web accessible 2015-16 annual report without …€¦ · web viewin 2015-16, the executive...

Department of Treasury and FinanceAnnual Report 2015-16

Department of Treasury and Finance Annual Report 2015-16© Government of Tasmania 2016

Excerpts from this publication may be reproduced, with appropriate acknowledgement, as permitted under the Copyright Act 1968

For further information please contact:

Department of Treasury and FinanceGPO Box 147HOBART TAS 7001

Published October 2016ISSN 1836-1277 (Print)ISSN 1836-1285 (Online)

1

LETTER OF TRANSMITTAL

Department of Treasury and Finance

The Treasury Building21 Murray Street, HOBART, Tas 7000GPO Box 147, HOBART, Tas 7001 AustraliaTelephone: (03) 6166 4444 Facsimile: (03) 6223 2755Email: [email protected] Web: www.treasury.tas.gov.au

Hon Peter Gutwein MP Treasurer

Dear Treasurer

Department of Treasury and Finance – 2015-16 Annual Report

In accordance with the requirements of section 36(1) of the State Service Act 2000 and section 27 of the Financial Management and Audit Act 1990, I am pleased to submit for presentation to Parliament, the 2015-16 Annual Report of the Department of Treasury and Finance.

Yours sincerely

Tony Ferrall

Secretary

7 October 2016

http://www.treasury.tas.gov.au/

mailto:[email protected]

Table of ContentsLETTER OF TRANSMITTAL.................................................................................................................................2

SECRETARY’S REVIEW.......................................................................................................................................6

EXECUTIVE COMMITTEE...................................................................................................................................8

EXECUTIVE STRUCTURE....................................................................................................................................9

Organisational Chart.....................................................................................................................................9

KEY CORPORATE GOVERNANCE ARRANGEMENTS..........................................................................................10

Other internal committees..........................................................................................................................12

FUNCTIONS AND SERVICES.............................................................................................................................13

Office of the Secretary................................................................................................................................13

Budget and Finance Division.......................................................................................................................13

Economic and Financial Policy Division.......................................................................................................14

Corporate Support Division.........................................................................................................................14

Revenue, Gaming and Licensing Division....................................................................................................14

ASSOCIATED ENTITIES.....................................................................................................................................15

Tasmanian Economic Regulator..................................................................................................................15

Tasmanian Liquor and Gaming Commission...............................................................................................15

State Grants Commission............................................................................................................................15

Retirement Benefits Fund...........................................................................................................................16

Tasmanian Public Finance Corporation.......................................................................................................16

CORPORATE DIRECTION 2015-16....................................................................................................................17

Key Strategic Risks......................................................................................................................................17

Achieving Government Priorities................................................................................................................17

Building our Organisation...........................................................................................................................18

2015-16 Key Highlights...............................................................................................................................19

2015-16 Corporate Direction......................................................................................................................22

2016-17 Corporate Direction......................................................................................................................29

OUR DEPARTMENT.........................................................................................................................................30

Performance Information...........................................................................................................................30

Risk Management.......................................................................................................................................32

Stakeholder engagement............................................................................................................................32

Appearances before Parliamentary Committees........................................................................................33

Carbon emissions reduction plan................................................................................................................33

Energy usage...............................................................................................................................................34

Publications.................................................................................................................................................34

3

Right to Information...................................................................................................................................35

Gifts, Benefits and Hospitality.....................................................................................................................36

Presentations to community groups...........................................................................................................36

OUR PEOPLE....................................................................................................................................................37

Employee demographics.............................................................................................................................37

Recruitment and selection..........................................................................................................................38

Workplace Diversity....................................................................................................................................38

Gender Diversity.........................................................................................................................................39

Disability Access Plan..................................................................................................................................41

Leave statistics............................................................................................................................................41

Learning and development.........................................................................................................................42

Performance management.........................................................................................................................43

Cadet and Graduate Programs....................................................................................................................43

Employee health, safety and wellbeing......................................................................................................44

Promoting a healthy workplace..................................................................................................................45

White Ribbon..............................................................................................................................................45

Ethical conduct of staff...............................................................................................................................46

Treasury Social Club....................................................................................................................................46

Charitable support......................................................................................................................................46

Employee participation in industrial relations matters...............................................................................47

Internal grievance procedures....................................................................................................................47

Appeals process..........................................................................................................................................47

LEGISLATION...................................................................................................................................................48

Legislation administered.............................................................................................................................48

Legislation enacted in 2015-16...................................................................................................................51

DISCLOSURES AND APPEALS...........................................................................................................................52

Public interest disclosures...........................................................................................................................52

Appeal of decisions.....................................................................................................................................53

Reviews.......................................................................................................................................................53

COMMUNITY ASSISTANCE..............................................................................................................................54

Bass Strait Islands Community Service Obligation......................................................................................54

Public Trustee Community Service Obligation............................................................................................54

Electricity Concessions................................................................................................................................54

Community Support Levy............................................................................................................................54

PRICING POLICY..............................................................................................................................................55

ASSET MANAGEMENT.....................................................................................................................................55

PROCUREMENT...............................................................................................................................................56

Contracts awarded......................................................................................................................................57

Consultancies awarded...............................................................................................................................59

Direct/limited procurement........................................................................................................................59

Contract extensions....................................................................................................................................60

Exemptions approved during 2015-16 in relation to disaggregated contracts...........................................61

Confidentiality of government contracts....................................................................................................61

Treasurer’s Instructions exemptions...........................................................................................................61

Common use contracts...............................................................................................................................61

SUPERANNUATION CERTIFICATE....................................................................................................................63

GLOSSARY.......................................................................................................................................................65

STATEMENT OF COMPLIANCE.........................................................................................................................66

HOW TO CONTACT US....................................................................................................................................68

INDEX..............................................................................................................................................................69

5

SECRETARY’S REVIEW

I am pleased to present this report on the activities and performance of the Department of Treasury and Finance for 2015-16.

This year proved to be anything but routine, with the Government required to respond to a number of unprecedented challenges for the Tasmanian community, including energy security issues, floods and fires. Treasury has continued to support our key stakeholder, the Treasurer, and the Government to implement its priorities and tackle emerging issues.

Internally, we have been involved in a number of projects, in addition to delivering our business-as-usual tasks:

• managing the parliament square redevelopment project, which will deliver a contemporary and efficient multi-use precinct that will serve the Tasmanian community for many years to come;

• commenced Phase 4 of the Budget Information Management System (BIMS) project, which included a detailed tender process;

• successfully implemented Phase Two of our Client View System, comprising Payroll Tax, Insurance and Motor Vehicle Duties and an enhanced web taxpayer portal;

• supported the Government to deliver the• State Budget in May 2016;• assisted with Forestry Tasmania reforms;• continued to assist the Government to implement its superannuation reforms;• introduced the Government’s new Financial Management Bill 2015 into Parliament in September

2015, fulfilling a key commitment under its 365 Day Plan; and• prepared a fiscal sustainability report that assessed the long term economic, demographic and fiscal

pressures facing Tasmania.

Our most valuable resource continues to be the talent and expertise of our employees and the professionalism and commitment shown by our staff is impressive. Throughout 2015-16, this has allowed us to effectively and efficiently respond to competing priorities and ensure the ongoing delivery of our core tasks in a demanding environment.

Our 2015 Stakeholder Survey report was released in March 2016. The survey shows our stakeholders are highly satisfied with our performance. Our commitment to strengthening stakeholder engagement and collaboration is an ongoing corporate priority.

During 2015-16, continuing to invest in our people was also a priority for the Department.

In particular, we have identified strategies to improve our diversity and agility as an organisation. This has included expanding opportunities for flexible work as well as setting a target of 50/50 by 2020 in terms of the representation of males and females in our leadership team.

Another significant internal priority is our commitment to White Ribbon. We have worked very hard towards achieving White Ribbon accreditation, which in line with our values, demonstrates zero tolerance towards violence against women.

I thank all Treasury employees for their commitment to consistently delivering outcomes to a very high standard throughout 2015-16.

6

I look forward to another exciting and productive year in 2016-17.

Tony Ferrall, Secretary

7 October 2016

7

EXECUTIVE COMMITTEE

Tony Ferrall, Secretary, Department of Treasury and Finance

Tony 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 commenced as Secretary in August 2013.

Kathrine Morgan-Wicks, Deputy Secretary, Budget and Finance Division

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, whole of government procurement, information management systems projects, parliament square and the Budget.

Kathrine has occupied the role of Deputy Secretary since February 2014. She brings to Treasury a wealth of corporate, market and financial services regulatory experience.

Anton Voss, Deputy Secretary, Economic and Financial Policy Division

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.

Prior to joining Treasury as Deputy Secretary in January 2014, Anton previously worked in a number of senior roles at Aurora Energy, as economic advisor to the Tasmanian Treasurer and in a variety of management roles at the Reserve Bank of Australia.

Jonathon Root, Deputy Secretary, Revenue, Gaming and Licensing Division

Jonathon is responsible for overseeing the collection of the majority of Tasmania’s taxation revenue. 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 Tasmanian Liquor and Gaming Commission. Jonathon commenced as Deputy Secretary in May 2011.

2016-17

Jane Beaumont, Deputy Secretary, Corporate and Governance Division

Jane was appointed to the position of Deputy Secretary, Corporate and Governance on 8 August 2016. Jane is responsible for the provision of high level advice and support to the Executive as well as corporate, human resources, risk and information management and systems. Prior to joining Treasury, Jane occupied senior legal roles and she brings a wealth of legal, risk management, audit, work health and safety and industrial relations knowledge to Treasury.

8

EXECUTIVE STRUCTURE

Organisational Chart

Our organisation carries out its functions and services under the leadership of the Secretary, the Executive Committee and the Corporate Management Group (CMG). The CMG comprises our Executive Committee and all Branch Heads as outlined below, as at 30 June 2016.

Branches within the Corporate Support Division were led by the Deputy Secretary Revenue, Gaming and Licensing and the Secretary during 2015-16. A revised approach to managing corporate and governance functions was adopted in June 2016, with the role of Deputy Secretary, Corporate and Governance filled.

Jane Beaumont started on 8 August 2016, and does therefore not appear below.

9

Our mission

To improve the wellbeing of Tasmanians by providing:

• high quality advice to the Government; and• effective and efficient administration of our financial and regulatory responsibilities.

Our values

Treasury is a values-based organisation. Our decisions and behaviour are guided by:

• Respect• Camaraderie• Integrity• Passion • Excellence

KEY CORPORATE GOVERNANCE ARRANGEMENTS

Secretary

The Secretary has overall responsibility for the performance and management of the Department and is accountable to the Treasurer and Premier. The Secretary is a Head of Agency as defined by the Financial Management and Audit Act 1990 and pursuant to the State Service Management Framework.

Executive Committee

The Executive Committee’s primary functions are to drive the strategic direction of the Department, provide leadership and manage our human, physical and financial resources to achieve our corporate priorities. The Committee provides a forum for overseeing the progress of legislation and major projects; the consideration of internal and external policy direction; tracking our corporate priorities; stakeholder engagement; and our people and culture strategy. Executive Committee representatives meet regularly with the Treasurer to clarify policy direction and ensure the legislative agenda meets the Government’s priorities.

Executive Committee Members

• Tony Ferrall (Secretary)• Anton Voss (Deputy Secretary, Economic and Financial Policy Division)• Kathrine Morgan-Wicks (Deputy Secretary, Budget and Finance Division)• Jonathon Root (Deputy Secretary, Revenue, Gaming and Licensing Division)

Corporate Management Group

The Corporate Management Group comprises the Department’s senior managers (the Secretary, Deputy Secretaries and all Branch Heads), who provide leadership and support to ensure the achievement of our organisational priorities and objectives. The CMG’s main purpose is to monitor and discuss the progress of corporate priorities, 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.

11

Audit and Risk Management Committee

The Audit and Risk Management Committee is a sub-committee of the Executive Committee. The Committee oversees a robust internal audit framework for the Department and provides advice to the Secretary on the need to change the framework or associated processes as well as advice on the management of audit risks.

Audit and Risk Management Committee Members

• Richard Easther (Independent Chairperson)• Craig Jeffery (Director, Government Finance and Accounting Branch)• Andrew Hutchinson (Assistant Director, Revenue Branch)• Kane Salter (Independent Member, Department of Education)

Strategic Information Management and Technology Committee

The Strategic Information Management and Technology Committee is a sub-committee of the Executive Committee. The Committee provides oversight and approval of the Department’s information management and communications technology strategies, policies and risks, to ensure that these continue to align with the Department’s overall priorities and whole-of-government ICT strategy and deliver the intended business outcomes.

Strategic Information Management and Technology Committee Members

• Kathrine Morgan-Wicks, Chairperson (Deputy Secretary, Budget and Finance Division)• Jonathon Root (Deputy Secretary, Revenue, Gaming and Licensing Division)• Craig Jeffery (Director, Government Finance and Accounting Branch)• James Craigie (Director, Shareholder Policy and Markets Branch)

Procurement Review Committee

The Procurement Review Committee reviews the procurement process for all goods and services and building and construction contracts valued at $100 000 or more, to ensure the process is fair, equitable and consistent with the principles outlined in the Treasurer’s Instructions. The review is undertaken before a quotation/tender is accepted or a contract is awarded.

Procurement Review Committee members

• Craig Jeffery, Chairperson (Director, Government Finance and Accounting Branch)• David Bailey (Director, Budget Management Branch)• Glenn Lewis (Director, Information Systems Branch)• Angelo Pavlides (Director, Revenue Branch)• Andrew Finch (Director, Procurement and Property Branch)

State Forecasting Committee

The State Forecasting Committee endorses macroeconomic forecasts to be published in the State 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, and other revenue.

State Forecasting Committee members

• Tony Ferrall, Chairperson (Secretary)

12

• Kathrine Morgan-Wicks (Deputy Secretary, Budget and Finance Division)• Anton Voss (Deputy Secretary, Economic and Financial Policy Division)

Financial Assets and Borrowing Management Committee

The role of the Financial Assets and Borrowings Management Committee is to set out a framework for the identification, quantification, assessment and management of all financial market risks. This includes liquidity and funding risk that is associated with the Government’s State Debt and financial assets and liabilities of the Public Account. The FABMC makes debt issuance, financial asset investment or hedging decisions, with consideration to recommendations made by Tascorp, including earnings forecast, and the interest rate forecast by Treasury.

Financial Assets and Borrowing Management Committee members

• Kathrine Morgan-Wicks, Chairperson (Deputy Secretary, Budget and Finance Division)• Craig Jeffery (Director, Government Finance and Accounting Branch)• David Bailey (Director, Budget Management Branch)

Other internal committees

Learning and Development Committee

The Learning and Development Committee is responsible for encouraging a learning culture in Treasury, through broad policy input in the design and delivery of learning and development programs. The Committee identifies emerging learning and development needs within Treasury and monitors corporate budget expenditure. Membership comprises two representatives from each of Treasury’s four divisions.

Work Health and Safety Committee

The Work Health and Safety Committee aims to actively promote safe working behaviour by fulfilling an advisory and consultation function regarding issues that impact on employee health, safety and wellbeing. The Committee consults on development and implementation of measures designed to ensure the health and safety of employees. Membership comprises of elected Health and Safety Representatives and key Corporate Support staff.

White Ribbon Reference Group

The role of the White Ribbon Reference Group is to promote a culture of gender equality, respectful relationships and to increase awareness of the issue of violence against women and its impact. The Reference Group provides input and support to the White Ribbon Project Team, which is responsible for attaining and maintaining Treasury’s White Ribbon accreditation. Membership comprises of Divisional representatives who are committed and passionate about preventing violence against women.

13

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 fiscal objectives. In 2015-16, our budgeted operating expenditure was $48.9 million.

In 2015-16, the Department comprised four divisions and the Office of the Secretary, which carry out the functions and services of our Department. Our Department comprises a range of specialist policy, operational and corporate staff who provide high quality advice to the Government and administer our financial and regulatory responsibilities.

Employee Headcount by Division

Office of the SecretaryThe Office of the Secretary (OTS) supports the Secretary of the Department in managing the Department’s relationships with the Treasurer, the Executive Council, the Cabinet Office and Parliament. It provides support to the Department’s corporate governance committees, including the Executive Committee. The OTS manages the corporate planning framework across the Department; monitors the achievement of corporate priorities; and 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.

Budget and Finance DivisionThe Budget and Finance Division is responsible for the preparation and monitoring of 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 identified insurable risks of agencies (through the Tasmanian Risk Management Fund). Additionally, the Division manages the

14

Government’s owned and leased office accommodation portfolio, proper ty sales, the parliament square project and the promotion of procurement reform across government.

Economic and Financial Policy DivisionThe Economic and Financial Policy Division provides a wide range of policy advice on economic and financial issues, intergovernmental financial relations and State tax issues. The Division provides strategic advice and monitors the performance of government businesses and also provides the resources for the Tasmanian Economic Regulator to carry out its statutory functions.

Corporate Support DivisionThe Corporate Support Division provides internal support services to the Department including: information management and corporate communications; management and support of the Department’s information systems and information technology infrastructure; and human resource management.

Revenue, Gaming and Licensing DivisionThe Revenue, Gaming and Licensing Division primarily under takes work on behalf of statutory bodies and officeholders. The Revenue Branch assists the Commissioner of State Revenue in collecting State taxation revenue and administering grant programs. The Liquor and Gaming Branch supports the Commissioner for Licensing and the Tasmanian Liquor and Gaming Commission to oversee the administration and regulation of liquor licensing and gambling activities in Tasmania and provides advice to the Government on liquor and gambling policy.

15

ASSOCIATED ENTITIES

Tasmanian 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. Following the restructure of the Tasmanian Economic Regulator in July 2015, Joe Dimasi was appointed as the new Tasmanian Economic Regulator and commenced on 9 November 2015.

Industry specific changes that occurred in 2015-16 are discussed separately in the Tasmanian Economic Regulator’s Annual Report.

Tasmanian Liquor and Gaming CommissionThe Liquor Licensing Board and Tasmanian Gaming Commission amalgamated on 12 August 2015 to form the Tasmanian Liquor and Gaming Commission. The Commission is established by the Gaming Control Act 1993 as the independent regulator overseeing the administration and regulation of gaming activities in Tasmania and is empowered to determine licence applications and appeals in relation to the Liquor Licensing Act 1990. As at 30 June 2016, the Commission consisted of Jenny Cranston (Chairperson), Leanne Topfer and Stuart Barry.

Details of the Commission’s functions and strategic priorities can be found on its website.

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 Commission is comprised of three members, including David Hudson (Chairperson) and local government representatives Grant Atkins and Rod Fraser.

The reports of the State Grants Commission are published on the Treasury website.

16


http://www.treasury.tas.gov.au/domino/dtf/dtf.nsf/v-liq-and-gaming/A5E38CA3CE6B1DB8CA257DE0007E8405

http://www.economicregulator.tas.gov.au/


Retirement Benefits FundThe Retirement Benefits Fund (RBF) reports to the Treasurer and falls within the Department’s administrative responsibility. In July 2016, the Treasurer announced Public Sector Superannuation Reform following an extensive review by the Government into the provision of public sector superannuation services to Tasmanian State Service employees. Key reform measures are facilitated by the Public Sector Superannuation Reform Act 2016.

As at 30 June 2016, the RBF Board comprised Brian Scullin (President); Don Challen (Deputy President); Neroli Ellis; John Mazengarb; Lindsay Jones; Leigh Mackey; and Rebekah Burton.

Tasmanian Public Finance CorporationThe Tasmanian Public Finance Corporation (Tascorp) also reports to the Treasurer and falls within our area of administrative responsibility. Tascorp is a statutory body corporate established by the Tasmanian Public Finance Corporation Act 1985. Tascorp develops and implements borrowing and investment programs for the benefit of Tasmanian State Authorities. The activities of Tascorp are governed by a Board of Directors appointed by the Government.

As at 30 June 2016, Tascorp’s Board of Directors comprised Tony Ferrall (Chairperson); Jann Skinner; Ian MacDonald; and Evelyn Horton.

Tascorp’s annual reports can be found on its website.

17

http://www.tascorp.com.au/noflash.htm

CORPORATE DIRECTION 2015-16

Key Strategic Risks

To achieve our objectives, we must ensure that we:

• build effective relationships with key stakeholders;• attract and retain skilled staff members;• use effective strategies to deliver our key priorities;• meet legal and community obligations;• meet key deadlines and deliver our outputs effectively; and• prevent information security failure or misappropriation.

Achieving Government Priorities

In 2015-16, we committed to implementing the Government’s agenda, specifically to:

Support the Government to deliver its Budget objectives and broader financial and economic plans

• provide advice on Budget initiatives• provide advice on how best to manage the Government businesses and ensure a strong governance

regime

Work collaboratively across government to increase investment within Tasmania and improve economic conditions

• assist to develop the Government’s population strategy• prepare a fiscal sustainability report that assesses the economic, demographic issues and fiscal

pressures facing Tasmania in the medium to long term• work with agencies to manage the State’s engagement with the Federation and Taxation• White Paper processes, and mitigate risks of expiring National Partnership Agreements

Improve regulatory and administrative processes to deliver high quality government services more efficiently

• deliver Client View Phase 2• select a vendor for the new Budget Information Management System• reduce red tape

18

Building our Organisation

To achieve our priorities we sought to:

Strengthen our stakeholder engagement and collaboration, and continue to:

• take a “no surprises” approach• actively engage with stakeholders to understand their needs and expectations• build more effective relationships with key people• give our stakeholders sufficient time to properly consider and respond to issues

Build on our strengths to:

• assist the Government to manage the State’s economic and financial challenges• provide objective and thorough economic and financial policy advice• deliver effective and efficient revenue collection and regulatory compliance

Improve the way we manage our people, resources and priorities, and open up access to, and encourage greater use of, organisational knowledge information:

• work as one inclusive team• continue to support flexible work practices• continue to invest in our people by providing professional development opportunities• remove internal barriers to improve performance• work with a sense of urgency to respond to emerging issues in a timely manner

Enhance our business capability and use technology to

• better manage risks• leverage opportunities to transform business processes• improve productivity

19

2015-16 Key Highlights

Budget Information Management System

In 2015-16, a dedicated team commenced Phase 4 of the Budget Information Management System (BIMS) project. BIMS is a critical whole-of-government tool that will be used by all Government agencies to support the future management of the State Budget. It will replace the existing system, which has limitations in regard to its capabilities and poses a risk to the State Budget function due to its age.

Phase 4 activities included the preparation and release of a Request for Tender for a new system, the assessment of tender responses, the identification of a preferred supplier and the commencement of contract negotiations.

The new system will be modern and flexible, allowing for increased efficiency as well as reducing the risk of disruption to the State Budget function. Additionally, it is more responsive; provides a broader information base to support Government decisions; and introduces greater flexibility and adaptability to meet future requirements.

Tasmanian Government Fiscal Sustainability Report 2016

In April 2016, Treasury released the Tasmanian Government Fiscal Sustainability Report 2016, the first report required under recent amendments to the Charter of Budget Responsibility Act 2007.

The Report assesses the long run sustainability of the Tasmanian Government’s finances by examining the outcomes up to 2029-30 under a range of possible scenarios.

This approach identified factors that may have a significant influence on the State’s future financial position, and examined the extent to which the State’s finances may alter under different economic and fiscal conditions.

Some of the key findings of the Report include:

• under scenarios that reflect, to a large extent, past trends in State Government revenue and expenditure, future governments would face increasing fiscal pressure in the decades ahead largely due to the past growth in expenditure on health services;

• the State has a limited capacity to respond to fiscal pressure by materially increasing its revenue;• ensuring the State’s finances remain sustainable requires future Tasmanian governments to keep in

check the forces that can result in strong expenditure growth; and• in practice, jurisdictions in Australia, including Tasmania, have not usually allowed deficits to

accumulate over time and their finances to become unsustainable.

The Report noted that when jurisdictions do face major fiscal pressures, their key objectives are to return the finances to a sustainable position without loss of confidence on the part of businesses and consumers that can lead to very weak economic performance, and without major disruption to government services and large scale public sector redundancies.

The scenarios examined demonstrated that the earlier these fiscal pressures are addressed, the greater the prospects that these objectives can be achieved. The next report is due by June 2021.

20

The parliament square Project

Following the Government’s transfer of the parliament square precinct to the developer in December 2014, 2015-16 has seen completion of the new Salamanca Building structure and façade (celebrated with a topping out ceremony in April 2016) and significant restoration works for the heritage buildings on Davey Street and Salamanca Place.

In 2015, Treasury facilitated amendments to the Parliament Square Planning Permit Act 2012 to allow an additional development application to be made by the developer for enhancements. Those changes include two additional floors (7 and 8) in the Salamanca building, increased retail activation and a change of use from office to hotel in the heritage buildings.

The parliament square Project includes provision of a fit out to accommodate parliamentary services functions such as committee rooms and members offices and office space to replace 10 Murray Street, 12 Murray Street and 34 Davey Street. The design for these spaces has been a focus of the project team throughout 2015-16 and will deliver a contemporary and efficient work place that will serve the Government for many years to come.

It is expected that the new Salamanca Building will be completed for occupation in early 2017 with the balance of the project, including plaza and hotel, being completed in 2018. This space will be a significant community asset, adding to an already vibrant precinct.

Work is well underway to relocate the Revenue, Gaming and Licensing Division of Treasury to Ground and Level 1 of Parliament Square following a decision to vacate the 80 Elizabeth Street premises. RGLD will be joined by the Departments of State Growth and Education which will complete the tenancy stack, together with Parliamentary Services and selected Members and Ministers. After a comprehensive consultation process with all stakeholders, the internal fit-out has been agreed and the focus is now on working through change management and other relocation activities.

21

Reform of Tasmanian Public Sector Superannuation

In 2015-16, Treasury continued to implement the Government’s reform of Tasmanian public sector superannuation.

Treasury drafted a Memorandum of Understanding in consultation with the Retirement Benefits Fund and Tasplan Ltd that recorded the respective understanding of the State, RBF and Tasplan in relation to the Tasmanian Accumulation Scheme (TAS) implementation and related matters. The MOU was signed by the Treasurer and the two funds in July 2015.

The Public Sector Superannuation Reform Act 2016 was developed to facilitate the reform and received Royal Assent on 17 June 2016. The Act:

• enables a new default fund to be selected for Tasmanian public sector employees;• provides for the transfer of TAS accounts from RBF to Tasplan;• preserves member entitlements;• creates a Superannuation Commission to replace the RBF Board; and• provides for the ongoing management of the defined benefit schemes by the Superannuation

Commission.

Expressions of Interest for member administration and investment management services in relation to the defined benefit scheme were advertised in June 2016. Treasury also commenced the selection process for the Chairperson of the Superannuation Commission.

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.

It is expected that the reform process will be completed during 2016-17.

Client View Phase Two

In May 2016, we released Phase Two of our purpose built system, Client View, which is being developed to manage the collection and administration of State taxes and grants by the State Revenue Office.

This second Phase delivered Payroll Tax and Insurance Duties functionality and followed the successful 2014 release of Phase One which supported Land Tax administration.

Since the launch of Phase Two over thirteen thousand clients have successfully used the new system. The system has processed 9 036 Payroll Tax returns and 756 Insurance Duties returns. The benefits provided to tax payers include self-management of passwords and user accounts, the ability to manage their account information, and to amend payroll tax and insurance duties returns online. Additionally, users can cancel or reactivate payroll tax registrations. The State Revenue Office ran a very popular series of webinars to assist taxpayers with the new features of the enhanced portal.

Phase Two also provided benefits to the State Revenue Office, allowing a shift from manual to automated processes for a number of tasks, additional reporting capability and a more efficient debt recovery process.

Phase Three planning has commenced and will deliver an enhanced Duties portal for taxpayers including a capacity for Land Tax searches.

22

2015-16 Corporate DirectionOur achievements in 2015-16 and planned activities for 2016-17 against the seven strategies are detailed below.

Achieving Government Priorities

1. Support the Government to deliver its Budget objectives and broader financial and economic plans

2015-16 Achievements

• Developed and prepared the 2016-17 State Budget on behalf of the Government.• Prepared the 2015-16 Revised Estimates Report and monitored the 2015-16 Budget estimates.• Commenced Phase 4 of the Budget Information Management System (BIMS) project, including a

detailed tender process.• Introduced the new Financial Management Bill 2015 into Parliament in September 2015, fulfilling a

key commitment under the Government’s 365 Day Plan.• Finalised the Treasury (Borrowing) Act 2016, which received Royal Assent in June 2016.• Published all whole-of-government financial and statistical reports before the required date, and

received unqualified audit reports for each of the audited financial reports.• Implemented the first stage of centralised property management through centralisation and

coordination of major office accommodation leases for Government within the Hobart CBD.• Provided advice to credit ratings agencies, Moody’s Investors Service and Standard & Poor’s.• Prepared and released the Tasmanian Government Fiscal Sustainability Report 2016, which examined

the long-term sustainability of the State Government’s finances.

2016-17 Plan

• Support the Government in its development and implementation of a more sustainable financial position and ensure the Government is purchasing effective and efficient services.

• Prepare and deliver the 2017-18 State Budget.• Collaborate with agencies to monitor spending against their budget allocations.• Begin the implementation of BIMS by transitioning the preparation and management of the State

Budget into the new system.• Finalise the legislative passage of the Financial Management Bill and prepare for its commencement.• Work closely with agencies to implement the second stage of the centralised property management

policy and develop a strategy for Government office accommodation leasing in the Launceston area.

23

2. Work collaboratively across government to increase investment within Tasmania and improve economic conditions


• Contributed to the work program for the national competition reform agenda.• Continued to work with the Australian Government and other jurisdictions to develop a National

Injury Insurance Scheme.• Provided economic forecasting and modelling for major publications and continued to monitor

economic trends, and provided up-to-date economic information through data releases published on our website.

• Continued to support the Stats Matter project, including the development of the Stats Matter toolkit and providing ongoing policy advice.

• Undertook research and investigations on emerging economic policy issues, such as the growth of the sharing economy and competition issues associated with reforms to the gaming industry in Tasmania.

• Provided advice to the Government on water and sewerage policy issues, including the potential decommissioning of the Macquarie Point waste water treatment plant.

• Provided advice in relation to a range of national reforms, including the National Disability Insurance Scheme and the National Tax Reform process.

• Supported the Joint Commonwealth and Tasmanian Economic Council, to identify Australian and Tasmanian Government policy measures to improve Tasmania’s economic performance.

• Continued to assist the Government to implement its superannuation reform model.• Continued to monitor and provide strategic advice to shareholding ministers on the performance and

management of Government business, including implementing a stronger director appointment and new guarantee fee process for Government businesses.

• Assisted with Forestry Tasmania reforms resulting from the review of Forestry Tasmania completed in 2014-15, including management of an expression of interest process to identify commercial solutions for wood residues in southern Tasmania.

• Administered the transfer of the final equity contributions from Tasmanian Networks Pty Ltd to Tasmanian Railway Pty Ltd, which contributed towards the purchase of Tasmanian Railway’s new locomotive and wagon fleet.

• Provided advice in regard to funding options for the replacement of Metro Tasmania’s bus fleet and TT Line’s future vessel replacement.

• Assisted the Government in the management of the energy security issues arising from low spring inflows to Hydro Tasmania’s storages and the extended loss of the Basslink interconnector, including relevant actions arising from the Government’s Energy Strategy.

• Facilitated amendments to the Tasracing Pty Ltd Funding Deed, to give effect to the Government’s decision to approve a package of measures to improve the financial sustainability of Tasracing.

• Provided advice to Government in relation to the development timeline and funding of the second tranche of irrigation projects planned by Tasmanian Irrigation Pty Ltd.

• Finalised the tenant stacking and fit out design for parliament square’s Salamanca building, in consultation with the tenant agencies.

• Facilitated amendments to the Parliament Square Planning Permit Act 2012 to permit the developer to seek approval from the Hobart City Council for enhancements to the development.

24

2016-17 Plan

• Oversee the completion of Stage 1 of the parliament square redevelopment, including coordinating the occupation of the Salamanca building by tenant agencies.

• Continue to provide the Government with timely, robust and targeted advice on economic policy issues.

• Assist in the development of a National Injury Insurance Scheme and an Intergovernmental Agreement to implement a range of competition policy and productivity enhancing reforms.

• Contribute to the actions of the Government’s Population Strategy for which Treasury is responsible, including developing a model to identify occupations in demand for Tasmania and examining options to increase net migration to Tasmania.

• Continue to work on the Stats Matter project, through monitoring usage and feedback of the Toolkit and developing new content for inclusion on the website.

• Continue to provide policy advice in relation to a range of national reforms, including the ongoing policy work to ensure that the transition of the National Disability Insurance Scheme to full Scheme occurs efficiently.

• Provide advice on anticipated national reforms in areas of health, education and housing from theAustralian Government.

• Proactively engage with the credit ratings agencies, Moody’s Investors Service and Standard & Poor’s in their assessment of the credit rating of the State.

• Continue to assist the Government to implement its superannuation reform model.• Continue to assist with the Forestry Tasmania reforms, including a sale process relating to the State’s

hardwood plantations.• Prepare legislation establishing a Vessel Replacement Fund, for the purpose of accumulating funding

for the future replacement of the Spirit of Tasmania vessels.• Assist the Government Business Executive Remuneration Advisory Panel to review the Government

Board and Committee Remuneration Framework.• Renew the Electricity Concessions Community Service Obligation agreement with Aurora Energy Pty

Ltd.• Review and reissue Guidelines for government businesses in regard to Corporate Planning and

Capital Investment.

25

3. Improve regulatory and administrative processes to deliver high quality government services more efficiently


• Reviewed over 40 bills under the Government’s Legislation Review Program and assessed over 50 pieces of subordinate legislation under the Subordinate Legislation Act 1992.

• Commenced a review of the Government procurement policy, guidelines and Treasurer’s Instructions to consolidate and simplify information and practices.

• Renewed the Information and Communications Technology Hardware (C150) Contract for the supply of a specific range of information, communication and technology hardware and support services for use by government agencies.

• Completed Part B of the third Social and Economic Impact Study of Gambling in Tasmania. Part B reviewed the current harm minimisation measures introduced in Tasmania since the first study was completed in 2008, including the Responsible Mandatory Code of Practice for Tasmania.

• The Liquor Licensing Amendment Act 2015 was passed by Parliament in November 2015. The guidelines, systems and regulations that are required for the commencement of the legislation have been finalised.

• Supported the Tasmanian Economic Regulator to:o conduct price determination investigations into standing offer retail electricity prices and the

regulated feed-in tariff rate for the period 1 July 2016 to 30 June 2019;o 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;o review the electricity wholesale contract regulatory instrument and monitor Hydro

Tasmania’s compliance with the electricity wholesale contracting regulatory framework;o report on the performance of the electricity, gas and water and sewerage supply industries;o monitor and report on Hydro Tasmania’s wholesale contract pricing activities; ando approve MAIB’s proposed premiums for the period 1 December 2015 to 30 November 2016.

2016-17 Plan

• Implement the outcomes of the review of Government procurement policy, guidelines and Treasurer’s Instructions to consolidate and simplify information and practices.

• Establish a panel of Tasmanian Risk Management Fund service providers for rehabilitation, physiotherapy and psychology with the aim of reducing delivery costs by way of a pre-agreed fee structure for specific services and minimising over servicing.

• Complete the next Social and Economic Impact Study into Gambling in Tasmania.• Introduce legislation to amend the Gaming Control Act 1993 to improve clarity, enhance efficiency

and strengthen compliance and enforcement provisions.• Implement the Liquor Licensing Amendment Act 2015 to 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.

• Support the Tasmanian Economic Regulator to:o conduct an investigation and recommend to government maximum premiums to be charged

by the MAIB effective from 1 December 2017;o complete the review of the electricity wholesale contract regulatory instrument and monitor

Hydro Tasmania’s compliance with the electricity wholesale contracting regulatory framework;

26

o approve standing offer retail electricity prices, the regulated feed-in tariff rate and Bass Strait Island electricity prices for the period 1 July 2017 to 30 June 2018;

o report on the performance of the electricity, gas and water and sewerage supply industries; and

o report on the reliability of Tasmania’s electricity supply network.

27

Building our Organisation

4. Strengthen our stakeholder engagement and collaboration


• Conducted a stakeholder survey of over 170 stakeholders in December 2015, which indicated overall satisfaction by 87 per cent of respondents.

• Successfully transitioned to a new Administration Agent for the Tasmanian Risk Management Fund. The transition process included active engagement with agencies and major stakeholders to introduce them to the new Agent.

• Delivered a number of successful training webinars to assist taxpayers with the new features of the enhanced portal, as part of Phase Two of the Client View project.

• Held “Meet the Executive” forums to provide staff with an interactive opportunity to get to know the members of our Executive and participate in discussions about topical issues.

• Embedded a focus on stakeholder engagement in our corporate planning cycle, including all Branch Operating Plans.

• Participated in a number of external presentations, meetings and interagency groups.

2016 -17 Plan

• Provide our staff with training and support to further build on our internal capability to undertake stakeholder engagement and collaboration.

• 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 compliance


• Successfully implemented Phase Two of our Client View system in May 2016, comprising Payroll Tax, Insurance and Motor Vehicle Duties and an enhanced web taxpayer portal.

• Finalised the Duties Amendment (Motor Vehicle Industry Red Tape Reduction) Bill 2016, allowing a broadening of the duty exemption for demonstrator vehicles to other permitted uses, a measure that was identified in the Government’s Red Tape Audit Report 2015.

• Drafted administrative arrangements and provisions within the Taxation and Related Legislation (Miscellaneous Amendments Bill) 2016 to enable the Government’s announced increase to the First Home Owner Grant to $20 000.

2016 -17 Plan

• Complete Phase Three of our Client View system, including the development of further enhancements to the external Duties taxpayer web portal, which will undertake the collection and administration of Duties, Land Tax search and property transfer functionality, FHOG and motor vehicle dealer licensing.

• Complete a review of the Responsible Mandatory Code of Practice by the Tasmanian Liquor and

28

Gaming Commission.• Develop legislation to address national reforms covering third par ty reporting and an econveyance

system, as well as a number of other miscellaneous tax amendments.• Provide advice to the Government for the consideration and debate in Parliament of the Duties

Amendment (Motor Vehicle Industry Red Tape Reduction) Bill 2016, Duties Amendment (Landholder and Corporate Reconstruction) Bill 2016 and Taxation and Related Legislation (Miscellaneous Amendments) Bill 2016.

6. Improve the way we manage our people, resources and priorities


• Under took significant work towards achieving White Ribbon accreditation to ensure a culture of zero tolerance towards violence against women and by taking active steps to prevent and respond to violence against women.

• Adopted an “all roles flexible” approach in support of Treasury’s goal of creating a more diverse and agile workplace through recruitment processes, embedding of Treasury’s staff rotation framework and commencing a review of our flexible working policy and guidelines.

• Set a target to increase the representation of women in our leadership team to 50/50 by 2020.• Completed a departmental gender equity survey, aimed at establishing baseline thoughts regarding

gender equity at Treasury and identifying barriers to and opportunities for women in leadership and released a report on the survey findings.

2016-17 Plan

• Achieve and sustain White Ribbon accreditation in conjunction with a White Ribbon Action team from across the organisation and to assist other State Service agencies.

• Roll out the Treasury Gender Action Plan and support a range of relevant strategies to achieve increased representation of women in leadership towards a target of 50/50 by 2020.

• Explore a more contemporary approach to effective performance management, feedback and recognition.

29

7. Enhance our business capability and use technology to better manage risks; leverage opportunities to transform business processes; and improve productivity


• Completed an ambitious IT infrastructure program of work to mitigate key corporate risks and align with the whole-of-government ICT strategy and directions.

• Upgraded significant IT systems and infrastructure, including migrating all Development and Test IT infrastructure to be provided as a service by whole-of-government service providers.

• Commenced a program to reduce the hard copy records store at our 80 Elizabeth Street premises, in preparation for the move to parliament square.

• Entered a joint initiative with the Department of Primary Industries, Parks, Water and the Environment to host and develop our internet sites based on its recently developed contemporary website.

• Completed an audit of the information on the Treasury and Liquor and Gaming websites to make sure that our information is current and accurate.

• Embedded an enhanced focus on risk as part of our Corporate Direction and included risk mitigation actions in all Branch Operating Plans.

2016-17 Plan

• Continue the IT Infrastructure Program of Work to mitigate corporate risks and align with the whole-of-government ICT strategy and directions. This will include upgrading and replacing IT infrastructure and software and, where appropriate, transitioning to IT provided as a service.

• Transition the Department’s phone service from the current whole-of-government provider Anittel, to the newly contracted provider, Telstra.

• Support the move of staff and IT services from the 80 Elizabeth Street building to the parliament square building.

• Support the migration and upgrading of the Department’s websites and associated website content management system.

• Centralise and consolidate our information management records services in Franklin Square.• Develop a centralised register of all delegations held by our staff, to provide notification of expiring

delegations.• Our Internal Audit program will include an evaluation of project management processes; examination

of the implementation and effectiveness of information technology policies and procedures relating to information security; and other key system controls.

2016-17 Corporate Direction

Our 2016-17 Corporate Direction can be found on our website.

30


OUR DEPARTMENTPerformance InformationOur performance against the key Budget outputs, assigned to our Department in the 2015-16 State Budget to achieve the Government’s policy objectives or outcomes, is detailed below.

Performance measureUnit of Measure

Target2015-16

2012-13 Actual

2013-14 Actual

2014-15 Actual

2015-16 Actual

Budg

et O

utpu

t Gr

oup

1:

Fina

ncia

l an

d R

esou

rce

Stakeholder satisfaction rating1 % na na 79 79 na

Proportion of financial reports receiving an unqualified audit opinion2

% 100 100 100 100 100

Treasury-managed property vacancy rate3

% <1.5 5 3 5.2 5.5

State Service workers’ compensation contribution as percentage of the average premium charged by private insurers4

% <80 80 86 90 84

Proportion of financial reports published by the required date5

% 100 100 100 100 100

Variance between Budget estimate and actual GBE/SOC returns6

% <5 11.9 15.6 5.7 3.1

Budg

et O

utpu

t Gr

oup

2: E

cono

mic

and


Variance between Budget estimate and actual taxation receipts7

% <5 1.7 1.8 2.6 3.8

Variance between Budget estimate and actual Australian Government payments8

% <5 2.2 4.2 3.5 1.5

Variance between Budget forecast and ABS estimate of Gross State Product growth9

Percentage Point na 1.5 0.8 0.1 na

Variance between Budget forecast and ABS estimate of employment growth9

Percentage Point <1 0.7 0.9 1.3 0.7

Budg

et

Out

put

Gr

oup

3:

Re

venu

e

and

Re

gula

tory


Total overdue taxation debt as a percentage of total taxation revenue10

% <0.8 1.7 1.5 1.4 1.4

Percentage of formal recommendations accepted by the Tasmanian Liquor and Gaming Commission11

% >80 98 98 93 98

Percentage of objections in which the Commissioner of State Revenue’s assessment or decision was confirmed12

% >80 95 75 78 63

Revenue Branch operating expenses as a percentage of taxation revenue13

% <1.5 1.0 1.0 1.0 0.9

Percentage of liquor applications submitted to a hearing before the Licensing Board (Commission) within 40 days of receipt14

% >80 95 100 95 100

31

1. The satisfaction rating of the quality of the Department’s services is obtained from the results of the Department’s Stakeholder Survey. The Department’s stakeholder survey was previously undertaken every two years. In November 2015, to assist in strengthening stakeholder engagement and collaboration an extra sur vey of key external stakeholders was undertaken to assess how the Department was meeting their expectations during 2014-15. The next stakeholder survey is scheduled for November 2017.

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 principal reason for not meeting the identified target of 2015-16 is that the 12 Murray Street building has ceased being used as Government office accommodation associated with the new parliament square development. The vacancy levels at the Stoney Rise offices in Devonport and also at the St. John Street offices in Launceston are also slightly higher than estimated.

4. This measure is calculated by comparing average agency workers compensation contributions, as a proportion of salaries, with the average premium rate of private insurers. Accordingly, it can be subject to significant fluctuation from year to year. There was a significant improvement in performance against this measure from 2014-15 to 2015-16 however, performance did not meet the established target of 80 per cent, which is considered to be an ambitious benchmark.

5. The whole-of-government financial reports published in 2015-16 were the Preliminary Outcomes Report 2014-15, Treasurer’s Annual Financial Report 2014-15, September Quarterly Report 2015-16, December Quarterly Report 2015-16 and the March Quarterly Report 2015-16.

6. Returns from Government Businesses and State owned Companies comprise dividends, tax equivalent payments, rate equivalent payments and guarantee fees. The positive variance to the Budget estimates in 2013-14 and 2014-15 relates to variations in the performance of the businesses, largely due to external influences impacting on profitability.

7. The accuracy of the Department’s taxation receipt forecasts is determined by comparing the Budget with the actual end of year outcome. This information published in Treasury’s 2014-15 Annual Report for 2012-13, 2013-14 and 2014-15 were based on the Preliminary Outcomes for each of those years, and have been revised to reflect the final outcome for 2012-13, 2013-14 and 2014-15 as published in the respective year’s Treasurer’s Annual Financial Report.

8. The accuracy of the Department’s Australian Government payments can be determined by comparing the State Budget estimate for the financial year with actual payment advices received from the Australian Government. The information published in Treasury’s 2014-15 Annual Report for 2012-13, 2013-14 and 2014-15 were based on the Preliminary Outcomes for each of those years, and have been revised to reflect the final outcome for 2012-13, 2013-14 and 2014-15 as published in the respective year’s Treasurer’s Annual Financial Report.

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. Gross State Product growth information was not available for inclusion in Treasury’s 2015-16 Annual Report.

10. The State Revenue Office seek 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. The proportions of debt in recent years have been influenced by better identification of overdue debt through systems improvements and a more streamlined and consistent process for moving unpaid amounts through to a debtor management process.

11. While recognising that the Tasmanian Liquor and 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 Commission.

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. The lower level of assessments or decisions of the Commissioner of State Revenue that have been confirmed on objection in the 2015-16 year is a result of a significant decrease in the number of objections that have been treated as valid. That is, only objections with valid grounds have been dealt with via the objection process. Invalid objections have their own alternative process and have been excluded from this result.

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 assisted the Licensing Board of Tasmania by receiving applications for licences, undertaking investigations on behalf of the Commissioner for Licensing and providing recommendations to the Board on whether a licence applicant was qualified in accordance with the requirements of the Liquor Licensing Act 1990. Since August 2015 these functions have undertaken by the Commissioner for Licensing. The measure relates to the time taken by the Department to undertake its investigations for the Commissioner (prior to August 2015 for the Board).

32

Risk Management

Risk management, a key component of Treasury’s corporate governance framework, 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 (ARMC) is chaired by an independent member and has responsibility for the oversight of risk management within Treasury.

In 2015-16, we continued with our three-year Internal Audit Strategy, which was developed with our internal audit partner, Deloitte in late 2014.

Internal audits provide an independent appraisal service to Treasury, through audit activities that assist the Department to effectively manage its risks through its accounting, administrative and operational control systems.

In 2015-16, Deloitte completed the following internal audit projects for Treasury:

• Compliance with Treasurer’s Instructions;• Fraud Risk Assessment (Stage Two) and Key Controls; and• Business Continuity Management – Crisis Management Exercise.

In 2015-16, Treasury participated in the Auditor-General’s review of compliance with legislation, which reported that Treasury is fully compliant with legislation and has systems in place to ensure ongoing compliance.

Stakeholder engagement

Stakeholder engagement is critical to the successful delivery of our services and is integral to our core business. Treasury interacts with a broad range of stakeholders and we aim to work collaboratively to form and maintain inclusive relationships with these stakeholders.

Our principal 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.

Our stakeholder survey has previously been under taken every two years, however, given our recent efforts to increase our level of stakeholder engagement, in December 2015 we conducted an additional survey of our key external stakeholders.

33

An overall stakeholder satisfaction level of 87 per cent was recorded for the Department, reflecting an improvement on 84 per cent recorded in 2014. The Department’s average rating out of five was 3.4, again an improvement on the 3.2 recorded in the 2014 survey. The following summarises the percentage of respondents who consider Treasury meets or exceeds expectations in relation to five key areas:

Integrity, ethics and reputation

Professionalism

Accountability

Reliability and timeliness

Communication

91

91

87

87

78

Stakeholder satisfaction in 2015 for key areas surveyed

% of respondents

Appearances before Parliamentary Committees

In 2015-16, our staff appeared before six Parliamentary Committees.

Date Committee8 September 2015 Public Accounts Committee – Financial Management Bill 2015

14 December 2015 Public Accounts Committee – Proposed Appointment of theAuditor-General of Tasmania

2 March 2016 House of Assembly Standing Committee on Community Development – Inquiry into the State Fire Commission

3 May 2016 Legislative Council Government Administration Committee A – RBF Unfunded Superannuation Liability

6 and 7 June 2016 Estimates Committees

Carbon emissions reduction plan

In January 2009, we committed to an Emissions Reduction Plan which identified a number of initiatives to help reduce emissions, which have been progressively examined and implemented over the past few years.

34

Energy usage

As a result of installing energy efficient lighting throughout the Franklin Square complex and on the three levels occupied by our Department at 80 Elizabeth Street, we have continued to work towards reducing our electricity usage within these buildings.

In December 2014, we maintained a 4.5 star NABERS energy rating for the Franklin Square complex and we continue to actively encourage the recycling of paper, toner cartridges, newspapers, cardboard, bottles, cans and plastic containers to minimise waste.

The table below details our energy usage from 2010-11 to 2015-16.

2010-11 2011-12 2012-13 2013-14 2014-15 2015-16Electricity (kWh) 1 090 993

947 947 488 942 668 937 259 940 390 857 968

Petrol (kL) 42 36 32 22 27 18Diesel (kL) 10 7 10 13 9 11

Total (kL) 52 43 42 35 36 29

PublicationsWe released a number of major publications to the community during 2015-16. These publications are available at the Treasury website.

Budget and Financial Publications When PublishedPreliminary Outcomes Report 2014-15 August 2015Treasurer’s Annual Financial Report October 2015Department of Treasury and Finance – 2014-15 Annual Report October 2015Tasmanian Gaming Commission Annual Report 2014-15 October 2015

State Grants Commission Financial Assistance Grant Distribution Methodology November 2015

State Grants Commission Annual Report 2014-15 including 2015-16 FinancialAssistance Grants Recommendation

November 2015

September Quarterly Report 2015-16 December 2015Revised Estimates Report 2015-16 (including December Quarterly Report) February 2016Tasmanian Government Fiscal Sustainability Report 2016 April 2016Guide to the Budget 2016-17 May 2016

State Budget including March Quarterly Report 2015-16 and Estimated Outcome

2015-16

May 2016

State Grants Commission 2018-19 Triennium Work Plan May 2016Tasmanian Risk Management Fund Annual Report 2014-15 June 2016

35


Department Publications When PublishedLiquor and Gaming News July 2015, August 2015, December

2015 and June 2016Disposal of Government Assets – Tasmanian Government Agencies July 2015

Guidelines for Government Businesses – Director and Executive Remuneration (Revised)

October 2015

Social and Economic Impact Study of Gambling in Tasmania – Part B

November 2015

Guidelines for Government Businesses – Borrowing Arrangements November 20152015 Stakeholder Survey Report April 2016Economic Data Releases Multiple times a week

Gambling Industry data MonthlyLiquor Industry data MonthlyFirst Home Owner Grant and Builder Boost Statistics Monthly

Right to Information

The aim of the Right to Information Act 2009 (RTI Act) is to improve the operation of democracy in Tasmania by:

• increasing the accountability of the Government to the people of Tasmania;• increasing the ability of the people to participate in government decision-making; and• acknowledging that the information held by Tasmanian public authorities belongs to the people of the

State and has been collected for them and on their behalf.

In 2015-16, Treasury’s delegated Right to Information officers received 25 Right to Information applications on behalf of the Principal Officer of Treasury, the Treasurer and the Minister for Forestry. Of the 21 applications determined as at 30 June 2016, 12 had information provided in full, eight had information provided in part and one was determined as exempt in full.

In accordance with section 53 of the RTI Act, after the end of the financial year, the Secretary of Treasury is required to prepare a report on the administration of the RTI Act. Treasury provides the relevant information to the Department of Justice for inclusion in its Right to Information Annual Report. This Report is tabled in Parliament by the Minister for Justice. A disclosure log is maintained on the Treasury website.

36


Gifts, Benefits and Hospitality

In 2015-16, the Department accepted three offers of gifts, benefits and/or hospitality valued at $150 or greater.

Description ofGift Offer

Value of gift (estimated or actual)

Date of receipt of offer

Tasmania 2015 State of the State CEDA address. Luncheon provided in conjunction with the address.

$150 (actual) 25/09/2015

Dinner on invitation of accounting firm. $150 (estimated) 11/12/2015

Refreshments provided to six staff in conjunction with Topping Out function at Salamanca building.

$150 (estimated) 22/04/2016

Presentations to community groups

We regularly share information and policy perspectives on a range of topics to assist the community to more deeply understand the regulatory, economic and financial environment in Tasmania and the context within which decisions are made.

Over the past 12 months, we have given eleven presentations at various community forums.

Function Presentation PresenterAugust 2015State Service StrategicManagement Program

Financial Cycles, Accrual andProcurement

David Bailey (Director, BudgetManagement)

September 2015The Training Consortium PublicPolicy Success Program

Set your Policy up for Success Tony Ferrall (Secretary)

October 2015Tax Institute 2015, TasmanianState Convention

Tasmanian State Taxes Kyree Gaffney, Michael Robinson and Katherine De Groot (Officers of the State Revenue Office)

November 2015Department of State GrowthTendering Basics Workshops

What’s involved in tendering forGovernment business

Andrew Finch (Director, Procurement and Property)

IPAA Connections Event The Path to a $5 Billion Budget Kathrine Morgan-Wicks (DeputySecretary, Budget and Finance)

February 2016Distribution Methodology Training (North)

State Grants Commission, Tasmanian Methodology – Financial Assistance Grants

Pam Marriott (Executive Officer,State Grants Commission)

37

Distribution Methodology Training (South)



March 2016Distribution Methodology Training(North-West)



June 2016IPAA Budget Briefing 2015-16 Budget Presentation Tony Ferrall (Secretary)

Kathrine Morgan-Wicks (DeputySecretary, Budget and Finance)

Premier’s Disability AdvisoryCouncil

The parliament square redevelopment project

Allan Wood (Project Director)

Tasmanian Branch of the Economic Society of Australia (Hobart)

Tasmanian Economy – 2016-17 State Budget

Anton Voss (Deputy Secretary, Economic and Financial Policy)

OUR PEOPLE

Employee demographics

As at 30 June 2016, there were 297 employees at Treasury (262 paid full-time equivalents). Paid FTEs include employees currently on the payroll and receiving salary as at 30 June 2016, including those employees on paid leave such as long service leave, recreational leave and paid maternity leave. Excluded from paid FTE are those employees who are absent on long-term unpaid leave, for example unpaid parental leave, secondment or leave-without-pay but who have an expected return date.

As at 30 June Employees FTEs Paid FTE2011 332 312 2982012 315 294 2832013 307 285 2802014 306 284 2722015 293 269 2552016 297 273 262

Permanent employees represented 92.3 per cent of our workforce, with the remaining 7.7 per cent employed on fixed term contracts.

Permanent Fixed-term Total

Female 156 13 169Male 118 10 128Total 274 23 297

The average age of our staff in 2015-16 was 42.9 years.

38

Employee age profile

<19 20 - 24 25-29 30-34 35-39 40-44 45-49 50-54 55 - 59 60-64 65 +0

5

10

15

20

25

30

35 Employee age profile

Female Male

Age in years

Num

ber o

f em

ploy

ees

Recruitment and selection

During 2015-16, the Tasmanian Government introduced a whole-of-government e Recruitment system, PageUp, which was launched in agencies on 21 March 2016. PageUp has enabled Treasury to undertake aspects of the recruitment process online, which were previously manually under taken by the HR team.

During 2015-16, Treasury advertised 61 vacancies on the Tasmanian Government Jobs Website.

An additional two vacancies were filled, at level, through central vacancy management processes as part of the Government’s Managing Positions Policy.

The turnover rate for permanent employees has fallen from 11.7 per cent in 2014-15 to 10 per cent in 2015-16.

Treasury’s internal job rotation program provides a voluntary opportunity for permanent staff to work in different areas of Treasury via reassignment at existing classification, either permanently or for a fixed term period, for the overall benefit of both the individual and the department. During 2015-16, 16 people successfully participated in the job rotation program. This is over half the number of people who expressed interest in rotation opportunities in 2015-16, with unsuccessful applicants given first priority in following rotation rounds.

Workplace Diversity

Treasury is committed to creating and promoting a working environment that recognises and embraces diversity including race, ethnicity, gender, sexual orientation, socio economic status, culture, age, physical ability, religious beliefs and political beliefs.

39

http://www.jobs.tas.gov.au/

We continue to demonstrate our commitment to workplace diversity and equal employment opportunities through implementation of our Workplace Diversity Plan 2014-17. Work over the past year has been in the action areas of:

• developing and promoting recruitment and workplace practices that provide flexibility for balancing work and personal lifestyle commitments and to remove barriers to promotion for those who work less than full time;

• supporting women to access breastfeeding facilities on their return to work; and• identifying barriers and opportunities to increase the representation of women in senior leadership

roles.

Gender DiversityWhilst Treasury has a broad and varied diversity plan, gender diversity is an area of high priority. Treasury closely examined key gender diversity data points over the course of 2015-16. Treasury’s workforce comprised 57 per cent female and 43 per cent male employees as at 30 June 2016.

However, there is a gender imbalance in Treasury’s leadership team. As at 30 June 2016, male represented 72 per cent of senior appointments (Band 8 or above) and 87 per cent of senior executive service appointments (SES 1 – SES 4).

Senior staff by gender (Band 8 and above)

Female 28%

Male 72%

Senior staff by gender (Band 8 and above)

40

Senior Executive Service by gender

Female 13%Male 87%

Senior Executive Service by gender

The chart overleaf identifies the number of employees by gender within each band. A clear crossover occurs between bands six and seven and a significant discrepancy exists between males and females at senior levels.

Treasury has more males working full-time than females (124 males compared to 93 females); and significantly more females working part-time than males (76 females compared to 4 males).

Males working part-time made up just one per cent of our workforce, a decrease from two per cent as at 30 June 2015.

Males and females working full-time or part-time

41

Male and female employees by band

In response to the identified gender imbalance, Treasury has established a corporate priority of improving the representation of women in leadership positions within the Department, by setting a target of 50/50 by 2020.

To achieve this objective, strategies were implemented to identify any systemic and/or cultural barriers that may exist at Treasury along with mechanisms to improve the participation of women at senior levels, with the aim of building a more diverse and agile workforce. In May 2016, Treasury conducted a gender equity survey of all staff, with results feeding into focus group discussions in June and July 2016. A Women in Leadership Action Plan will be prepared in early 2016-17 to support achievement of the Department’s target.

Band

1

Band

2

Band

3

Band

4

Band

5

Band

6

Band

7

Band

8

Band

9

Cade

ts

Gra

duat

es

SES

Leve

l 1

SES

Leve

l 2

SES

Leve

l 3

SES

Leve

l 4

Secr

etar

y0

5

10

15

20

25

30

35

40Males and female employees by band

Female Male

Num

ber o

f em

ploy

ees

Disability Access PlanAs we work towards completion of our current Disability Access Plan 2014 – 2017, we remain committed to the vision of a community in which people with disability are able to contribute to and participate in Treasury as full and equal citizens. To support this vision, we have taken a proactive step in advertising all roles in Treasury as ‘flexible’, and documented in our position statements that we will readily consider proposals to reduce hours, under take hours flexibly or with an altered work pattern. Our inclusive approach to employment and retention of staff improves accessibility to all of Treasury’s roles for both external and internal candidates.

Leave statisticsWe support our employees to achieve work /life balance by actively encouraging leave to be taken as it is accrued, rather than allowing leave balances to build.

Treasury’s annual leave liability has remained fairly constant over the past few years. The liability per FTE for 2015-16 was 15.8 days compared to 15.4 days for 2014-15. The average number of sick days per FTE decreased to 6.6 days in 2015-16, from 8.2 days in 2014-15.

42

Average sick leave (per FTE)

2010-11 2011-12 2012-13 2013-14 2014-15 2015-165

6

7

8

9

10

Average sick leave (per FTE)

Days

Learning and development

In 2015-16, we focused on developing staff through a new knowledge-sharing series and continued to support staff rotation opportunities, which increased organisational agility and delivered highly skilled, well-rounded Treasury officers.

Our corporate learning program supports Treasury’s Corporate Directions, and is aligned with our values-based culture. In 2015-16, we achieved an average of 16.2 hours of training per employee, at an average investment of $472 per person.

Key L&D deliverables in 2015-16

• Developed a revised framework for learning and development outlining our approach to learning at Treasury.

• Implemented training for staff and managers on recognising and responding to violence against women, and family violence, in order to support our aim to become a White Ribbon accredited workplace.

• Increased our focus on actively and effectively engaging with stakeholders through targeted training to support continuous improvement.

• Continued to develop our baseline skills and organisational capacity against the core technical competencies of output management, critical thinking, writing development and data and charting skills.

• Promoted the importance of minimising sedentary work postures through targeted ergonomics training that is designed to increase movement at work.

• Worked collaboratively with other agencies in order to deliver internal baseline management skills development workshops for new and existing managers.

• Encouraged greater on the job learning opportunities by establishing a knowledge sharing program, delivered by internal experts.

43

Performance management

The focus of our performance management system continues to be on the quality of the discussion between an employee and their super visor. In our 2015 People Matter employee survey results, 97 per cent of employees who responded agreed that their workgroup always tries to improve its performance.

Treasury’s performance management system has been established for a number of years, with employees under taking a formal performance review and development discussion in July/August each year, with a shorter six monthly performance discussion in January/February.

All permanent employees, including fixed term employees with contracts in excess of three months are required to participate in our performance management system. As at 30 June 2016, 99 per cent of performance reviews had been completed.

During performance discussions, key performance goals are developed for each employee within the context of government priorities, agency strategies, branch operating plans and the statement of duties. Employees are assessed across Treasury’s core competency framework and expected workforce behaviours are discussed during reviews. Staff have the opportunity to provide upward feedback on their manager’s leadership and people management skills during the July/August discussion. Where any disagreement arises, an internal review system is available to resolve issues identified.

Employee learning and development needs are discussed during performance reviews, with needs collated and met centrally through Treasury’s corporate training program.

Cadet and Graduate Programs

Our Cadet and Graduate Programs provide opportunities for recent school leavers and graduates, wanting to pursue a career with Treasury. Through a combination of work experience and formal study, cadets and graduates gain exposure to our broad responsibility areas and have access to ongoing training and skills development.

Cadets study a relevant undergraduate degree in the areas of business, finance, public policy, or economics and rotate across Treasury branches every twelve months.

Graduates gain work experience whilst studying post graduate accounting qualifications. Graduates are exposed to areas of economic and financial management and public policy through a series of a rotations in the Budget and Finance Division, over a three year period.

Applications for our cadet and graduate programs are advertised on www.jobs.tas.gov.au. Cadets and graduates receive mentoring and time off for study, class attendance and exams.

Annie Abbott

Annie started at Treasury in November 2015 and is currently completing her CPA as part of Treasury’s graduate program. In 2015-16 Annie participated in the development of the 2016-17 State Budget and the preparation of budget papers. Outside of work, Annie is part of a women’s competitive sailing team.

Bec Couacaud

Bec joined Treasury in November 2013 and is currently completing her CPA. Bec is involved in the administration of Finance-General and Treasury’s corporate budgets, as well as the preparation of the

44

http://www.jobs.tas.gov.au/

financial statements. As well as studying, working at Treasury and raising two young children, Bec also runs a graphic design business.

Brad Watchorn

Since joining Treasury in February 2014, Brad has rotated through a number of roles in the Budget and Finance Division. He is currently involved in preparing daily investment decisions for Finance-General and, outside of Treasury, is a board member of Music Tasmania.

Elizabeth Eaves

Elizabeth started at Treasury in February 2016 and is studying her CPA. Elizabeth is involved in the preparation of the whole-of-government financial reports, including the 2015-16 Preliminary Outcomes Report. In Elizabeth’s spare time, she enjoys spending time with her family, travelling and going to the beach.

Employee health, safety and wellbeing

Treasury continues its focus on improving the safety, health and wellbeing of our employees and maintaining a positive safety culture.

Key WHS activities in 2015-16 included the completion of a surveillance injury management program audit by WorkCover Tasmania. The audit found the Department’s Injury Management Program is comprehensive and supported by internal procedures, staff awareness and education. Treasury has a demonstrated commitment to early intervention and return to work. Opportunities for improvement identified in the audit have been completed.

Additionally, Treasury adopted a more targeted approach to assist employees to proactively manage the risk of sedentary work postures. Our aim was to communicate the range of available strategies that can assist to minimise the risks associated with sedentary work at an organisational, branch and individual level.

We also wanted to support senior leaders and employees to identify and implement strategies to promote improved work practices and cultural change, focusing on moving more and sitting less. Activities included provision of information about the management of risks associated with sedentary work; an organisation-wide roll out of a mandatory online WHS ergonomic postures training module; a pilot program for providing shared height adjustable desks within workgroups; development of stretching videos; targeted training for the Corporate Management Group and Health and Safety Representatives; and provision of a wide range of internal resources to promote individual postural change.

Work Health and Safety Strategic Plan 2016-18

In 2015-16, the Executive Committee reviewed the Department’s safety priorities as part of its annual strategic safety planning and confirmed five safety priorities for the Department.

The priorities documented in the Work Health and Safety Strategic Plan 2016-18 are to:

• maintain and develop managers’ safety leadership capability;• integrate safety, health and wellbeing systems;

45

• consistently apply proactive safety risk management principles;• reduce the impact of injury and illness; and• enhance overall health and wellbeing.

Promoting a healthy workplace

Treasury maintains a health and wellbeing program in accordance with Employment Direction 23 – Workplace Health and Wellbeing, incorporating the plan into our overall work health and safety strategy. One of our five key safety priorities is to enhance the overall health and wellbeing of our employees. Our objective is to continue to promote a workplace environment and culture that supports healthy lifestyle choices. We do this through development of health and wellbeing action plans which are proactive and targeted to the key focus areas of physical activity, nutrition and mental health.

During 2015 – 2016, a range of health and wellbeing activities and initiatives were under taken including our annual my health day, which focused on minimising the risks of sedentary posture and raising awareness about mental health issues. Other activities have included a number of external guest speakers talking about a wide range of health and wellbeing related topics, coordination of lunchtime physical activity programs, health checks (including musculoskeletal checks), and general health and wellbeing information and referral.

White RibbonObtaining White Ribbon workplace accreditation has been a major focus for Treasury during the past year.

An extensive range of activities were under taken to demonstrate our commitment to the 15 White Ribbon criteria. Highlights have included:

• co-hosting the walk against violence held on 25 November 2015;• extensive policy and procedure review and development including the implementation of new Family

Violence Support guidelines and associated fact sheets and websites;• an Occupational Violence Safety Risk Assessment;• the development and roll out of a White Ribbon on-line module to provide baseline training that is

optional for employees and mandatory for managers;• a range of internal presentations to Treasury staff, from the White Ribbon Reference Group, the

Executive Team and White Ribbon Ambassadors;• facilitating a change to the Treasurer’s Instructions and template contracts to ensure there is zero

tolerance towards violence in relation to contractors across whole-of- government; and• active participation in the White Ribbon campaign through participation in a wide variety of inter-

government, external and internal events.

Treasury will receive feedback on our accreditation application in November 2016, and will continue to focus on activities to maintain our White Ribbon accreditation in 2016-17 and coming years.

It’s in the bag!

Treasury’s ‘Share the Dignity – it’s in the bag’ initiative resulted in 55 bags full to the brim of donated personal items for distribution to women’s shelters. In May 2016, two Treasury representatives attended the inaugural DigniTEA event which coincided with International

Menstrual Hygiene Day and aimed to raise awareness about the daily challenges that homeless women face

46

each day in our community, often resulting from family violence events. A Treasury representative spoke about our accreditation process with White Ribbon and why we became involved in the Share the Dignity initiative.

Ethical conduct of staffEarning and sustaining a high level of public trust is very important. 99 per cent of our employees who responded to the People Matter employee survey in 2015 agreed that acting with integrity is critical to maintaining the public’s trust. The survey also indicated that Treasury staff have a high level of confidence that there are procedures and systems in place to assist in avoiding conflicts of interest or engaging in improper conduct.

During 2015-16, a training presentation in ethical decision making and acting with integrity was developed by the Human Resources Branch, which will be delivered to all Treasury staff in 2016-17. Whilst serving as a reminder of our responsibility to act ethically, in accordance with the State Service Act 2000, and internal policies, the training also meets our responsibilities under the Integrity Commission Act 2009 to provide our staff with training and education on the role of the Commission and avoiding misconduct.

Treasury Social ClubTreasury’s social club has grown in numbers and expanded the range of activities it offers over the past year. The Club continued to contribute to making Treasury a more inclusive and enjoyable place to work, by providing staff with a relaxed and casual space to socialise away from day-to- day work responsibilities.

Some highlights of 2015-16 included delivering a revamped intranet site for the club, a successful quiz night and running a photography competition for staff, which revealed a pool of talented photographers. These events were in addition to the Club’s usual sporting activities, barbecues and the annual Christmas function.

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 2015-16, we raised just over $4 000 for eleven charities.

Charity DonationAsthma Foundation Tasmania $359Cure Brain Cancer Foundation $404Lifeline Tasmania $344The W. P. Holman Clinic $340Epilepsy Tasmania $368White Ribbon $425Hobart Legacy Inc $326SPEAK UP Stay ChatTY! $434Loui’s Van $313Annie Kenney Young Women’s Refuge $358

Chatter Matters Tasmania $355

Total $4 026

47

Throughout December 2015, Treasury participated in the Salvation Army Christmas Food Appeal and provided the largest donation by the Department to date. The Appeal provides assistance during a time of year when the Salvation Army faces a huge demand for its services as many people turn to it for support.

Employee participation in industrial relations matters

Treasury has a range of representative forums and consultation activities that provide regular opportunities for staff to contribute to decision-making and to put forward their views on employment matters. These include the WHS Committee, the Learning and Development Committee, the Values team, the White Ribbon Reference Group and a range of specific advisory and focus groups. The Executive Committee also hold open forums with staff on a regular basis.

In addition to the annual People Matter survey, Treasury has also administered a gender equity questionnaire seeking feedback from staff on their views. Outcomes will be factored into forward planning as we work to increase the representation of women in leadership.

We consult with staff and actively consider relevant health and safety matters when there are likely to be changes to the workplace that impact on individuals and/or employment conditions.

Internal grievance procedures

An internal grievance resolution procedure is available to all staff. This is based on principles that ensure grievances will be dealt with promptly and fairly and that employees will be treated with care and respect.

Appeals process

An employee may seek a review, by the Tasmanian Industrial Commission, of an administration action made by Treasury. During 2015-16, one review was referred to the Commission. This matter is now resolved.

48

LEGISLATION

Legislation administered

As at 30 June 2016, Treasury administered 69 pieces of legislation, either in whole or in part, as follows:

Audit Act 2008

Business Undertakings Assistance Act 1984

Charter of Budget Responsibility Act 2007

Commonwealth Places (Mirror Taxes Administration) Act 1999

Competition Policy Reform (Tasmania) Act 1996

Consolidated Fund Appropriation Act (No. 1) 2014






Consolidated Fund Appropriation (Supplementary Appropriation for 2015-16) Act 2016

Corporations (Tasmania) Act 1990 (in so far as it relates to the superannuation entitlements of transferred members of the Australian Securities Commission)

Decimal Currency Act 1965

Director of Public Prosecutions Act 1973 (in so far as it relates to the superannuation entitlements of the Director of Public Prosecutions)

Duties Act 2001

Electricity Reform Act 2012

Economic Regulator Act 2009

Electricity Companies Act 1997

Electricity Supply Industry Act 1995 (Part 2 and Divisions 3, 4, 5, 6, 8A and 10 of Part 3)

Employment Incentive Scheme (Payroll Tax Rebate) Act 2009

Fee Units Act 1997

Financial Agreement Act 1994

49

Financial Management and Audit Act 1990

Financial Sector Reform (Tasmania) Act 1999

First Home Owner Grant Act 2000

Gaming Control Act 1993

Government Business Enterprises Act 1995

Government Business Enterprises (Sale) Act 2003

Governor of Tasmania Act 1982 (in so far as it relates to the superannuation entitlements of the Governor)

Homes Act 1935 (in so far as it relates to the lending of funds for home ownership)

Homes (Sale of Mortgages) Act 1993

Judges’ Contributory Pensions Act 1968

Land Tax Act 2000

Land Tax Rating Act 2000

Liquor Licensing Act 1990

Local Government (Rates and Charges Remissions) Act 1991

Mutual Recognition (Tasmania) Act 1993

National Taxation Reform (Commonwealth State Relations) Act 1999

New Tax System Price Exploitation Code (Tasmania) Act 1999

Parliament Square Planning Permit Act 2012

Parliamentary Salaries, Superannuation and Allowances Act 2012 (in so far as it relates to the superannuation entitlements of members of Parliament)

Payroll Tax Act 2008

Public Account Act 1986

Public Sector Superannuation Reform Act 1999

Public Sector Superannuation Reform Act 2016

Public Works Committee Act 1914 (in so far as it relates to the conditions precedent to commencing public works)

Public Works Construction Act 1880

Repeal of Regulations Postponement Act 2015

Retirement Benefits Act 1993

Retirement Benefits (State Fire Commission Superannuation Scheme) Act 2005

50

Retirement Benefits (Tasmanian Ambulance Service Superannuation Scheme) Act 2006

Solicitor-General Act 1983 (in so far as it relates to the superannuation entitlements of the Solicitor-General)

State Grants Commission Act 1976

Subordinate Legislation Act 1992

Tamar Valley Power Station Act 2008

Tasmanian Public Finance Corporation Act 1985

Taxation Administration Act 1997

TOTE Tasmania (Sale) Act 2009

Trans-Tasman Mutual Recognition (Tasmania) Act 2003

Treasury (Borrowing) Act 2016

TT-Line Gaming Act 1993

Unclaimed Money Act 2015

Unclaimed Moneys Act 1918

Water and Sewerage Corporation Act 2012

Water and Sewerage (Community Service Obligation) Act 2009 (No. 41 of 2009)

Water and Sewerage Industry Act 2008 (Subdivision 3 of Division 1, 5 of Part 4 and sections 88 and 111)

1 This list does not include legislation that was introduced during 2015-16, but was not enacted before the end of the financial year.

51

Legislation enacted in 2015-16

During 2015-16, 11 pieces of legislation, listed below, were prepared by Treasury and enacted1.

Consolidated Fund Appropriation Act (No.1) 2015 (Royal Assent on 13 July 2015)

This Act made provisions for the appropriation of $3 774 391 000 from the Consolidated Fund for the services of Government for the financial year ending 30 June 2016, and authorised the Treasurer to borrow money on behalf of the State.

Consolidated Fund Appropriation Act (No.2) 2015 (Royal Assent on 13 July 2015)

This Act made provisions for the appropriation of $28 240 000 for the services of Parliamentary and independent agencies for the financial year ending 30 June 2016, and authorised the Treasurer to borrow money on behalf of the State.

Charter of Budget Responsibility Amendment Act 2015 (Royal Assent on 13 October 2015)

This Act amended the Charter of Budget Responsibility Act 2007 to put into effect commitments made by the Government during the 2014 House of Assembly election, which include six principles of sound fiscal management and to require the publication of a report on the sustainability of the State’s finances.

Unclaimed Money Act 2015 (Royal Assent on 2 November 2015)

This Act replaced the Unclaimed Monies Act 1918 and modernises the legislation to ensure the administration of unclaimed money is economical, efficient and effective.

Parliament Square Planning Permit Act 2015 (Royal Assent on 13 October 2015)

This Act amended the Parliament Square Permit Act 2012 to provide the developer with opportunity to seek further planning permits, within the boundaries of the Act, while clearly maintaining the opportunity for public scrutiny and review.

Liquor Licensing Amendment Act 2015 (Royal Assent on 8 December 2015)

This Act amended the Liquor Licensing Act 1990 to: align with the Tasmanian Alcohol Action Framework; provide administrative efficiencies and greater transparency across the licensing and permit process; improve flexibility and effectiveness in compliance and enforcement; strengthen consumer responsibilities; and provide greater clarity to industry, the regulatory bodies and Tasmania Police.

52

Consolidated Fund Appropriation (Supplementary Appropriation for 2015-16) Act 2016 (Royal Assent on 15 April 2016)

This Act provided for a supplementary appropriation from the Consolidated Fund, in accordance with the Public Account Act 1986, for material increases in recurrent services and works and services expenditure, which was not included in the 2015-16 Budget.

Consolidated Fund Appropriation Act (No. 1) 2016 (Royal Assent on 29 June 2016)

This Act made provisions for the appropriation of $3 960 194 000 from the Consolidated Fund to meet recurrent and works and services expenditure of Government for the financial year ending 30 June 2017.

Consolidated Fund Appropriation Act (No. 2) 2016 (Royal Assent on 29 June 2016)

This Act made provisions for the appropriation of $29 380 000 from the Consolidated Fund for recurrent expenditure requirements of Parliamentary and statutory offices for the financial year ending 30 June 2017.

Public Sector Superannuation Reform Act 2016 (Royal Assent on 17 June 2016)

This Act formalises the new administration arrangements for the provision of public sector superannuation in Tasmania. These new arrangements provide for the transfer of all current Retirement Benefits Fund accumulation members and associated investments to a new default superannuation fund, with the defined benefit schemes to be managed under new governance arrangements within the Government.

Treasury (Borrowing) Act 2016 (Royal Assent on 29 June 2016)

This Act ensured that the Treasurer’s borrowing powers are explicitly conferred by legislative authority.

DISCLOSURES AND APPEALS

Public interest disclosures

The Public Interest Disclosures Act 2002 encourages and facilitates disclosures about any improper conduct of public officers or public bodies and protects public officers who make disclosures regarding such conduct. Treasury will afford natural justice to all parties involved in the investigation of a disclosure. Treasury is committed to the aims and objectives of the Public Interest Disclosures Act. We recognise the value of transparency and accountability in our administrative and management practices.

53

We support the making of disclosures that reveal corrupt conduct, conduct involving substantial mismanagement of public resources or conduct involving a substantial risk to public health and safety or the environment.

In 2015-16, Treasury did not receive any disclosures or referred public interest disclosures. Treasury also did not determine, refer or investigate any public interest disclosures in 2015-16.

Treasury’s Public Interest Disclosure Procedures were prepared in accordance with Guidelines and Standards published by the Tasmanian Ombudsman. The Procedures are available under the “About Us” section of Treasury’s website www.treasury.tas.gov.au and are reviewed by the Ombudsman every three years.

Appeal of decisions

Legislation administered by our Department contains various provisions for the appeal of Departmental decisions. The legislation provides direction in relation to the right of appeal and the process available for appeal.

Under the Taxation Administration Act 1997, taxpayers may lodge an objection against a decision of the Commissioner of State Revenue. Similar provisions exist for recipients of grants under the First Home Owner Grant Act 2000 and claimants under the Employment Incentive Scheme (Payroll Tax Rebate) Act 2009. If the person is dissatisfied with the independent internal review of a decision, the Tasmanian legal system provides the right of review/appeal by the Administrative Appeals Division of the Magistrates Court or by the Supreme Court of Tasmania.

Under the Gaming Control Act 1993, a person aggrieved by certain decisions of the Tasmanian Liquor and Gaming Commission may appeal to the Supreme Court of Tasmania. Where an exclusion on wagering has been applied, if the 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 Tasmanian Liquor and Gaming Commission against a decision by the Commissioner for Licensing in respect to:

• a refusal to grant a liquor permit;• conditions on a liquor licence or liquor permit;• a refusal to give any approval;• the cancellation or variation of a liquor permit;• the suspension or cancellation of a liquor licence, or the variation of a special licence;• any requirement in a notice given to a licensee to comply with a direction; and• a decision that a person is not qualified to hold a liquor licence.

A decision by the Commission is final and without appeal. Where there is a right to appeal associated with a decision, the right to appeal and the process is outlined when the decision is communicated. Further information is available from the relevant sections of our website.

ReviewsAs part of the Tasmanian Forest Intergovernmental Agreement, funding is provided to Forestry Tasmania to support a number of activities, including $4.8 million for rescheduled harvesting and $2 million for plantation

54

http://www.gaming.tas.gov.au/


management. This arrangement has been reviewed in 2015-16 and is considered to have met the intended objectives. For further information, see Forestry Tasmania’s Annual Report and Sustainable Forest Management Data Tables on Forestry Tasmania’s website.

COMMUNITY 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; and• provides concessions for those pensioner customers on the Islands.

In 2015-16, the value of the claims totaled $9.3 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; and• assets for represented persons with a gross asset value of less than $100 000.

In 2015-16, 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 2015-16, electricity concessions totaled $41.7 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 distributed by Communities, Sport and Recreation, located within the Department of Premier and Cabinet, and the Department of Health and Human Services, are as follows:

55

http://www.sro.tas.gov.au/


http://www.forestrytas.com.au/

• 25 per cent for the benefit of sport and recreation clubs;• 25 per cent for the benefit of charitable organisations; and• 50 per cent for the provision of research into gambling, services for the prevention of compulsory

gambling, treatment or rehabilitation of compulsive gamblers and community education concerning gambling.

In 2015-16, Community Support Levy funding of:

• $1 176 438 was provided to Communities, Sport and Recreation; and• $ 3 102 022 was provided to DHHS.

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 2016, we levied fees and charges in accordance with the provisions of one Act and nine Regulations:

Gaming Control Act 1993

Duties Regulations 2011

Economic Regulator Regulations 2010

Electricity Supply Industry Regulations 2008

Gaming Control Regulations 2014

Land Tax Regulations 2010

Liquor Licensing (Fees) Regulations 2015

Retirement Benefits Regulations 2005

Retirement Benefits (Parliamentary

Superannuation) Regulations 2012

Taxation Administration Regulations 2010

These fees and charges are subject to the Fee Units Act 1997 and were revised and gazetted in accordance with the provisions of that legislation on 30 March 2016.

ASSET MANAGEMENTTreasury per forms the function of building owner for the Government owned office accommodation portfolio through the Statutory Maintenance and Office Works Program. In total for 2015-16, $671 330 was expended under this Program. The majority ($505 000) of this Program provided funding to enable the necessary

56

maintenance activities required by the Building Code of Australia, and legislation such as 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 2015-16, under this Program, we under took minor stonework repairs at 21 Murray Street and minor external painting at the St John Street Public Buildings in Launceston. Preparation works were also under taken to enable tendering of major projects in 2016-17.

PROCUREMENTAll government agencies under take procurement activity in accordance with a series of Treasurer’s Instructions. Treasury ensures that procurement is under taken in accordance with the mandatory requirements of the Treasurer’s Instructions, including that Tasmanian businesses are given every opportunity to compete for our business. It is our policy to support Tasmanian businesses whenever they offer the best value for money for the Government.

Below is a summary of the level of participation by local businesses for contracts, tenders and/or quotations with a value of $50 000 or over (excluding GST).

Contracts issued specifically for Treasury use only

Common Use Contracts

All contracts issued by Treasury including Common Use Contracts

Total number of contracts awarded 11 20 31

Total number of contracts awarded toTasmanian businesses

4 20 24

Value of contracts awarded1 $2 551 394 $24 581 500 4 $27 132 894

Value of contracts awarded to Tasmanian businesses1

$322 7472 $24 581 500 $24 904 2472

Number of tenders called and/or quotation processes run 9 2 11

Total number of bids and/or written quotations received

46 37 83

Total number of bids and/or written quotations received from Tasmanian businesses

18 31 49

1 In accordance with the requirements of the Treasurer’s Instructions, the values in this Table do not include the value of options to extend nor GST.

2 As individual contactor sales/purchase orders under a panel arrangement, established in relation to the

57

http://http://www.treasury.tas.gov.au/domino/dtf/dtf.nsf/v-ti/pc#Procurement_and_Disposal

http://http://www.treasury.tas.gov.au/domino/dtf/dtf.nsf/v-ti/pc#Procurement_and_Disposal

provision of executive search advisory services (which resulted in three contracts being awarded, one to a Tasmanian supplier) are not guaranteed, individual contract values are not able to be determined for that procurement. A zero value has been attributed to all suppliers and a value for Tasmanian businesses has not been included in this total.

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 contract Period of contract Total value of contract

(excluding GST)1

Watermark SearchInternational(New South Wales)

Provision of services forrecruitment

2 September 2015(one off purchase)

$85 000

Construction 3 Pty Ltd(Tasmania) Tasprint Pty Ltd (Tasmania)

Parliament House MinorInternal Refurbishment Multi-Function Printing Devices

27 June 2016 to5 August 20163 August 2015 to3 August 2019

$50 190

$220 000

Heritage Stone Pty Ltd(Tasmania)

Stonework repairs tothe Deeds Building,21 Murray Street, Hobart

5 October 2015 $52 557

Jardine LloydThompson Pty Ltd(Tasmania)

Tasmanian Risk ManagementFund – Fund AdministrationAgent

1 July 2015 to 30 June 2018Plus option to extend 1July 2018 to 30 June 2022

$4 581 500

$6 108 666

58

Information and Communications Technology

Hardware C150 Contract

• Anderson Morgan (Tasmania)• Annitel Limited (Tasmania)• CGI Technologies and Solutions Australia Pty Ltd

(Tasmania)• Contact Electrical Pty Ltd (Tasmania)• Data #3 Limited (Tasmania)• Electroboard Solutions Pty Ltd (Tasmania)• FujiXerox Business Centre (Tasmania)• Harvey Norman Business & Education (Tasmania)• Intuit Technologies (Tasmania)• IRIS Computing Pty Ltd (Tasmania)• MAC1 Pty Ltd (Tasmania)• NextByte Pty Ltd (Tasmania)• Office Max Australia Pty Ltd (Tasmania)• Park Lane Information Technology Pty Ltd

(Tasmania)• Phil Hughes’ Office Solutions (Tasmania)• Principal Computers Pty Ltd (Tasmania)• Ricoh Australia Pty Ltd t/a Ricoh Business Centre

(Tasmania)• Staples Australia Pty Ltd (Tasmania)• Vantage Systems Pty Ltd (Tasmania)

1 January 2016 to 31

December 2017

Plus option to extend

1 January 2018 to

31 December 2021

See note 2

Executive Search Agent Panel for GovernmentBusiness Board AppointmentsWatermark Search International (New South Wales)McArthur (Victoria)KPMG (Tasmania)

15 August 2015 to14 August 2018Plus option to extend15 August 2018 to14 August 2020

See note 3

59

1 In accordance with the requirements of the Treasurer’s Instructions, the values in this table, include the value, or estimated value, of any possible option to extend.

2 The estimated value of the Information & Communications Technology Hardware C150 Contract is $20 million (and the value of options to extend is $40 million). As individual contractor sales are not guaranteed under this panel arrangement, individual contract values are not shown.

3 The estimated value of the Executive Search Agent Panel for Government Business Board Appointments contract is $493 500 (and the value of options to extend is $329 000). As individual contracts are not guaranteed under this panel arrangement, individual contract values are not shown.

Consultancies awardedThe following table provides detailed information on consultancies with a value of $50 000 or over (excluding GST).

Name of consultant (and location of consultant)

Description of consultancy Period of consultancy

Total value of Consultancy (excluding GST)1

PricewaterhouseCoopersSecurities Ltd (Victoria)

Reform of Tasmanian Public SectorSuperannuation – specialist advice

1 October 2015 to 30 June 2018

$358 000

Landers and Rogers(Victoria)

Reform of State of Tasmania Public Sector Superannuation – Contract for Legal Services

18 August2015 (one off purchase)

$227 500

Deloitte AccessEconomics(New South Wales)

Economic Impact of Proposals relating to the Conduct of Casino and Gaming Operations

15 July 2015 (one off purchase)

$136 647

Gresham Advisory partners Limited (Victoria) & Indufour Asia Pacific Ltd, (New Zealand)

A Plantation Sale Adviser is required to assist the Government with the sale of part or all of Forestry Tasmania’s plantations.

1 March 2016 to1 March 2017

$928 000

1 In accordance with the requirements of the Treasurer’s Instructions, the values in this Table, include the value, or estimated value, of any possible option to extend.

Direct/limited procurement

Treasurer’s Instructions 1114 and 1217 provide Heads of Agencies with the discretion, where specified circumstances exist, to approve the direct sourcing or seeking of limited submissions from a supplier or suppliers without the need to seek quotations or call for tenders.

During 2015-16, no contracts were awarded under TI 1217 as a result of a limited submission sourcing process.

60

The following Table provides details of contracts awarded by Treasury as a result of a direct sourcing process approved in accordance with TI 1114.

Name of supplier Description of contract Reasons for approval Total value of contract1

PricewaterhouseCoopersSecurities Pty Ltd²

Provision of specialist superannuationadvice in relation to the reformof public sector superannuation

PwC has built up considerable knowledge during previous stages and engaging another consultancy firm would involve considerable additional cost and time in order for the firm to acquire the knowledge and understanding that PwC has obtained.

$385 000

1 In accordance with the requirements of the Treasurer’s Instructions, the values in this Table include the value, or estimated value, of any possible option to extend.

² This contract was reported in the Department of Treasury y and Finance’s 2014-15 Annual Report due to the exemption being granted in accordance with TI 1114 in 2014-15. Despite the exemption being granted in the prior year, contract negotiations took some time to finalise and were not finalised until 2015-16, at which time the contract value was significantly more than previously reported (the contract was reported as valuing $100 000 in the 2014-15 Annual Report .

Contract extensionsUnder Treasurer’s Instruction 1115(2), a Head of Agency may approve the extension of a contract, outside the terms of the original contract, for a period of no longer than one year, where the provisions of relevant free trade agreements do not apply and the extension does not include a significant expansion to the scope of the original contract. An extension may be approved where, due to exceptional circumstances, it is required to enable a full procurement process to be properly under taken or where other exceptional circumstances exist that justify the extension.

No contracts were extended under this provision in 2015-16.

61

Exemptions approved during 2015-16 in relation to disaggregated 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 2015-16.

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. No such confidentiality provisions were included in contracts awarded by our Department in 2015-16.

Treasurer’s Instructions exemptionsAll Government agencies under take procurement activity in accordance with the Treasurer’s Instructions. There are some circumstances in which the Secretary of the Department of Treasury and Finance can, where appropriate grounds exist, grant an exemption to an agency from the requirement to meet certain Treasurer’s Instructions.

TI 1207 provides that only prequalified contractors, where available categories of prequalification exist, may be engaged to undertake building and construction/roads and bridges works, unless otherwise approved under TI 1207(7). In addition, in accordance with TI 1216, where available categories exist, only prequalified building and construction consultants may be engaged unless otherwise approved under TI 1216(4).

No exemptions pursuant to TI 1207(7) and TI 1216(4) were approved during 2015-16.

Common use contractsCommon use contracts are established by our Department for the supply of goods and services to all inner-Budget agencies. Some common use contracts can also be used by Government Business Enterprises, State-owned Companies, statutory authorities, local government and other community based organisations approved by Treasury.

Information and Communications Technology Hardware (C150) Contract

The Information and Communications Technology Hardware Contract is for the supply of a specific range of information, communication and technology hardware and support services for use by government agencies.

The Information and Communications Technology Hardware Contract is a two year panel arrangement, with a further two, two year extension options. The first two year term expires on 31 December 2017.

Fleet Management Agreement

The Fleet Management Agreement is currently held by LeasePlan Australia Pty Ltd for the provision of an extensive range of fleet management services for the Tasmanian Government. The second, three year option to extend the Fleet Management Agreement, commenced on 1 May 2016. The Fleet Management Agreement expires on 30 April 2019, with no further extension options. Preparations to renew this contract will

62

commence in mid-2017.

Advertising – Print Media Services for Vacancy Notices, Tenders and Public Notices

The Advertising – Print Media Services contract for the placement of government vacancy notices, tenders and public notices in the Tasmanian newspapers. The three year extension option under the existing contract, held by Gray Matters, was exercised during 2015-16. Gray Matters’s contract now expires on 31 March 2019.

Leasing Finance Facility

The whole of government operating finance lease facility for ICT equipment, photocopiers and other electronic office equipment is held by the Commonwealth Bank of Australia. During 2015-16, the first, two year extension option to this contract was exercised. The contract now runs to 28 February 2018 and has one further extension option of two years.

Vehicle Hire and Drive (V675) Contract

The Vehicle Hire and Drive Contract is for the supply of vehicle hire services to the Tasmanian Government, within the state and throughout Australia. A competitive tender process was under taken during this financial year, with a contract yet to be formally awarded.

63

SUPERANNUATION CERTIFICATE

I, Tony Ferrall, Secretary, Department of Treasury and Finance, hereby certify that the Department of Treasury and Finance has met its obligations under the Australian Government’s Superannuation Guarantee (Administration) Act 1992 in respect of those employees of the Department who are members of the following superannuation schemes to which the Department contributes:

• AJA Super Fund

• AMP Flexible Lifetime

• ANZ Smart Choice

• Australian Super

• Big Black Dog Super Fund

• BT Super for Life

• BT SuperWrap Person Plan

• Care Super Pty Ltd

• CBUS

• Colonial First State

• First State Super

• FSP Super Fund

• Gluskie Superannuation Fund

• Hesta Super Fund

• Hostplus Superannuation Fund

• ING Direct Living Super

• ING Life Ltd

• LGsuper

• MasterKeySuper Five Star

• MLC Mast Super Fundamentals

• Plum Superannuation Fund

• Quadrant Superannuation Scheme

• RBF Tasmania

• REST Superannuation

• Spectrum Super

• Tasplan Employee Super

• Telstra Super

• UniSuper Management

• Voyage Superannuation Management

Tony FerrallSecretary 7 October 2016

64

To view the

2015-16 Financial Statements for the Department,

please download from our website

the full version of our

2014-15 Annual Report

and refer to pages 55 to 140.

Please contact the Department if you need an alternative version.

65


GLOSSARY

Annual leave – entitlement The number of leave days accumulated and available to be takenAnnual leave – accrued The number of leave days accumulated at a given time, but is not yet an

entitlementAnnual leave – liability The sum of the annual leave entitlement and accrual balances. This is the

number of days for which the agency has an obligation to provideBIMS Budget Information Management SystemCMG Corporate Management GroupCOAG Council of Australian GovernmentsCSO Community Service ObligationCPA Certified public accountant qualificationDPAC Department of Premier and CabinetFTE Full-time equivalentGST Goods and Services TaxIT Information technologyICT Information communications technologyNABERS National Australian Built Environmental Rating SystemNDIS National Disability Insurance SchemeNIIS National Injury Insurance SchemePMI Performance Management Inter viewRBF Retirement Benefits FundRTI Right to InformationTascorp Tasmanian Public Finance CorporationTLGC Tasmanian Liquor and Gaming CommissionTI Treasurer’s InstructionWebinar A seminar delivered over the internet (web-based seminar)WHS Work health and safety

66

STATEMENT OF COMPLIANCE

Aids to access PageTable of contents 3Statement of compliance 66Index 69Glossary 65Overview PageCorporate Planning State Service Regulations 2011 s.9(a)(i) 17-29Major initiatives to give effect toGovernment policy

State Service Regulations 2011 s.9(a)(v) 19-29

Report by statutory office holderexcept 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)

2

Organisational Structure PageOrganisational chart State Service Regulations 2011 s.9(a)(ii) 9Organisational structure State Service Regulations 2011 s.9(a)(iii) 9-14Changes to organisational structure State Service Regulations 2011 s.9(a)(iv) 9Statutory and non-statutory bodies State Service Regulations 2011 s.9(d) 15-16Performance information PageFinancial outcomes Treasurer’s Instruction 201(1)(a) 64Performance report State Service Act 2000 s.36(1)(a);

Financial Management and Audit Act 1990 s.27(1)(a)

17-31

Performance measures Treasurer’s Instruction 201 (1)(a)(b)(e) 30-31

Carbon Emissions – climate change and environmental impact initiatives

Government requirement 33-34

Legislation PageLegislation administeredLegislation enacted during the year

State Service Regulations 2011 s.9(d)State Service Regulations 2011 s.9(d)

48-5051

Public access PageAppeals processContact details

State Service Regulations 2011 s.9(c)(iii)State Service Regulations 2011 s.9(c)(ii)

5368

Community awareness State Service Regulations 2011 s.9(c)(i) 54Information disclosure PageRight to information requests Right to Information Act 2009 s.23 and 53 35Public interest disclosures Public Interest Disclosures Act 2002 s.86 52Publications State Service Regulations s.9(c)(i) 34Human resource management PageWorkplace diversity including equal employment opportunities

Workplace Diversity Plan 2014-17; Employment Direction No.3

38

Workplace health and wellbeing Employment Direction No.23 45Disability Action Plan Disability Framework for Action 2012-17 41Ethical conduct of staff Integrity Commission Act 2009 s.32 46Industrial democracy and employee participation

State Service Regulations 2011 s.9(b)(iv) 47

67

Occupational health and safety State Service Regulations 2011 s.9(b)(vi); Employment Direction no.27 s.5(2)

44

Performance management State Service Act 2000 s.36(1)(ba); Employment Direction No.26

43

Superannuation contributions Public Sector Superannuation Reform Act 1999 s.13 63Asset management, risk management and pricing policies

Page Page

Pricing policy Treasurer’s Instruction 201(1)(c) 55Capital projects Treasurer’s Instruction 201(1)(d) 56Risk managementAsset management

Treasurer’s Instruction 201(1)(f )Treasurer’s Instruction 201(1)(g)

11, 32

Debts written off Treasurer’s Instruction 201(1)(h) 64Loss and damage Treasurer’s Instruction 201(1)(i) 64Government procurement Page PageSupport for local business Treasurer’s Instruction 1111(2), 3(a) and (b);

Treasurer’s Instruction 1213(2), (3)(a) and (b)56

Contracts with a value over $50 000 or over

Treasurer’s Instruction 1111(2), 3(a) and (b); Treasurer’s Instruction 1213(2), (3)(a) and (b)

57-59

Limited/direct procurement Treasurer’s Instruction 1111(3)(b)(iv); Treasurer’s Instruction 1213(3)(b)(iv)

59

Contract extensions Treasurer’s Instruction 1111(3)(b)(v) 60Exemptions fromTreasurer’s Instructions

Treasurer’s Instruction 1207(7); Treasurer’s Instruction 1216(4)

61

Confidentiality of GovernmentContracts

Treasurer’s Instruction 1111(3)(b)(vii); Treasurer’s Instruction 1213(3)(b)(vi); Treasurer’s Instruction 1401(9)

61

Contracts where an exemption from the requirement to disaggregate has been approved

Treasurer’s Instruction 1111(3)(b)(vi); Treasurer’s Instruction 1213 (3)(b)(v)

61

Grant management PageReviews Treasurer’s Instruction 719(13) 54

Financial statements PageHead of Agency certification Treasurer’s Instruction 205(1) 64Financial statements Financial Management and Audit Act 1990 s.27(1)

(c) and s.27(2), (3) and (6);Treasurer’s Instruction 201(1)(j);Treasurer’s Instruction 206 (1), (2) and (3)

64

Audit opinion Financial Management and Audit Act 1990 s.27(1) (c); Treasurer’s Instruction 201(1)(k)

64

Significant financial performance directives which affected the achievement of operational objectives

Treasurer’s Instruction 201(1)(a) and (b) 17-31

68

HOW TO CONTACT USArea Contact Details

General Inquiries 21 Murray Street

HOBART, TAS 7000

P: (03) 6166 4444

E: [email protected] www.treasury.tas.gov.au

State Revenue Office Level 3, 80 Elizabeth Street

HOBART, TAS 7000

GPO Box 1374

HOBART, TAS 7000

P: (03) 6166 4400

P: 1800 001 388

(Tas-based callers outside the 62 area)

For email contact, please refer to “Contact

Us” on the SRO website.

www.sro.tas.gov.au

Liquor and Gaming Branch and Tasmanian Liquor and Gaming Commission

Level 2, 80 Elizabeth Street

HOBART, TAS 7000

GPO Box 1374

HOBART TAS 7001

P: (03) 6166 4040

E: [email protected]


www.gaming.tas.gov.au www.liquorlicensing.tas.gov.au

1 Civic Square

LAUNCESTON, TAS 7250

PO Box 972

LAUNCESTON, TAS 7250

P: (03) 6777 2777

Office of the Tasmanian

Energy Regulator

21 Murray Street

HOBART, TAS 7000

GPO Box 770

HOBART, TAS 7001

P: (03) 6166 4422


www.economicregulator.tas.gov.au

69



http://www.liquorlicensing.tas.gov.au/

http://www.liquorlicensing.tas.gov.au/

http://www.gaming.tas.gov.au/







National Injury Insurance Scheme 23, 24

Organisational chart 9

parliament square 6, 8, 13, 19

Performance information 30

Performance management 43

Personal Information Protection Act 13

INDEXAppeal of decisions 53

Asset management 55

Audit and Risk Management Committee 11

Bass Strait Islands Community ServiceObligation 54

Budget development and management 22

Budget Information Management System 6, 19, 22

Charitable support 46

Client View project 6, 21, 27

Commissioner for Licensing 8,14, 53

Commissioner of State Revenue 8, 14, 30, 53

Community assistance 54

Community Support Levy 54

Corporate Direction 17, 18, 19, 11, 29

Corporate Management Group 9, 10

Corporate governance 10

Disability access plan 41

Diversity 39

Economic policy advice 14, 23, 24

Economic regulation 15, 25

Electricity concessions 54

Employees 37

Executive Committee 8, 9, 10

Financial management 13, 22

Fiscal policy and regulatory advice 22

Government businesses 15, 23

Government property and accommodation services 8, 13, 20, 55

Gender diversity 39

GST revenue 11

Intergovernmental financial matters 8, 14, 23

Learning and development 42, 43

Legislation 47, 48, , 49, 50, 51

Liquor and Gaming Commission 15

National Disability Insurance Scheme 23

70

National Injury Insurance Scheme 23, 24

Organisational chart 9

parliament square 6, 8, 13, 19

Performance information 30

Performance management 43

Personal Information Protection Act 13

71

web accessible 2015-16 annual report without …€¦ · web viewin 2015-16, the executive...

Documents