January 2011. A final report on options was delivered
in July 2011. A proposed way forward will be submitted to
the Security and Emergency Management Advisory Group
for whole-of-government consideration in September
2011.
STRATEGY 1.5.3
Facilitate development of spatially-enabled
common operating picture to support the
ability of emergency services to respond to
emergencies.
STRATEGY 1.5.4
Work will commence in the near future on the
development of an emergency services common operating
picture.
Finalise the review of construction and
development control in bushfire-prone areas.
Consultation with stakeholders on proposal to introduce
new controls for construction and development in bushfireprone areas has commenced.
Cabinet agreement on the introduction of new controls for
construction and development in bushfire-prone areas in
April 2011.
A Bill was tabled in Parliament in June 2011 and a draft
planning directive was released for public consultation by
the Tasmanian Planning Commission. It is anticipated that
the recommendations of the review will be implemented
by the end of 2011.
Department of Premier and Cabinet - Annual Report 2010-11
15
Status
STRATEGY 1.6.1
Develop and undertake a Service Tasmania
Customer Satisfaction Survey.
Survey was completed during May-June 2011. There were
1 093 respondents with 94 per cent indicating that they
were ‘satisfied’ or ‘very satisfied’ with Service Tasmania.
STRATEGY 1.6.2
Manage the ongoing development and
enhancement of whole-of-government service
delivery:

implement a new Procedural
Information Management System
(PIMS) for customer service staff and
accessible by the public through
Service Tasmania Online

review the Tasmanian Government
Personal Information Card and
develop a business requirements
specification for new card application
management system (software)

implement the Client Update Service
prototype
The project was deferred by the Service Tasmania Board in
August 2010 to enable investigation of issues which
threatened the viability of the project. Amongst these were
the high costs of licensing the SharePoint product, the
inability to use a whole-of-government Active Directory to
manage user authentication, and the capacity to access an
affordable hosting solution.
Completed.
The Client Update Service prototype was implemented in
Service Tasmania Shops.
develop a Channel Management
Strategy for Service Tasmania.
STRATEGY 1.6.3
Project will be revisited as part of 2011-12 business
planning due to lack of resource availability in 2010-11.
Maximise the delivery of government
information and services through Service
Tasmania Shops, telephone and internet by
executing the business development strategy
with local government councils.
STRATEGY 1.7.1
Lead whole-of-government ICT policy to:
Over last 12 months, Service Tasmania staff has met and
established relationships with each of the 29 Councils.


establish the ICT Policy Board
The ICT Policy Board was established in mid-2010 and has
met four times.

through the ICT Policy Board, lead
the development of an ICT strategy
for the Tasmanian Government.
The ICT Policy Board has led the development of the
vision, objectives and principles for the ICT Strategy for the
Tasmanian Government.
Develop ICT performance measures and
benchmarks leading to the development of an
ICT investment policy.
The ICT Policy Board is leading the development of:
 an ICT investment and decision-making framework,
which will guide alignment of agency ICT investment
plans to directly support the ICT Strategy and
government policy;
 an ICT Roadmap, which will assist and guide in agency
ICT planning and implementations, in particular for
those ICT services that are common to two or more
agencies;
Department of Premier and Cabinet - Annual Report 2010-11
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Status


a survey to understand each agency’s future ICT
investment intentions; and
a benchmarking exercise to examine each agency’s
past expenditure on ICT.
STRATEGY 1.7.2

Develop a trial Client Update Service
prototype
Completed – a Client Update Service prototype was
developed and trialled in a limited capacity through Service
Tasmania Shops.
STRATEGY 1.7.3
Support key ICT projects:

IT Transformation Program
The Office of eGovernment (OeG) provided assistance to
TMD to support the IT Transformation Program (see
Strategy 3.1).

Ministerial network
Completed – OeG provided project management support
and coordination for the migration of all Ministerial Offices
onto the DPAC network.

develop an identity management
platform
Integrated into the planning of the Email Consolidation
Project (being undertaken by TMD, see Strategy 3.1.1)

develop a business case for future
investment in spatial information.
The business case was developed, however the project was
not funded through the 2011-12 budget process.
STRATEGY 1.8.1
Substantially implement long-term financial
and asset management and planning for local
government.
A State Local Government Asset Policy has been
developed and approved by the Minister for Local
Government. The Local Government Division (LGD) will
continue to work with the Local Government Association
of Tasmania (LGAT) on the development of asset and
financial plan templates for local government.
STRATEGY 1.8.2
Finalise and begin implementation of the
valuation and local government rating review.
Delayed but progressing well:
 Interim changes have been made to the Local
Government Act 1993.
 Government is considering terms for drafting
amendments to address uncertainties associated with
the authority of Council to collect rates revenue.
 Modelling is being finalised for inclusion in final review
report.
STRATEGY 1.8.3
Establish sustainability objectives and
indicators for Tasmanian councils and collect
relevant data through a revised consolidated
data collection.
Delayed but progressing well. Final indicators agreed inprinciple and the final consultation report is due to be
released in August 2011.
Department of Premier and Cabinet - Annual Report 2010-11
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Status
STRATEGY 1.8.4
Continue to develop partnership agreements
and improve relationships between local
government and State Government and have
five agreements signed.
LGD continued to promote the shift away from broad
bilateral partnership agreement to regional, state-wide or
issues based agreements.
STRATEGY 1.8.5
Implement amendments to the Dog Control
Act 2000.
STRATEGY 1.9.1
Implement the Wages Agreement including
negotiating expiring agreements and
undertaking key disputes.
Changes to the Dog Control Act 2000 reflecting the
Government’s commitment to improve public safety came
into effect on 1 July 2010.
Negotiations commenced for the Tasmanian State Service
Award (TSSA) and the Health and Human Service Award
(HaHSA). Other Agreements were finalised (Police, Fire
Fighters, Nurses and Legal Practitioners).
STRATEGY 1.9.2
Review the governance arrangements for the
Tasmanian State Service.
During 2010-11 the Government announced that an
independent review would be undertaken, with a revised
completion date of December 2011.
STRATEGY 1.9.3
Undertake workforce planning and
development through profiling, networking
and training.
STRATEGY 1.9.4
Completed the State Service Workforce Profile 2011 and
facilitated the Workforce Planning Network.
Examine options for the development of HR
strategic IT systems.
A pilot of a HR strategic IT system is being undertaken in
the Department of Infrastructure, Energy and Resources
STRATEGY 1.9.5
Implement People Directions:

develop and implement the HR
Capability Program and extend HR
Capability to include advocacy and
Award interpretation.
HR Capability program commenced with 20 participants in
April 2011.

develop and implement Tasmanian
State Service Capability profile.
Draft Capability profile developed.

implement Tasmanian State Service
attributes.
Draft attributes developed.

establish and implement Leadership
Capability.
STRATEGY 1.9.6
Draft Leadership Capabilities developed.
Promote diversity programs

graduate disability program

implement work placement
(migrants).
In consultation with agencies and community groups,
PSMO has developed a graduate program for people with
disabilities.
The 2010 Work Placement Program featured a longer
(three week) placement period involving 20 placements.
The program is structured to give participants experience in
Department of Premier and Cabinet - Annual Report 2010-11
18
Status
an Australian workplace, as well as experience with job
application and interview skills through workshops
facilitated by the PSMO and Multicultural Tasmania.
STRATEGY 1.9.7
Coordinate the Public Sector Management
Program and leadership development
programs including ANZSOG.
Applications for the 2011-12 ANZSOG programs have
been requested (Executive Masters of Public
Administration, Executive Fellows Program and Towards
Strategic Leadership Program).
STRATEGY 1.9.8
Develop the Tasmanian State Service Reform
package to increase effectiveness and
productivities in short and medium-terms to
address budget imperatives.
STRATEGY 1.10.1
Developed and commenced implementation of a suite of
State Service Reform strategies to increase effectiveness
and productivities in the short and medium-term.
Implement components of the Health and
Wellbeing Strategic Plan:

implement the Professional
Development Program
A professional development program was conducted to
increase the knowledge and ability of 19 key agency and
authority staff to implement workplace health programs.

implement the Mental Health
Providers Panel

implement Health and Wellbeing
Grants Program for government
agencies.
The Mental Health Providers Panel was implemented and
provided mental health and wellbeing training which was
attended by more than 500 participants.
A grants program has been established and agencies submit
grant applications in line with their Health and Wellbeing
plans.
Goal 2 – To provide comprehensive, timely and accurate services that support the machinery of government
Status
STRATEGY 2.1.1
Review Portfolio Services arrangements
and Cabinet processes to support current
Ministerial/Cabinet secretary
appointments.
The arrangements were reviewed but another review is
required due to change in ministerial arrangements in January
2011. New ministerial letters to the Tasmania Greens Ministers
were issued by the Premier. Protocols have been developed for
the two Parliamentary Secretaries to the Premier. Portfolio
Services support arrangements with relevant ministerial offices
have been reviewed to reflect new portfolios and working
arrangements.
STRATEGY 2.1.2
Manage the review of Parliamentary
numbers and implement
recommendations.
The report by the independent appointee Prof Emeritus Peter
Boyce was tabled in March 2011.
STRATEGY 2.1.3
Manage, with Tasmania Police, Tasmania’s
participation in national multi-jurisdictional
counter-terrorism exercise.
Tasmania successfully participated in Mercury 10, a national
multi-jurisdictional counter-terrorism exercise.
Department of Premier and Cabinet - Annual Report 2010-11
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Status
STRATEGY 2.1.4
Provide comprehensive timely and
accurate services that support the
machinery of government to agreed
performance standards.
STRATEGY 2.2.1
Manage critical issues that are highly
sensitive and may impact on the
successful implementation of the
Government’s overall administrative
framework.
STRATEGY 2.3.1
Implement the Right to Information Act
(RTI), including the routine disclosure
framework, within DPAC.
STRATEGY 2.3.2
Finalise the review of the Tasmanian
Government Communications Policy and
implement the review recommendations.
STRATEGY 2.3.3
Establish the next panel of
communications/marketing service
providers.
STRATEGY 2.3.4
Expand the implementation of website
accessibility for people with disability to
sites beyond the DPAC internet (e.g. Earn
Your Stars, iPac) and develop accessibility
resources for whole-of-government use.
STRATEGY 2.3.5
Manage the tender process for new
contracts for printing of Bills, Gazette and
Parliamentary papers, including
consideration of online Gazette.
STRATEGY 2.3.6
Review current arrangements for the
Frank MacDonald Memorial Prize Trip
and arrange for the 2011 trip.
Services to the satisfaction of the key users were provided to
support machinery of government processes, including 27
meetings of the Executive Council, 46 meetings of Cabinet, 12
official visits, 11 official functions and the arrangement of two
State funerals.
A number of key issues were managed throughout the year.
DPAC RTI Act: Information Disclosure Policy and Procedures was
approved and released January 2011. DPAC’s RTI web site for
routine and active disclosure went live January 2011. There was
a substantial increase in external requests (approximately
double previous year) for information under the RTI Act.
The revised policy was approved in September 2010 and the
changes have been implemented across government, with
presentations of the new policy as well as collateral to assist
with implementation within agencies.
As a result of the revised policy the Tasmanian Style Guide and
Logo Policy was also reviewed with a new edition distributed
to all agencies.
Following a detailed tender process, a panel of preferred
providers of marketing services was appointed for DPAC (and
the Department of Health and Human Services) in May 2011.
A number of web tools were implemented to improve the
accessibility of key DPAC websites. DPAC partnered with
Vision Australia to provide training across government to key
communication and web staff on improving the accessibility of
websites in March 2011.
DPAC managed a tender process to select new contractors to
undertake the printing of the Tasmanian Government Gazette,
legislation, and Parliamentary material. The tender was
conducted on behalf of the Parliament as well as the
Government. Evaluation was completed by 30 June 2011.
Contract negotiations to be finalised in 2011-12.
A new itinerary was settled for 2011 Frank MacDonald
Memorial Prize trip. The trip went in reverse to previous years,
starting with the Western Front followed by Gallipoli. The trip
was managed successfully to the satisfaction of all travellers with
ANZAC Day observed in Villers-Bretonneux rather than
Gallipoli.
Department of Premier and Cabinet - Annual Report 2010-11
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Goal 3 – To deliver ICT services to advance whole-of-government needs
Status
STRATEGY 3.1.1
Commence transition to a single email
platform across core government agencies,
with the first agency completed by
December 2010. Four agencies to be
transitioned prior to the end of 2010-11.
STRATEGY 3.1.2
Re-structure and re-align TMD into a
service delivery business that can support a
whole-of-government delivery approach.
STRATEGY 3.1.3
Develop an IT strategy capability within
TMD that will represent whole-ofgovernment needs and translate them into
business cases for technology initiatives that
build on the email and identity
management projects.
STRATEGY 3.1.4
Develop a new approach to implementing
voice technology for whole-of-government
in the form of a Voice Strategy that will
lead into a tender process to replace
current fixed line technology.
Stage One of the program is now heading into its second
year. By the end of the 2010-11 financial year, four innerbudget agencies have been transitioned to the central service.
TMD’s new Service Management Centre went live in June
2011 and now offers a single point of contact, extended
operating hours and a new web site allowing 24 hour logging
of issues. TMD also completed the recruitment of a number
of key positions identified as necessary for the re-focused
strategic direction of TMD.
TMD has established a strategic investment pipeline process.
The establishment of the process which will build business
cases for whole-of-government needs was established ahead
of the scheduled due date.
The three-year Voice Strategy Project commenced May 2010.
The initial strategy phase was completed earlier this year. The
procurement phase which will include a major request for
tender runs from January 2011 to February 2012. The final
transition planning phase will run from October 2011 to June
2012.
Goal 4 – To have efficient and effective processes that underpin a supportive and challenging workplace
Status
STRATEGY 4.1.1
Refine and implement an integrated
planning, budget and reporting cycle,
including a review of base funding.
A planning and budget development cycle has been developed,
and key dates set for the development of the 2011-12 Budget.
The process includes:
 overhead redistribution
 establishment review
 review of base funding.
STRATEGY 4.1.2
Measure our performance by:
 trialling the effectiveness of
performance measures developed
for the DPAC Strategic Plan
 develop a suite of performance
measures at the business unit
level.
Indicators have been developed for measuring quality policy
advice. These are being trialled and, depending on the results,
will be rolled out across relevant areas in DPAC.
Department of Premier and Cabinet - Annual Report 2010-11
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Status
STRATEGY 4.2.1
Develop a strategic approach to managing
departmental accommodation,
consolidating our accommodation
footprint, reducing our lease liability and
providing effective and productive physical
work environments.
STRATEGY 4.2.2
Revise and monitor the Department’s
performance management and
development (PMD) system.
STRATEGY 4.2.3
Develop a strategic framework for the
management of information in DPAC.
A number of strategic accommodation initiatives have been
implemented or are progressing, including the consolidation of
offices onto levels five and six in the Executive Building. Some
research and consultation has been undertaken to assist in
developing a strategic framework for office accommodation.
Following an agency-wide review of the PMD process, revised
guidelines have been drafted. Further consultation is planned
prior to implementation.
A paper has been prepared on information management,
which discusses future directions in information management
and options for DPAC.
A governance structure has been developed and will be
implemented in 2011-12.
STRATEGY 4.2.4
Through the Corporate Services
Improvement (CSI) project, improve the
level of collaboration and support in the
delivery of corporate activities which
underpin Departmental business needs.
STRATEGY 4.3.1
Review the Pulse Check Survey and
undertake the survey for 2010.
The benefits of the CSI project are evidenced by improved
flow of information between Corporate Services and divisions.
Improvements to date have focused on:
 budget and reporting, including reviewing establishment
data
 building a strong management team
 improving the quality of information provided to
divisions/executive.
The Pulse Check Survey was undertaken in October 2010,
with results released in November 2010, and divisional results
released in January 2011.
STRATEGY 4.3.2
Implement strategies to promote DPAC’s
values, including:

finalise and implement annual
values communication initiative
incorporating a ‘Values of the
Month’ program
‘Values of the Month’ commenced in October 2010, and three
values have now been promoted. A program for future work
around values has been presented to DLG.

incorporate values into the
recruitment, PMD and business
planning processes
Values have been incorporated into the business planning
template, into the draft PMD process, and included in all
Statement of Duties.

progress study on best practice to
connect with the community
This initiative has been deferred.

build values into policies as they
are developed/reviewed.
The corporate policy template includes a section specifically
relating to the values.
Department of Premier and Cabinet - Annual Report 2010-11
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Status
STRATEGY 4.3.3
Develop a DPAC communications
strategy that reflects and contributes to
the strategic direction of the Department
and meets the requirements of the
Cabinet Communications Committee.
STRATEGY 4.3.4
Redevelop the DPAC intranet site.
STRATEGY 4.4.1
Implement phase two of the DPAC
Leadership Development Program –
Leadership Styles.
STRATEGY 4.4.2
Continue leadership forums on issues of
strategic importance to DPAC.
STRATEGY 4.5.1
Transfer Ministerial IT infrastructure to the
DPAC network and implement some
common applications such as OCS, TRIM
and ESS.
Discussions around development of the strategy have been
undertaken. The strategy structure is currently being
developed.
A new home page for the DPAC intranet site was launched in
August 2010 with improved structure and an improved search
function, making it quicker and easier to find information and
commonly used resources.
Leadership Styles training was delivered to DLG in October
2010 and February 2011. The overall feedback from the
program was positive and is being used to inform the
development of a leadership program for 2011-12.
A leadership forum on social inclusion was held in mid-2010.
Future forums are being incorporated into a leadership
program 2011-12.
All Ministerial Offices were transferred to DPAC IT
infrastructure by November 2010. This included the
deployment of OCS, TRIM and ESS. DPAC assumed
responsibility for the non-salary related office expenses for all
Ministerial Offices from 1 July 2011.
Department of Premier and Cabinet - Annual Report 2010-11
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