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Department of Treasury and FinanceAnnual Report 2014-15Department of Treasury and Finance Annual Report 2014-15? Government of Tasmania 2015Excerpts from this publication may be reproduced, with appropriate acknowledgement, as permitted under the Copyright Act 1968For further information please contact:Department of Treasury and FinanceGPO Box 147HOBART TAS 7001Published October 2015ISSN 1836-1277 (Print)ISSN 1836-1285 (Online)Letter of TransmittalContents TOC \o "1-1" \h \z \u Secretary’s Review PAGEREF _Toc434320806 \h 3Executive Committee PAGEREF _Toc434320807 \h 5Organisational Chart PAGEREF _Toc434320808 \h 7Key Corporate Governance Arrangements PAGEREF _Toc434320809 \h 8Functions and Services PAGEREF _Toc434320810 \h 10Associated Entities PAGEREF _Toc434320811 \h 11Corporate Direction 2014-15 PAGEREF _Toc434320812 \h 14Performance Information PAGEREF _Toc434320813 \h 22Risk Management PAGEREF _Toc434320814 \h 24Stakeholder Engagement PAGEREF _Toc434320815 \h 26Our People PAGEREF _Toc434320816 \h 28Our Department PAGEREF _Toc434320817 \h 37Superannuation Certificate PAGEREF _Toc434320818 \h 55Glossary PAGEREF _Toc434320819 \h 57Statement of Compliance PAGEREF _Toc434320820 \h 58Index PAGEREF _Toc434320821 \h 60Contacts PAGEREF _Toc434320822 \h 61Secretary’s ReviewI am pleased to present this report for 201415 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 201415 we: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 nonfunctional requirements for a new Budget Information Management System;supported the Government to deliver the 201415 State?Budget in August?2014 and the 201516 State Budget in May 2015;successfully negotiated with the Commonwealth regarding the treatment of GST revenue sharing relativities for 201516, 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; andwere 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 decisionmaking 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 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 201516 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 201516.Tony FerrallSecretary6 October 2015MissionTo improve the wellbeing of Tasmanians by providing:high quality advice to the Government; andeffective and efficient administration of our financial and regulatory responsibilities.MissionTo improve the wellbeing of Tasmanians by providing:high quality advice to the Government; andeffective and efficient administration of our financial and regulatory responsibilities. Executive CommitteeTony Ferrall Secretary, Department of Treasury and FinanceTony 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 DivisionKathrine 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 DivisionAnton 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 DivisionJonathon 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.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 ValuesTreasury is a values-based organisation.Our decisions and behaviour are guided by:RespectCamaraderieIntegrityPassionExcellenceOur ValuesTreasury is a values-based organisation.Our decisions and behaviour are guided by:RespectCamaraderieIntegrityPassionExcellenceKey Strategic RisksTo achieve our objectives, we must ensure that we:build effective relationships with key stakeholders;attract and retain skilled staff members and ensure workplace succession planning occurs;use effective strategies to deliver our key priorities;meet legal and community obligations;meet key deadlines and deliver our outputs effectively; andprevent information security failure or misappropriation.Key Strategic RisksTo achieve our objectives, we must ensure that we:build effective relationships with key stakeholders;attract and retain skilled staff members and ensure workplace succession planning occurs;use effective strategies to deliver our key priorities;meet legal and community obligations;meet key deadlines and deliver our outputs effectively; andprevent information security failure or anisational ChartOur 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.Key Corporate Governance ArrangementsSecretaryThe Secretary has overall responsibility for the performance and management of the Department and is accountable to the Treasurer and Premier.Executive CommitteeThe 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 GroupThe 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 CommitteeThe 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 bimonthly basis.Strategic Information Management and Technology CommitteeThe 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.Procurement Review CommitteeThe 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 CommitteeThe 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 1990In 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.Review of the Liquor Licensing Act 1990In 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 projectIn 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.parliament square projectIn 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.Functions and ServicesThe 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 SecretaryThe 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 DivisionThe 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 DivisionThe 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 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 DivisionThe 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 DivisionThe 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 ReidTom 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.Tom ReidTom 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.Associated EntitiesTasmanian Economic RegulatorThe 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 BoardThe 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: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; andhearing appeals made against decisions of the Commissioner for Licensing.Tasmanian Gaming CommissionThe Tasmanian Gaming Commission is an independent body established under the Gaming Control?Act 1993. The Commission: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; andpromotes 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 CommissionThe 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.Tasmanian Liquor and Gaming CommissionThe 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.State Grants CommissionThe 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 201516 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 EntitiesThe 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.Corporate Direction 2014-15Our 2014-15 Corporate Direction identifies three core strategies to achieve the Government’s priorities.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.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; anddeliver 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; andwork 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; andimprove 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.Achieving Government Priorities1. Manage the Budget process to deliver on the Government’s Fiscal Strategy, election commitments and savings initiatives2014-15 AchievementsDelivered 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’pleted 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 PlanIntroduce 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 wholeofgovernment budget management information system.Work closely with agencies to manage whole-of-government Hobart CBD and office accommodation leases.Lily BobbiIn 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.Lily BobbiIn 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.2. Work collaboratively across government to increase investment within Tasmania and improve economic conditions2014-15 AchievementsSupported 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 PlanAssist 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.Reform of Tasmanian public sector superannuationThe 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 Quadranta 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; andthe 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.Reform of Tasmanian public sector superannuationThe 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 Quadranta 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; andthe 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 SystemIn 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.Budget Information Management SystemIn 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 invoicesThe 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 ernment agencies must pay outstanding invoices of less than $50 000 within 30 days, or penalty interest must be paid to the supplier.Payment of outstanding invoicesThe 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 ernment agencies must pay outstanding invoices of less than $50 000 within 30 days, or penalty interest must be paid to the supplier.3. Improve regulatory and administrative processes to deliver high quality government services at the lowest cost2014-15 AchievementsReviewed 90?bills under the Government’s Legislation Review Program and assessed 82?pieces of subordinate legislation under the Subordinate Legislation Act pleted 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; andreport on Hydro Tasmania’s wholesale contract pricing activities.2015-16 PlanIntroduce legislation into Parliament consistent with the national policy on match fixing in plete 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; andamend 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.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; andcollect 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.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; andcollect 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 Organisation4. Strengthen our stakeholder engagement and collaboration2014-15 AchievementsConducted 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 PlanOur 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.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 compliance2014-15 AchievementsAdvised 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 PlanExpand 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 policyIn 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.Buy Local policyIn 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.6. Improve the way we manage our people, resources and priorities2014-15 AchievementsImplemented 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 PlanEmbed 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 mence 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 productivity2014-15 AchievementsAdopted 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 PlanContinue the migration of databases and selected IT infrastructure to be provided by wholeofgovernment 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.Performance InformationOur performance against the key Budget outputs, assigned to our Department in the 201415 State?Budget to achieve the Government’s policy objectives or outcomes, is detailed below.Performance measureUnit of Measure2011-12 Actual2012-13 Actual2013-14 Actual2014-15 ActualBudget Output Group 1: Financial and Resource ManagementStakeholder satisfaction rating1%89na79naProportion of financial reports receiving an unqualified audit opinion2%100100100100Treasury-managed property vacancy rate3%5.2535.2State Service workers’ compensation contribution as percentage of the average premium charged by private insurers4%87808690Proportion of financial reports published by the required date5%100100100100Variance between Budget estimate and actual GBE/SOC returns6%3.911.915.65.7Budget Output Group 2: Economic and Fiscal Policy AdviceStakeholder satisfaction rating1%89na89naVariance between Budget estimate and actual taxation receipts7%2.02.21.92.4Variance between Budget estimate and actual Australian Government payments8%5.60.12.46.9Variance between Budget forecast and ABS estimate of Gross State Product growth9% point1.21.50.8naVariance between Budget forecast and ABS estimate of employment growth9% point1.80.70.91.3Budget Output Group 3: Revenue and Regulatory ManagementStakeholder satisfaction rating1%89na84naTotal overdue taxation debt as a percentage of total taxation revenue10%1.41.71.51.4Percentage of formal recommendations accepted by the Tasmanian Gaming Commission11%94989893Percentage of objections in which the Commissioner of State Revenue’s assessment or decision was confirmed12%70957578Revenue Branch operating expenses as a percentage of taxation revenue13%1.01.01.01.0Percentage of liquor applications submitted to a hearing before the Licensing Board within 40 days of receipt14%9895100951 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 201314. 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 201415 State?Budget estimate for the financial year with payment advices received from the Australian Government during 201415.9 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 "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 interjurisdictional 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.Risk ManagementRisk 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 201617 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 201415, 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 AuditorGeneral’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 EngagementStakeholder 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.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.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“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 CabinetPresentations to community groupsWe 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.FunctionPresentationPresenterJuly 201414th Annual States’ Taxation Conference Commissioner’s AddressJonathon Root (Commissioner of State Revenue)14th Annual State’ Taxation Conference Legislation UpdateAlex Jacobs (Specialist Taxation Advisor)September 2014IPAA Budget Briefing 2014-15 Budget PresentationTony Ferrall (Secretary)Governance Institute of Australia Challenges and Changes Facing the State Public SectorTony Ferrall (Secretary)Tasmanian Branch of the Economic Society of Australia (Hobart)Tasmanian Economy – 2014-15 State BudgetAnton Voss (Deputy Secretary, Economic and Financial Policy)October 20142014 CPA Congress Performance and Measurement of Tasmanian GBEs and State-Owned CompaniesTony Ferrall (Secretary)November 2014Department of State Growth Business Forums 2014 Hobart, Launceston and Burnie Introduction to TenderingJason O’Neill (Assistant Director, Procurement and Property)Education Review Reference Group The importance of improving education outcomes in TasmaniaAnton Voss (Deputy Secretary, Economic and Financial Policy)February 2015MAIB’s Annual Strategic Planning Day Tasmanian Government’s dividend expectations / MAIB appetite for riskTony Ferrall (Secretary)Local Government Association of Tasmania, General MeetingState Grants Commission, Tasmanian Methodology - Financial Assistance GrantsPam Marriott (State Grants Commission, Secretary)May 2015Premier’s Disability Advisory Council Meeting Treasury’s Disability Action Plan 2014-2017Tony Ferrall (Secretary)June 2015IPAA Budget Briefing 2015-16 Budget PresentationTony Ferrall (Secretary)Charitable supportOur 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.CharityDonationSt Giles$342Small Steps$361Kennerley Children’s Homes$369WP Holman Clinic$399White Lion$356Colony 47$377L’arche Beni-Abbes$357The Smith Family$335Bowel Cancer Australia$298Hobart Cat Centre$326Alzheimer’s Australia Tasmania$348Total$3?868Appearances before Parliamentary CommitteesIn 2014-15, our staff appeared before three Parliamentary Committees.DateCommittee30 July 2014Public Accounts Committee Briefing26 November 2014Parliamentary Standing Committee of Public Accounts – Community Support Levy funding of Neighbourhood House Program9 and 11 Sept 20149 and 11?June 2015Budget Estimates CommitteePublicationsWe released a number of major publications to the community during 2014-15, including:PublicationWhen PublishedReview of the Liquor Licensing Act 1990 – Proposals PaperJuly 2014Liquor and Gaming Review – Volume 2July 2014Central Procurement Board Report: No. 2 of 2014August 2014Preliminary Outcomes Report 2013-14August 20142014-15 State Budget PapersAugust 2014Guidelines for Government Businesses – Buy LocalSeptember 2014Guidelines for Government Businesses – Payment of AccountsSeptember 2014Treasurer’s Annual Financial Report 2013-14October 2014Department of Treasury and Finance - 2013-14 Annual ReportOctober 2014Liquor and Gaming NewsNovember 2014Unsolicited Proposals Policy and GuidelinesNovember 2014CenoTas Proposal for a RHH on the Queen’s Domain – Financial Assessment – Report to the RHH Redevelopment Rescue Taskforce (Redacted)November 2014Tasmanian Gaming Commission Annual Report 2013-14November 2014State Grants Commission Annual Report – Financial Assistance Grants allocation for 2014-15November 2014Guidelines for Government Businesses – Director and Executive Remuneration (Revised)December 2014September Quarterly Report 2014-15December 2014Review of the Role of the Economic RegulatorDecember 20142014 Population Projections for Tasmania and its Local Government AreasDecember 2014Tasmanian Risk Management Fund Annual Report 2013-14January 20152014-15 Revised Estimates Report (including December Quarterly Report 2014-15)February 2015General Government Sector Employment Status UpdateFebruary 2015Liquor and Gaming NewsMarch 2015Social and Economic Impact Study of Gambling in Tasmania – Part AMarch 20152015-16 State Budget PapersMay 2015Guide to the BudgetMay 2015Our PeopleEmployee demographicsLike 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 longstanding 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 JuneEmployeesFTEsPaid FTE20152932692552014306284272201330728528020123152942832011332312298As at 30 June 2015, we employed 293 people (255 paid fulltime 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.In 2014-15, we employed 163 females and 130?males. We also employed 77?parttime 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 fixedterm contracts. PermanentFixed-termTotalFemale14914163Male1228130Total27122293The average age of our staff in 2014-15 was 42.6 years. The following table identifies the number of employees and fulltime equivalents within each employment category. It also identifies the number of employees by gender employed within each category.As at 30 June 2015Full-timePart-timeFemaleMaleCadets10-46Graduates3122Band 133-Band 21514272Band 3126162Band 436152724Band 53192416Band 638163222Band 72281416Band 8194914Band 91--1ICT 13-12ICT 24-13ICT 37-16SES Level 15--5SES Level 26116SES Level 31--1Deputy Secretary2-11Secretary1--1Total21677163130Recruitment and selectionDuring 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 statisticsTo 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 201415 was 15.4 days compared to 15.2 days for 201314.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.2015 People Matter SurveyTreasury staff participated in the wholeofStateService 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”; and96 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.2015 People Matter SurveyTreasury staff participated in the wholeofStateService 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”; and96 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 rotationOur 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 fixedterm 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; andstimulate renewal, bringing fresh perspectives and insights to our work.Job rotationOur 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 fixedterm 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; andstimulate renewal, bringing fresh perspectives and insights to our work.Learning and developmentIn 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 inhouse 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 201415 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-to-face delivery;forums for internal leaders to share their knowledge and experience; andsupport for ongoing studies through our cadetship, finance graduate, public sector management, and formal study programs.Performance managementOur 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 fixedterm 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 201415 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; andcompletion of the Corrective Action Plan arising from an external safety audit.Key WHS activities in 201415 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; andcompletion of the Corrective Action Plan arising from an external safety audit.Employee health, safety and wellbeingOur 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 proceduresAn 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.Appeals processAn 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 mattersWe have an employeecentred and valuesbased culture with a range of forums that provide employees with an opportunity to contribute to decisionmaking 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 inhouse 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; andestablishment 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. Disability Access PlanOur Disability Access Plan 2014–2017 takes a Departmentwide approach and aligns with Treasury’s Diversity Plan; the wholeofgovernment 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; andthe 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 staffOur 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 workplaceTreasury 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 proactive 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 201415, 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 201415 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”.Treasury Social ClubWe 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 DepartmentCarbon emissions reduction planIn 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 usageAs 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 2014-15.2010-112011-122012-132013-142014-15Electricity (kWh)1 090 993947 488942 668937?259940 390Petrol (kL)4236322227Diesel (kL)10710139Total (kL)5243423536Legislation administeredAs at 30 June 2015, Treasury administered 61?pieces of legislation, either in whole or in part, as follows:Audit Act 2008Business Undertakings Assistance Act 1984Charter of Budget Responsibility Act 2007Commonwealth and State Statistical Agreement Act?1924Commonwealth Places (Mirror Taxes Administration) Act?1999Competition Policy Reform (Tasmania) Act?1996Consolidated Fund AppropriationAct (No. 1) 2014Consolidated Fund AppropriationAct (No. 2) 2014Consolidated 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 1965Director of Public Prosecutions Act 1973 (in so far as it relates to the superannuation entitlements of the Director of Public Prosecutions)Duties Act 2001Economic Regulator Act 2009Electricity Companies Act 1997Electricity 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 1997Financial Agreement Act 1994Financial Management and Audit Act 1990 Financial Sector Reform (Tasmania) Act 1999First Home Owner Grant Act 2000Gaming Control Act 1993Government Business Enterprises Act 1995Government Business Enterprises (Sale) Act?2003Governor 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 1993Judges’ Contributory Pensions Act 1968Land Tax Act 2000Land Tax Rating Act 2000Liquefied Petroleum Gas (Subsidy) Act 1980Liquor Licensing Act 1990Local Government (Rates and Charges Remissions) Act?1991Mutual Recognition (Tasmania) Act 1993National Taxation Reform (CommonwealthState Relations) Act 1999New Tax System Price Exploitation Code (Tasmania) Act?1999Parliament Square Planning Permit Act 2012Parliamentary Salaries, Superannuation and Allowances Act 2012(in so far as it relates to the superannuation entitlements of members of Parliament)Payroll Tax Act 2008Public Account Act 1986 Public Sector Superannuation Reform Act 1999Public Works Committee Act 1914(in so far as it relates to the conditions precedent to commencing public works)Public Works Construction Act 1880Retirement Benefits Act 1993Retirement Benefits (State Fire Commission Superannuation Scheme) Act 2005Retirement Benefits (Tasmanian Ambulance Service Superannuation Scheme) Act 2006Solicitor-General Act 1983(in so far as it relates to the superannuation entitlements of the Solicitor-General)State Grants Commission Act 1976Subordinate Legislation Act 1992Tamar Valley Power Station Act 2008Tasmanian Public Finance Corporation?Act?1985Taxation Administration Act 1997TOTE Tasmania (Sale) Act 2009Trans-Tasman Mutual Recognition (Tasmania) Act 2003TT-Line Gaming Act 1993Unclaimed Moneys Act 1918 Water and Sewerage Corporation Act 2012Water 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)Legislation enacted in 2014-15During 2014-15, eleven pieces of legislation were prepared by Treasury and enacted. 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 JefferyCalen 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”.Calen JefferyCalen 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.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 decisionmaking 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. 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.Right to informationThe 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; andacknowledging 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*2012-132013-142014-15Unresolved requests carried forward020Total received221728Less:- Transferred to another agency, authority or council031- Active disclosure220- Withdrawn by applicant010- Not determined as at end of year (carried over to next year)204Total determined 181323* 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*2012-132013-142014-15Granted in full766Granted in part5212Exempt in full341Refused211No information relevant to the request was held by the agency103Total181323* 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.SectionExemptions applied in 2014-15 #Numbers.26Cabinet Information2s.27Internal briefing information for a Minister6s.35Internal deliberative information9s.36Personal information of a person other than the applicant2s.37Information relating to the business affairs of a third party1s.38Information relating to business affairs of a public authority1s.39Information obtained in confidence2# Note: These categories are not mutually exclusive.Outcome of requests for RTI reviews in 2014-15NumberInternal reviews requested4Internal reviews determined2- original decision upheld in full2- original decision upheld in part0- review still to be completed as at 30 June 20152External reviews requested2External reviews determined1- original decision upheld in full0- original decision upheld in part0- no review rights under the RTI Act1- review still to be completed as at 30 June 20151Sources of RTI requests for the five years, 2010-11 to 2014-15Sources of requests2010-112011-122012-132013-142014-15No%No%No%No%No%Members of Parliament13453776177710592279Members of the public82871431431814Media4144829423518Solicitors1300Q00000Corporate bodies31012000000Total2949221728Note: If an individual has submitted more than one request throughout the year, each request is counted separately.Public interest disclosuresThe 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.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 decisionsLegislation 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; anda 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 munity AssistanceTreasury 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 ObligationWe manage the Community Service Obligation payment that:subsidises the supply of electricity on the Bass Strait Islands; andprovides 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 ObligationWe 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; andassets 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 ConcessionsThe 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 LevyEach 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; and50 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.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.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 policyTreasury 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 1993Duties Regulations 2011Economic Regulator Regulations 2010Electricity Supply Industry Regulations?2008Gaming Control Regulations 2014Land Tax Regulations 2010Liquor Licensing (Fees) Regulations?2005Retirement Benefits Regulations 2005Retirement Benefits (Parliamentary Superannuation) Regulations 2012Taxation Administration Regulations?2010These 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 managementTreasury performs the duties of building owner for the Government office accommodation portfolio through the Statutory Maintenance and Office Works Program. In total for 201415, $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 201415, 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.ProcurementAll 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 onlyCommon Use ContractsAll contracts issued by Treasury including Common Use ContractsTotal number of contracts awarded112334Total number of contracts awarded to Tasmanian businesses9413Value of contracts awarded1$11.6 m$145.3 m 2$156.8 mValue of contracts awarded to Tasmanian businesses1$10.7 mna3na3Number of tenders called and/or quotation processes run11314Total number of bids and/or written quotations received643599Total number of bids and/or written quotations received from Tasmanian businesses493521 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.Contracts awardedThe following table provides detailed information on contracts with a value of $50?000 or over (excluding GST). It does not include details of consultancy contracts; these are listed separately.Name of contractor and (location of contractor)Description of contractPeriod of ContractTotal value of contract (excluding GST) 1$’000Vos Constructions(Kingston, TAS)Building renovation works (Package A) for the Somerset Apartments, Hobart1 November 2014(one-off purchase)$638.2Vos Constructions(Kingston, TAS)Building renovation works (Package B) for the Somerset Apartments, Hobart1 November 2014(one-off purchase)$656.4Caltex Australia Petroleum Pty Ltd(Sydney, NSW) 2Supply of unleaded motor spirit, automotive diesel fuel and other related petroleum products supplied in bulk and by fuel card to the Tasmanian Government31 November 2014 to31 October 2017Plus option to extend1 November 2017 to31 October 2020$144 000.0$144 000.0White & McAllister (Contractors) Pty Ltd(North Hobart, TAS)Mechanical services maintenance to the Government owned office accommodation portfolio1 September 2014 to31 August 2017Plus option to extend1 September 2017 to31 August 2020$339.5$339.5BSH Electrical Pty Ltd(Montrose, TAS)Maintenance of fire and electrical systems and services throughout the Government owned office accommodation portfolio1 September 2014 to31 August 2017Plus option to extend1 September 2017 to31 August 2020$115.5$115.5Otis Elevator Company Pty Ltd(Derwent Park, TAS)Maintenance of lift services throughout the Government owned office accommodation portfolio1 September 2014 to31 August 2017Plus option to extend1 September 2017 to31 August 2020$140.9$140.9ERM Power Retail Pty Ltd(Brisbane, QLD)Supply of retail electricity, including associated services, to five Treasury owned/leased office buildings1 January 2015 to31 December 2017$783.5General and Window Cleaning Pty Ltd(Glenorchy, TAS)Cleaning services for the Franklin Square Complex, Hobart1 December 2014 to30 November 2017Plus option to extend1 December 2017 to30 November 2019$394.2$262.8Anittel Limited(Hobart, TAS)Purchase of PCs and monitors43 February 2015(one-off purchase)$63.2Supply 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 organisations3Ford 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 July 2014 to30 June 2017Plus option to extend1 July 2017 to30 June 2020na51 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 $110?million). However, as individual contractor sales are not guaranteed under this panel arrangement, individual contract values are not shown.Consultancies awardedName of consultant, (location of consultant)Description of consultancyPeriod of consultancyTotal Value of Consultancy (excluding GST) 1$’000Deloitte Touche Tohmatsu(Hobart, TAS)Internal audit service provider to deliver a risk based internal audit program1 July 2014 to30 June 2017Plus option to extend1 July 2017 to30 June 2019$225$150Deloitte 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 term1 October 2014 to30 June 2015Plus option to extend1 July 2015 to31 December 2015$75$100Mercer (Consulting) Australia Pty Ltd(Melbourne, VIC)Provision of actuarial services, with particular reference to the public sector superannuation arrangements and?the Tasmanian Risk Management Fund21 September 2014 to31 August 2017Plus option to extend 1 September 2017 to 31 August 2020$840See note 3DeeDeeRa Actuaries Pty Ltd(Brisbane, QLD)1 September 2014 to31 August 2017Plus option to extend 1 September 2017 to 31 August 2020$405See note 31 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 $1.29 million.Direct/limited procurementTreasurer’s Instructions 1114 and 1217 provide Heads of Agencies with the discretion, where specified circumstances exist, to approve the direct sourcing or seeking of limited submissions from a supplier or suppliers without the need to seek quotations or call for tenders. There were no contracts awarded during 2014-15 under TI 1217 as a result of a limited submission sourcing process.The following table provides details of contracts awarded by Treasury as a result of a direct sourcing process approved in accordance with TI 1114.Name of supplierDescription of contractReasons for approvalTotal value of contract1$’000Roger McShane, Quill Australia Pty LtdAppointment 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 20151) 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; and2) 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.$100PricewaterhouseCoopers Securities Pty LtdProvision of specialist superannuation advice in relation to the reform of public sector superannuationPwC 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.$1001 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 extensionsUnder 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 contractsUnder 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 contractsTreasurer’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 mon use contractsCommon use contracts are established by our Department for the supply of goods and services to all innerBudget 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 wholeofgovernment Common Use Contracts were awarded. These included the following:ContractDetailsPetroleum Product ContractThree 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.Fund Administration AgentThis 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.ActuaryThe 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.Vehicle ContractThe 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.Cartage, Interstate Air FreightThe 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.Treasurer’s Instructions exemptionsThere 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.Superannuation CertificateI, 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 FundAMP Flexible LifetimeANZ Smart Choice Asgard EwrapAsgard-Portfolio Care Australian SuperBT Super for LifeBT SuperWrap Person PlanCare Super Pty LtdCBUSColonial First StateFirst State SuperFSP Super FundGluskie Superannuation FundHesta Super FundHostplus Superannuation FundING Direct Living SuperING Life LtdLgsuperMenzie Family Super FundMLC Mast Super FundamentalsMLC Nominees Pty LtdNavigator RetirementNyden Superannuation FundOfficers Superannuation QsuperQuadrant Superannuation SchemeRBF TasmaniaREST Superannuation Rialannah Super FundSpectrum SuperTasplan Employee Super Telstra Super UniSuper ManagementVoyage Superannuation ManagementTony FerrallSecretary6 October 2015To view the2014-15 Financial Statements for the Department,please download from our websitethe full version of our2014-15 Annual Reportand refer to pages 53 to 146.Please contact the Department if you need an alternative version.GlossaryAnnual leave - entitlementThe number of leave days accumulated and available to be takenAnnual leave - accruedThe number of leave days accumulated at a given time but is not yet an entitlementAnnual leave - liabilityThe sum of the annual leave entitlement and accrual balances. This is the number of days for which the agency has an obligation to provideBIMSBudget Information Management SystemBYODBring Your Own DeviceCGCCommonwealth Grants CommissionCMGCorporate Management GroupCOAGCouncil of Australian GovernmentsCSOCommunity Service ObligationDPACDepartment of Premier and CabinetFTEFull-time equivalentGSTGoods and Services TaxITInformation technologyICTInformation communications technologyNABERSNational Australian Built Environmental Rating SystemNDISNational Disability Insurance SchemeNIISNational Injury Insurance SchemePMIPerformance Management InterviewRBFRetirement Benefits FundRTIRight to InformationTascorpTasmanian Public Finance CorporationTGCTasmanian Gaming CommissionTITreasurer’s InstructionWebinarA seminar delivered over the internet (web-based seminar)WHSWork health and safetyStatement of ComplianceAids to accessPageTable of contents2Statement of compliance58Index60Glossary57OverviewPageCorporate Planning State Service Regulations 2011 s.9(a)(i)14-21Major initiatives to give effect to Government policyState Service Regulations 2011 s.9(a)(v)18-21Report by statutory office holder except where required to report under any other act Financial Management and Audit Act 1990 s.27(1)(b) subject to s.27(2); State Service Act 2000 s.36(1)(b)1Organisational StructurePageOrganisational chart State Service Regulations 2011 s.9(a)(ii)7Organisational structureState Service Regulations 2011 s.9(a)(iii)10-11Changes to organisational structure State Service Regulations 2011 s.9(a)(iv)7Statutory and non-statutory bodiesState Service Regulations 2011 s.9(d) 12-13Performance informationPageFinancial outcomesTreasurer’s Instruction 201(1)(a)Performance reportState Service Act 2000 s.36(1)(a); Financial Management and Audit Act 1990 s.27(1)(a)15-23Performance measuresTreasurer’s Instruction 201 (1)(a)(b)(e)22-23Carbon Emissions – climate change and environmental impact initiatives Government requirement37LegislationPageLegislation administeredState Service Regulations 2011 s.9(d)38-39Legislation enacted during the yearState Service Regulations 2011 s.9(d)40-42Public accessPageAppeals process State Service Regulations 2011 s.9(c)(iii)45Contact detailsState Service Regulations 2011 s.9(c)(ii)61Community awarenessState Service Regulations 2011 s.9(c)(i)26-28Information disclosurePageRight to information requests Right to Information Act 2009 s.23 and 5343-44Public interest disclosuresPublic Interest Disclosures Act 2002 s.8644-45Human resource managementPageWorkplace diversity including equal employment opportunitiesWorkplace Diversity Plan 2014-17; Employment Direction No.335Workplace health and wellbeing Employment Direction No.2334Disability Action PlanDisability Framework for Action 2012-1736Ethical conduct of staffIntegrity Commission Act 2009 s.3236Industrial democracy and employee participationState Service Regulations 2011 s.9(b)(iv)35Occupational health and safetyState Service Regulations 2011 s.9(b)(vi); Employment Direction no.27 s.5(2)34Performance management State Service Act 2000 s.36(ba); Employment Direction No.2634Superannuation contributions Public Sector Superannuation Reform Act?1999 s.1355Asset management, risk management and pricing policiesPagePricing policyTreasurer’s Instruction 201(1)(c)47Capital projectsTreasurer’s Instruction 201(1)(d)48Risk management Treasurer’s Instruction 201(1)(f)6, 24Asset management Treasurer’s Instruction 201(1)(g)47Debts written offTreasurer’s Instruction 201(1)(h)Loss and damage Treasurer’s Instruction 201(1)(i)Government procurementPageSupport for local business Treasurer’s Instruction 1111(2), 3(a) and (b); Treasurer’s Instruction 1213(2), (3)(a) and?(b)48Contracts with a value over $50?000 or overTreasurer’s Instruction 1111(2), 3(a) and (b); Treasurer’s Instruction 1213(2), (3)(a) and?(b)49-51Limited/direct procurementTreasurer’s Instruction 1111(3)(b)(iv); Treasurer’s Instruction 1213(3)(b)(iv)51-52Contract extensions Treasurer’s Instruction 1111(3)(b)(v)52Exemptions from Treasurer’s InstructionsTreasurer’s Instruction 1207(7); Treasurer’s Instruction 1216(4)54Confidentiality of Government Contracts Treasurer’s Instruction 1111(3)(b)(vii); Treasurer’s Instruction 1213(3)(b)(vi); Treasurer’s Instruction 1401(9)52Contracts where an exemption from the requirement to disaggregate has been approvedTreasurer’s Instruction 1111(3)(b)(vi); Treasurer’s Instruction 1213 (3)(b)(v)52Financial statementsHead of Agency certificationTreasurer’s Instruction 205(1)Financial statementsFinancial 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 opinionFinancial Management and Audit Act 1990 s.27(1)(c); Treasurer’s Instruction 201(1)(k)Significant financial performance directives which affected the achievement of operational objectivesTreasurer’s Instruction 201(1)(a) and (b)15-23Please note that the financial statements are not included in this document.IndexAppeal of decisions45Asset management47Audit and Risk Management Committee8Bass Strait Islands Community Service Obligation18, 46Budget development and management15Budget Information Management System3, 15, 17Buy Local Policy3, 20Charitable support27, 37Client View project19-20Commissioner for Licensing5, 11-12, 45Commissioner of State Revenue5, 11, 22 Community assistance46-47Community Support Levy46-47Corporate Direction3-4, 14Corporate Management Group7-9Corporate governance14Economic policy advice10, 20Economic regulation18Electricity concessions46Executive Committee5-6, 8Financial management 15Fiscal policy and regulatory advice20Government businesses16, 18, 53Government property and accommodation services15, 22GST revenue3, 9Intergovernmental financial matters10, 16Legislation3, 38-42Licensing Board45Liquor Licensing Act review3, 9, 15, 18, 41National Disability Insurance Scheme20National Injury Insurance Scheme20Organisational chart7parliament square3, 9, 16Performance information22Performance management34Personal Information Protection Act10Procurement9, 24, 48Procurement Review Committee9Public Interest Disclosures10, 44Public Trustee Community Service Obligation 46Recruitment31Retirement Benefits Fund13, 16-17, 41Right to information43Risk management24Social Club37Stakeholder engagement3, 19, 22, 24State Grants Commission13, 41State owned companies16-17, 24, 53Statutory authorities12-13, 53Subordinate Legislation Act18Tasmanian Economic Regulator11-12, 18, 41Tasmanian Gaming Commission12Tax administration and revenue collection19-20ContactsGeneral inquiriesThe Treasury Building21 Murray StreetHOBART TAS 7000GPO Box 147HOBART TAS 7001Telephone:(03) 6166 4444Email:secretary@treasury..auWebsiteState Revenue OfficeLevel 3, 80 Elizabeth StreetHOBART TAS 7000GPO Box 1374HOBART TAS 7001AUSDOC: DX10 HOBARTTelephone:(03) 6166 44001800 001 388 for Tas-based callers outside of the 62 areaFax:(03) 6234 3357To contact us by email, please refer to Contact Us on the State Revenue Office websiteWebsiteOffice of the Tasmanian Economic RegulatorThe Treasury BuildingLevel 3, 21 Murray StreetHOBART TAS 7000GPO Box 770HOBART TAS 7001Telephone:(03) 6166 4422Email:office@economicregulator..auWebsiteLiquor and Gaming BranchLevel 2, 80 Elizabeth StreetHOBART TAS 7000GPO Box 1374HOBART TAS 7001Telephone:(03) 6166 4040Fax:(03) 6234 1728Henty House Office1 Civic Square LAUNCESTON TAS 7250PO Box 972LAUNCESTON TAS 7250Telephone:(03) 6777 2777Fax:(03) 6336 2799Email:gaming@treasury..aulicensing@treasury..auWebsiteTasmanian Liquor and Gaming CommissionLevel 2, 80 Elizabeth StreetHOBART TAS 7000GPO Box 1374HOBART TAS 7001Telephone:(03) 6166 4040Fax:(03) 6234 1728Email:licensing@treasury..augaming@treasury..auEmail:wagering@treasury..auWebsite:gaming or liquor licensing ................
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