Output Group 1 Support for executive decision-making
The objective of Output Group 1 is to provide services to assist the Premier and Cabinet to make informed decisions and progress high-priority whole-of-government initiatives. This Output Group is delivered through the Policy Division, the Tasmanian Climate Change Office and the Social Inclusion Unit. This group’s Outputs are: - 1.1 Strategic policy and advice - 1.2 Climate change - 1.3 Social inclusion
Department of Premier and Cabinet - Annual Report 2013-14 15 Output 1.1 Strategic policy and advice Overview
This Output assists the Government to achieve its vision for Tasmania by providing high-quality policy services to the Premier and Cabinet. DPAC’s Policy Division leads and supports the development and implementation of whole-of-government processes and policies. It also manages and co-ordinates intergovernmental relations, including Tasmania's response to: the agendas of the Council of Australian Governments (COAG) and the Council for the Australian Federation; Australian Government Parliamentary Committee inquiries; and international treaties. Key activities
The key activities that are delivered under Output 1.1 include: providing high-quality policy services and support to the Premier and Cabinet; leading and supporting the development and implementation of whole-of-government processes and policies; managing and coordinating intergovernmental relations; managing and resolving urgent and immediate priority issues for the Premier; working collaboratively with agencies to understand, deliver, monitor and report on the Premier’s and the Government’s priorities; providing a strategically focussed, inclusive and productive working environment; and supporting Departmental priorities. Summary of the year’s performance
During 2013-14, the Policy Division led on, or contributed to streams of work across a broad spectrum of policy areas, including coordinating initiatives to support Tasmania’s engagement with Asia; forestry; coastal protection and planning; education and skills; health and human services; deregulation; collaboration and collaborative service delivery; infrastructure and the partnership between the University of Tasmania and the Tasmanian Government. The Division played a significant role in supporting the transition to the 48th Government by coordinating whole-of-government briefings for the incoming Premier and working with agencies to implement The first 100 days of the majority Liberal Government Plan. The Division also led on intergovernmental policy issues and completed its departmental priorities within specified timeframes.
16 Department of Premier and Cabinet - Annual Report 2013-14 Major achievements Policy advice
During 2013-14 the Policy Division provided advice on 71 Cabinet Minutes and Draft Cabinet Minutes. Transition to the 48th Tasmanian Government
The Policy Division supported the transition to the 48th Government by coordinating whole-of-government briefings on critical issues and election commitments for the incoming Government and supporting the incoming Premier. This included preparing strategic government issues briefings for the Premier, working with agencies to implement The first 100 days of the majority Liberal Government Plan, and monitoring progress of the implementation. Tasmania in the Asian Century
The Policy Division developed and coordinated a number of initiatives to support Tasmania’s engagement with Asia, including establishing the Asia Institute Tasmania in collaboration with the University of Tasmania. Coastal protection and planning
The Policy Division progressed the Coastal Protection and Planning Framework, including completion of the Tasmanian Coastal Policy Statement and drafting a high level Action Plan. The Action Plan identifies initiatives required to give effect to the Policy Statement and address identified policy gaps, for example coastal hazards risk management. Forestry
The Policy Division worked with the Department of Primary Industries, Parks, Water and Environment (DPIPWE) and the Department of Infrastructure, Energy and Resources (DIER) to support implementation of the Tasmanian Forestry Agreement and develop the Forestry (Rebuilding the Forest Industry) Bill 2014. University of Tasmania and Tasmanian Government Partnership Agreement
The Policy Division supported the Partnership Management Group and associated working groups under the University of Tasmania and Tasmanian Government Partnership Agreement. A key output of this work was developing a pilot project to increase educational attainment and retention in the Huon Valley. This project, entitled ‘Bigger Things,’ is a collaborative effort involving the University and the Department of Education (DOE) and will run for five years. Intergovernmental relations
The Policy Division coordinated Tasmania’s position and provided briefings for the Premier and Secretary of DPAC for two COAG meetings, three Council for the Australian Federation meetings, and nine Senior Officials Meetings and associated Deputy Senior Officials Meetings. The Division led and coordinated performance reporting to the COAG Reform Council on National Agreements and National Partnerships arising from the Intergovernmental Agreement for Federal Financial Relations and the COAG Reform Agenda. It also coordinated Tasmania’s input into the Productivity Commission’s annual Report on Government Services.
Department of Premier and Cabinet - Annual Report 2013-14 17 The Division represented Tasmania in a range of national forums that met to discuss matters of national importance, including deregulation, infrastructure, environmental approvals, federalism and tax reform. The Division considered 128 requests for input into inquiries of the Tasmanian and Australian Parliaments and coordinated a number of whole-of-government submissions. The Division also considered 77 requests for advice on Australia’s international agreements and treaties, 33 of which required substantive responses. Collaboration across Government
The Policy Division continued to lead promotion, implementation and evaluation of the Tasmanian Government approach to collaboration across agencies and to embed the principles of collaboration into service delivery arrangements. DPAC Strategic Plan 2013-16
PRIORITY 1.1 Transitioning from the 47th to the 48th Government Prepare briefing papers for incoming Government By Feb 2014 Coordinate whole-of-government briefings for incoming Premier By May 2014 PRIORITY 1.2 Implementing the Asian Century White Paper and establishing the Asia Institute Tasmania Establish the Asia Institute Tasmania By Jun 2014 Progress report to Cabinet By Dec 2013 Monitor and report on the implementation of White Paper pathways By Jun 2014 across Government PRIORITY 1.3 Developing a Tasmanian coastal policy and planning framework Prepare and finalise Framework By Dec 2013 Key Completed On track within timeframe Behind schedule – minor issues Behind schedule – major issues
Measuring performance
Unit of 2011-12 2012-13 2013-14 2014-15 Measure Performance Measure Actual Actual Actual Target
Number of Cabinet advisories that are submitted to the Cabinet Office on time % 92 85 88 90
Selected policy outputs must meet the minimum benchmark as measured against agreed quality % 87 83 92 93 standards
Satisfaction of key clients with delivery of policy % N/A N/A 87 88
18 Department of Premier and Cabinet - Annual Report 2013-14 Unit of 2011-12 2012-13 2013-14 2014-15 Measure Performance Measure Actual Actual Actual Target services as measured by survey1
Note: 1. New performance measure for 2013-14.
Department of Premier and Cabinet - Annual Report 2013-14 19 Output 1.2 Climate change Overview
This Output facilitates the activities of the Tasmanian Climate Change Office (TCCO), including the Climate Change Adaptation Unit. TCCO coordinates the development and implementation of government policy and initiatives relating to the reduction of Tasmania's greenhouse gas emissions and adaptation to the impacts of climate change. This Output includes provision of support for the Tasmanian Climate Action Council. Key activities
The key activities that are delivered under Output 1.2 include: providing strategic leadership on reducing greenhouse gas emissions and adapting to the impacts of climate change using an evidence-based approach to policy making; acting to reduce the Tasmanian Government’s greenhouse gas emissions; building relationships across government to provide a coordinated approach to emissions reduction and adaptation efforts in priority sectors; and assisting the Tasmanian community to make a successful transition to a low carbon future. Summary of the year’s performance
TCCO has continued work across government, business and the community to set strategic priorities on climate change. A strong evidence base has supported TCCO’s policy development process. As in previous years, TCCO monitored and reported on greenhouse gas emissions for the State and for the Tasmanian public sector. This year TCCO also commissioned modelling to assess the effectiveness of a range of proposed climate change actions. TCCO has consulted extensively with stakeholders to identify actions that reduce Tasmania’s greenhouse gas emissions and assist our communities to adapt to the impacts of climate change. This policy development work culminated in the release of Climate Smart Tasmania: A 2020 Climate Change Strategy on 26 November 2013. The strategy reflects the previous government’s commitment to climate change. TCCO continues to work with other agencies and external stakeholders to coordinate and implement actions in response to climate change. Major achievements Tasmania’s emissions and reporting on our emissions reduction target
In June 2014 TCCO released a report on the State’s emissions titled Tasmanian Greenhouse Gas Accounts: State Greenhouse Gas Inventory 2011-12. Tasmania has a legislated emissions reduction target of 60 per cent by 2050 based on 1990 levels. The latest data shows that in 2011-12 Tasmania generated a total of 7.0 million tonnes of carbon dioxide equivalent emissions. This represents a decline in emissions of 7.9 per cent from the previous year, and approximately 37.7 per cent from 1989-90 levels. Since 1989-90 Tasmania is generating fewer emissions per dollar of Gross State Product. Tasmania’s emissions per $ million Gross State Product has declined from 727.6 tonnes in 1989-90 to 288.1 tonnes
20 Department of Premier and Cabinet - Annual Report 2013-14 in 2011-12. This is two and a half times less emissions (a reduction of 250 per cent) for each $ million Gross State Product generated. Building community capacity
Through its grants programs, presentations and engagement activities, TCCO has continued to build the capacity of the Tasmanian community to reduce emissions and adapt to the changing climate. Under the ClimateConnect 2013-14 grants program, four projects were funded to assist Tasmanian communities adapt to the impacts of climate change. These projects will help with the management of climate change risks, including bushfire hazards and the repair of affected landscapes. Five projects were awarded funding under the Earn Your Stars 2013-14 grants program. All projects work towards providing people with the resources, skills or knowledge they need to reduce their carbon footprint, while building community resilience and working together to achieve outcomes. TCCO facilitated presentations and public lectures on climate change, conducted extensive stakeholder and community consultation roundtables and supported a wide range of events throughout the State. In 2013-14, TCCO supported 15 public events, attracting almost 1,000 attendees. Reducing public sector emissions
Government agencies monitored and reported their greenhouse gas emissions under the sixth year of TCCO’s Greenhouse Gas Emissions Inventory Project for the Tasmanian Government. In 2011-12, the Tasmanian Government achieved a significant reduction in its emissions of 12 per cent from the previous year. The latest data for the 2012-13 year shows the Tasmanian Government has successfully maintained these emissions reductions. Agencies are currently finalising their data for 2013-14. Improving Tasmania’s energy efficiency
The Power Savings for Tenants Program finished its monitoring and evaluation phase. The program delivered energy efficiency assessments and upgrades to 814 low-income, private rental households across the State. Participating households reported an average yearly saving of $190 on their electricity bills. They also reported feeling warmer, more comfortable and healthier in their homes. Coastal adaptation initiatives
TCCO’s Climate Change Adaptation Unit has continued to work closely with coastal councils to improve their decision-making capacity to respond to coastal climate change impacts. With funding from the Australian Government’s Natural Disaster Resilience Program, the Tasmanian Coastal Adaptation Decision Pathways Project (TCAP) was extended to three more local communities and councils: Turners Beach and Central Coast Council; Somerset and Waratah-Wynyard Council; and Kelso and West Tamar Council. In partnership with the Department of Primary Industries, Parks, Water and Environment (DPIPWE), TCCO coordinated procurement of additional Light Detection and Ranging (LiDAR) data for a number of vulnerable coastal settlements around the State. This will enable additional coastal inundation mapping to be developed to inform coastal adaptation responses for these communities. Preparing Tasmanians for climate change
Together with the Southern Tasmanian Councils Authority, TCCO assisted councils in Tasmania’s North and North-West to plan and manage climate change risks on their infrastructure, assets and services. At the completion of this project, all councils and regions in Tasmania will have developed corporate and regional adaptation plans.
Department of Premier and Cabinet - Annual Report 2013-14 21 ClimateAsyst is a climate change analysis, risk assessment and communication tool that helps users to manage built assets and infrastructure in a changing climate. TCCO partnered with private consulting firm pitt&sherry to develop a publicly available, web-based version of the tool, which was previously only available on a subscription basis. Users include the Tasmanian Government, local government, emergency services and the general public. Publication of Climate Smart Tasmania: A 2020 Climate Change Strategy
Following extensive consultation across government, business and the community, TCCO finalised Climate Smart Tasmania: A 2020 Climate Change Strategy (the Strategy). The Strategy was published on 26 November 2013. It includes 83 emissions reduction and adaptation actions across nine priority areas and identifies a policy goal to reduce emissions by 35 per cent below 1990 levels by 2020. Tasmanian Climate Action Council
TCCO continued to provide secretariat support to the Tasmanian Climate Action Council (the Council). The Council’s key advice to Government in 2013-14 included submissions in response to the Low Carbon Tasmania Issues Paper, the Tasmanian Bushfires Inquiry, the draft Tasmanian Coastal Policy Statement, and the Macquarie Point Development Corporation’s consultation process. The Council also provided advice to the incoming Government on priority climate change issues including renewable energy, energy savings for economic benefit and climate ready agriculture. In keeping with the Tasmanian Government’s commitment to cut the number of boards and committees, TCCO led the drafting of amendments to the Climate Change (State Action) Act 2008 to disband the Tasmanian Climate Action Council. The Climate Change (State Action) Amendment Bill 2014 was passed through the House of Assembly on 24 June 2014.
22 Department of Premier and Cabinet - Annual Report 2013-14 DPAC Strategic Plan 2013-16
PRIORITY 1.4 Developing and implementing the new State Climate Strategy Draft Climate Smart Tasmania: A 2020 Climate Change Strategy Sep 2013 2020 Climate Change Strategy finalised Dec 2013 Develop implementation plan Apr 2014 PRIORITY 1.5 Setting up coastal, regional and sector based climate change adaptation initiatives
Establish project reference groups (coastal, regional and sector) Oct 2013 and initiatives commenced1 Complete coastal, regional and sector based adaptation Jun 2015 initiatives Key Completed On track within timeframe Behind schedule – minor issues Behind schedule – major issues
Measuring performance
Unit of 2011-12 2012-13 2013-14 2014-15 Measure Performance Measure Actual Actual Actual Target
Percentage of components of Tasmania’s Action Plan to Reduce Emissions (2011) delivered on % 95 95 100 N/A time1
Percentage of strategic policy initiatives completed on time % 95 95 95 95
Selected policy outputs must meet the minimum benchmark as measured against agreed quality % 95 77 92 93 standards
Satisfaction of key clients with delivery of policy services as measured by survey2 % N/A N/A 100 100
Notes: 1. This measure has been phased out due to a change of policy focus. 2. New performance measure for 2013-14.
1 The project is undergoing further development to ensure that it aligns with the new Government’s priorities
Department of Premier and Cabinet - Annual Report 2013-14 23 Output 1.3 Social inclusion Overview
This Output provides high quality policy services to the Premier and Cabinet on complex social issues including cost of living and food security. It also provides data analysis and facilitates cross-agency cooperation and community engagement on matters of social policy. It provides direct funding to the community to address disadvantage and build individual resilience and community capacity. Key activities
The key activities delivered under Output 1.3 include: quality policy advice and support to the Premier and Cabinet; research and data analysis to inform development of evidence-based policy including consultation on key factors that affect social inclusion, cost of living and food security; inter-agency collaboration and engagement about the delivery of programs and services impacting on social inclusion, cost of living and food security; and administration of programs that provide funding to the community sector. Summary of the year’s performance
The Social Inclusion Unit worked in partnership with the University of Tasmania to update cost of living data and supervised a project on the value of volunteering to the Tasmanian community. In addition to this policy work, the Unit provided more than $3 million in funding to the community for a range of programs including emergency relief and emergency food relief; household energy efficiency and appliance subsidy; transport for employment and training; and Supporting Tasmanian Volunteers and Family Assistance Programs. Major achievements Cost of living data update
The Unit worked with the Tasmanian School of Business and Economics at the University of Tasmania to update the cost of living dataset to maintain the Government’s capability to analyse cost of living impacts on Tasmanian households. The update included modelling household types by local government area to show the areas and households most vulnerable to cost of living pressures. The Value of Volunteering Project
The Unit worked with Volunteering Tasmania and MMC Link to research and analyse the economic and social value of volunteering in Tasmania. The findings of the work will inform the 2014 State of Volunteering Report. During 2013-14 the Department established a collaborative arrangement with Volunteering Tasmania to second a policy analyst from DPAC to assist the development of the Value of Volunteering Project work and the 2014 State of Volunteering Report. Wheels for Work and Training Grants Program
This program funds, delivers and enables projects to overcome transport barriers and enable Tasmanians to participate in employment, education and training opportunities. The program is
24 Department of Premier and Cabinet - Annual Report 2013-14 delivering transport-to-work services for job-seekers from rural communities in Northern Tasmania; driver mentoring and car-pooling for newly settled migrants in Northern Tasmania; and trials for integrated bus and community transport services on the North-West coast. The program also enabled the continued provision of a Disability Accessible Vehicle for driver training and driver rehabilitation training in Southern Tasmania.
DPAC Strategic Plan 2013-16
PRIORITY 1.6 Implementation of new cost of living initiatives Implement and evaluate cost of living programs that increase the By Jun 2014 capability of individuals, families and communities to manage their living costs Key Completed On track within timeframe Behind schedule – minor issues Behind schedule – major issues
Measuring performance
Unit of 2011-12 2012-13 2013-14 2014-15 Measure Performance Measure Actual Actual Actual Target
Selected policy outputs must meet the minimum benchmark as measured against agreed quality % 95 N/A 93 N/A standards1
Satisfaction of key clients with delivery of policy services as measured by survey2 % N/A N/A 84 N/A
Notes: 1. No new target required as Output 1.3 has been incorporated into Output 1.1 from 2014-15 onwards. 2. New performance measure for 2013-14.
Department of Premier and Cabinet - Annual Report 2013-14 25 Output Group 2 Government processes and services
Output Group 2 supports government processes and services. It includes four outputs: 2.1 Management of Executive Government processes 2.2 Principal and subordinate legislation 2.3 Tasmanian Government courier 2.4 Corporate support to Ministerial and Parliamentary offices and the Office of the Governor
26 Department of Premier and Cabinet - Annual Report 2013-14 Output 2.1 Management of Executive Government processes Overview
This Output provides administrative support for Executive Government bodies such as Cabinet and the Executive Council, management of machinery of government matters, co-ordination of State protocol, management of communications policy and advice, and other Executive Government processes. The Output is provided by the Executive Division which comprises the Office of the Secretary, Cabinet Office, Executive Council Secretariat, State Protocol Office, Portfolio Services Unit and the Communications and Marketing Unit. Key activities
The key activities delivered under Output 2.1 include: preparation, scrutiny and processing of documents including support for Executive Government bodies such as Cabinet and the Executive Council; advice to Ministers and departments on machinery of government procedures and administration (including whole-of-government communications) policy; management of official visits, State receptions and functions, coordination of the honours and award nomination processes; management of critical or highly sensitive administration issues; communications and marketing support to all departmental offices; planning for the management of public information in emergencies, including operation of the TasALERT website and social media channels; and coordination of the Government show exhibit and Australia Day program. Summary of the year’s performance
The Executive Division provided services that support the machinery of government processes including 23 meetings of the Executive Council, 41 meetings of Cabinet, 13 Official visits and 6 Official Functions. Prior to the 2014 general election, administrative portfolio service support was provided to the Premier, six Ministerial portfolios and one Parliamentary Secretary1. Following the 2014 general election, administrative portfolio service support was provided to the Premier, five Ministerial portfolios and one Parliamentary Secretary.2 Significant events during the year included planning for and launching the TasALERT website and social media channels in December 2013; the inaugural Australia Day address by Race Discrimination Commissioner Dr Tim Soutphommasane titled ‘Who’s afraid of pride and patriotism?’; preparation for and provision of advice prior to and during the caretaker period; and implementation of significant machinery of government changes following the 2014 State election.
1 Premier, six Ministerial portfolios (Minister for Aboriginal Affairs, Minister for Children, Minister for Climate Change, Minister for Community Development, Minister for Local Government and Minister for Veterans’ Affairs) and one Parliamentary Secretary (Parliamentary Secretary for Cost of Living). 2 Premier, five Ministerial portfolios (Minister for Aboriginal Affairs, Minister for Environment, Parks and Heritage; Minister for Information Technology and Innovation; Minister for Planning and Local Government; Minister for Women) and one Parliamentary Secretary (Parliamentary Secretary to the Premier). The Tasmanian Early Years Foundation is responsible to the Minister for Education and Training.
Department of Premier and Cabinet - Annual Report 2013-14 27 Major achievements Cabinet
The Cabinet Office provided support for a total of 41 meetings. In addition, 383 submissions were processed and 385 decisions recorded. Two meetings were conducted in Launceston, and one each in Burnie, Devonport and Smithton. The Office processed three Questions on Notice for the House of Assembly and 18 for the Legislative Council. It also processed 19 requests for Government responses to Petitions tabled in the House of Assembly, and six for Petitions tabled in the Legislative Council.
Cabinet considered 69 Explanatory Notes concerning future Executive Council business. The Cabinet Office also completed the preparation for transfer of Cabinet documents from the previous Labor Government to the Tasmanian Archive and Heritage Office. Executive Council
The Executive Council met this year on 23 occasions, dealing with 247 matters. During the year the Executive Council Secretariat undertook administrative action for the following events: 1. The Lieutenant-Governor, Hon Alan Blow OAM, assumed the Vice-Regal Office on three occasions; 2. Administrators, Hon Shan Tennent and Hon David Porter, assumed the Vice-Regal Office on one occasion each and the Hon Helen Wood was appointed Deputy Administrator on one occasion; 3. Ministerial changes on 17 January 2014; 4. Recall of Parliament on 28 January 2014; 5. Prorogation and Dissolution of Parliament prior to the 2014 State Election; 6. Appointment of Ministers in the new Government on 31 March 2014; and 7. Opening of the new Parliament on 6 May 2014.
Official visits
The State hosted 13 visits. The visits in chronological order were: His Excellency, Mr Luis Quesada, Ambassador of Peru. Her Excellency, Mrs Belen Anota, Ambassador of the Philippines accompanied by Ms Nina Cainglet, First Secretary and Consul; Mr Emmanuel Ang, Special Trade Representative and Ms Consuelo Jones, Philippine Tourism Attaché. Her Excellency, Mrs Annemieke Ruigrok, Ambassador of the Kingdom of the Netherlands accompanied by her husband Mr Edward Peet and Mr Peter Sypkes, Honorary Consul. Mr Song Yumin, Consul-General of China accompanied by Mr Wang Zhanjie and Consul, Mr Zhang Xiaotao. His Excellency, Mr Marcel Stutz, Ambassador of Switzerland accompanied by his wife Mrs Esther Stutz Stamm and Professor Margaret Otlowski, Honorary Consul.
28 Department of Premier and Cabinet - Annual Report 2013-14 His Excellency, Mr Reha Keskintepe, Ambassador of Turkey accompanied by his wife Mrs Martina Keskintepe. His Excellency Mr John Berry, Ambassador of the United States of America accompanied by Mr C.G. Warlick, Embassy Officer. His Excellency, Mr Bonghyun Kim, Ambassador of the Republic of Korea accompanied by his wife Mrs Jungsoon Kim; Mr Jae-Cheol Han, Second Secretary; Miss Jee Youn Park, Third Secretary and Mr Damon Thomas, Honorary Consul. His Excellency, Mr Ma Zhaoxu, Ambassador of the People’s Republic of China accompanied by Mr Li Ming, Counsellor, Chinese Embassy; Mr Li Jian, Ambassador's Assistant; Mr Yumin Song, Consul-General and Mr Zhang Xiaotao, Consul. Ms Manika Jain, Consul General for India. His Excellency, Dr Damir Kusen, Ambassador of Croatia accompanied by his wife Mrs Loreta Bertosa-Kusen. His Excellency, Mr Sem Fabrizi, Ambassador and Head of Delegation of the European Union accompanied by his wife Mrs Rebecca Fabrizi. His Excellency, Mr Pier Zazo, Ambassador of Italy accompanied by his wife Mrs Svitlana Sharapa; the Consul General for Italy, Mr Marco Cerbo and Mr Luigi Bini, Honorary Consul. Six unofficial visits were also assisted by the State Protocol Office. Official functions
The State Protocol Office organised six functions associated with a variety of events and special occasions. The official functions included: Premier’s afternoon tea to mark the occasion of Seniors Week; Premier’s morning tea for Children’s Week 2013; Long Service Awards receptions held in Hobart, Launceston and Burnie; and a Premier’s reception for volunteers. The State Protocol Office assisted the Commonwealth Government on two occasions during the year: On 3 July 2013, a State Memorial Service was held for the late the Hon. Michael Hodgman AM QC in the Federation Concert Hall in Hobart. The late Mr Hodgman had a political career spanning: a seat in Tasmania’s Legislative Council (1966–1974); a seat representing the Federal electorate of Denison (1975–1987); a return to the House of Assembly in the Tasmanian Parliament representing Denison from 1992–1998 and again from 2001–2010, after which he retired. On 23 April 2014, a State Funeral was held for the late Mr Brian Harradine, a former Tasmanian Senator. Mr Harradine was the longest-serving independent Federal Parliamentarian in Australia’s history (1975–2005). The State Funeral took place at St. Mary’s Cathedral in Hobart.
Portfolio services
The Portfolio Services Unit (PSU) continued to provide professional, comprehensive and timely support services for the machinery of government including the quality assurance of both Ministerial and
Department of Premier and Cabinet - Annual Report 2013-14 29 Departmental material. Due to the change of government in March 2014 PSU ensured it had appropriate processes in place during the caretaker period as well as post-election. PSU continued to implement new ways to use TRIM in its daily work and will continue to work with Corporate Services to further develop TRIM processes and practices. This included assisting with entering Ministerial correspondence. The change of government resulted in a significant review of the ministerial correspondence processes in DPAC and this is ongoing. PSU delivered presentations on processes to various groups and regularly reviewed contact lists to ensure they were up to date. This was particularly important given the change in Ministerial Office staff and Heads of Agencies. PSU prepared folders and documentation for the following legislative packages: Climate Change (State Action) Amendment Bill 2014 (Minister for Environment, Parks and Heritage); Local Government (Miscellaneous Amendments) Bill 2013 (Minister for Local Government); and State Service Amendment (Redeployment) Bill 2013 (Premier). Communications and marketing
The Communications and Marketing Unit retained a strong focus on the delivery of information during emergencies. The TasALERT website and social media accounts were launched in December 2013, providing a single source of authoritative Government information on highly resilient platforms. The TasALERT service provides information from across Government during all hazards – bushfires, storms and floods; public health issues such as pandemics; and biosecurity, terrorist threats and energy emergencies. Outside emergency response periods, it provides general information on disaster preparedness. The Unit formalised arrangements for staff from across Government to form a whole-of-government Public Information Unit (PIU) to deliver information via TasALERT during an emergency. About 30 staff completed training on use of the back-end PIU Portal, social media channels and a social media monitoring tool, and an exercise was conducted to practise new protocols and tools. The Australia Day program continued to expand its reach into Tasmanian communities. The Ambassador Program, which sends inspirational Australians to community Australia Day celebrations, involved 19 local councils and, for the first time, all Ambassadors were Tasmanian. The Premier’s Australia Day Cocktail Party was expanded to include a keynote address by an eminent individual providing their unique perspective on Australia’s identity and the challenges that confront our contemporary society. More than 350 people attended the inaugural address by Race Discrimination Commissioner Dr Tim Soutphommasane titled ‘Who’s afraid of pride and patriotism?’. In addition, more than 120 Tasmanian organisations took part in workplace celebrations as part of Australia Day in the Office. Tasmanian primary school students were also engaged in discussion about national spirit and values through the involvement of more than 70 schools in the Aussie of the Month recognition program. The Tasmanian Government Show Exhibit was coordinated by the Unit and themed around public safety. The interactive and informative exhibit showed more than 19,000 Tasmanians how to plan to protect themselves, while also showcasing what Government agencies do to prevent and respond to safety threats and emergencies. As part of administration of the Tasmanian Government Communications Policy, the Unit delivered a Communications Training Program providing high-quality, affordable and relevant communications based training. More than 135 staff from across Government attended six sessions, with topics including the use of Easy English in publications, developing communications strategies and how Australians want to hear from brands. The Unit also supported agencies in the application of the Guidelines on the Caretaker Conventions and the Operations of Government during the Caretaker period, specifically in relation to use of social media, websites, events, and advertising.
30 Department of Premier and Cabinet - Annual Report 2013-14 Support provided to DPAC units included advice and marketing services for projects such as: Modern Communications – change to government phone numbers Seniors Card Discount and Concessions Guide National Youth Week 2020 Climate Change Strategy Frank MacDonald Memorial Prize Companion Card 2014 general election
The Guidelines on the Caretaker Conventions and the Operations of Government during the Caretaker period were reviewed and refreshed prior to the commencement of the caretaker period. This review focussed in particular on the increasing use of online platforms. Several presentations were delivered to various departments and groups. The Division provided a significant amount of advice and guidance during the caretaker period. The Executive Division was also heavily involved in supporting the transition to the new Government, including: swearing-in new Ministers; induction processes for Ministers, and senior Ministerial Officers; and finalisation of a new Ministerial Code of Conduct. In addition, there were a number of significant machinery of government changes to give effect to the new Government’s policies, including: re-structuring Orders to create of the Department of State Growth; establish Tourism Tasmania as a State Authority; and amalgamate Sport and Recreation Tasmania with DPAC; and an Administrative Arrangements Order to assign various administrative and legislative responsibilities to Ministers and Departments. Review of Indemnity and Legal Assistance Policy
The Policy and Guidelines for the Grant of Indemnities and Legal Assistance to Public Officers of the State of Tasmania was finalised. The Policy establishes a process for grants of indemnity or legal assistance to be made in certain circumstances. The Policy is attached to an Employment Direction (ED) which applies specifically to State Service employees and officers. The ED provides that State Service employees and officers are entitled to an indemnity and/or legal assistance if they are undertaking official duties and have acted in good faith. Review of Governance Arrangements for Statutory Offices
Following a report by Mr Don Challen, in which he recommended the abolition of certain offices on the basis that the functions of most of these offices are very similar to those assigned to heads of Government departments, the Executive Division provided advice to Cabinet. Agencies were tasked with reviewing the statutory offices for which they are responsible. Depending on the category of each office, agencies will seek legal advice about whether it is possible to administratively assign those offices, or their functions, to the relevant Secretary. Further work will take place in 2014-15.
Department of Premier and Cabinet - Annual Report 2013-14 31 Determining the basic salary for Members of Parliament
The Executive Division arranged for the establishment of a Parliamentary Salaries and Allowances Tribunal to review the basic salary and allowances payable to members of the Tasmanian Parliament. Following release of an Issues Paper in October 2013, the Division assisted the former Government to make a submission to the Tribunal. The Tribunal provided the Premier with a copy of its report on 30 May 2014, which was tabled on 3 June 2014. The report makes a number of recommendations. Integrity Commission report
A report from the Integrity Commission (An investigation into allegations of nepotism and conflict of interest by senior health managers) was received by the Premier in early 2014. The Office of the Secretary was involved in responding to the Determination of the Integrity Commission Board regarding the investigation, and advising the Premier as to appropriate actions to take in response to the Board’s findings and observations. These included matters relating to individuals, as well as systemic matters, such as the management of conflicts of interest. Royal succession
All States had previously agreed to request the Parliament of the Commonwealth of Australia to enact legislation to give effect to proposed changes to the law on royal succession in Australia to ensure consistency with changes made to that law in the United Kingdom, so the Sovereign of Australia remains the same person as the Sovereign of the United Kingdom in Australia under section 51 (xxxviii) of the Australian Constitution. The Succession to the Crown (Request) Act 2013 received Royal Assent on 12 September 2013.
DPAC Strategic Plan 2013-16
PRIORITY 2.1 Preparing for the transition from the 47th to the 48th Government Provide advice about future governance arrangements following the review of By Apr 2014 Statutory Offices Implement administration arrangements to support the 48th Government From May 2014 PRIORITY 2.2 Emergency Communication Deliver stage 1 of the TasALERT emergency website By Jan 2014 Key Completed On track within timeframe Behind schedule – minor issues Behind schedule – major issues
32 Department of Premier and Cabinet - Annual Report 2013-14 Measuring performance
Unit of 2011-12 2012-13 2013-14 2014-15 Measure Performance Measure Actual Actual Actual Target
Number of meetings of Cabinet supported Number 46 47 41 46
Number of meetings of Executive Council supported Number 23 23 23 23
Number of official visits to Tasmania managed Number 17 16 13 13
Number of official functions organised Number 10 10 6 8 Comparison Cost of service1 0.8 0.89 0.98 <1.10 to average Average percentage of services delivered to specified quality standards % 95 99 99 >95
Percentage of fixed period projects delivered on time or meeting project timeframes % 83 86 91 >85 Client Client satisfaction Satisfactory Satisfactory Satisfactory Satisfactory feedback
Note: 1. The comparison of quantum of employee costs per service in the year to average of employee costs over the previous six years.
Department of Premier and Cabinet - Annual Report 2013-14 33 Output 2.2 Principal and subordinate legislation Overview
This Output provides: a legislative drafting service for new legislation and amendments to existing legislation; advice on legislative matters; an up-to-date electronic database of Tasmanian legislation; and is responsible for printing Gazettes and legislation. This Output is provided by the Office of Parliamentary Counsel. Key activities
Key activities delivered under Output 2.2 include: a service to the Government for drafting new legislation and amendments to existing legislation and advice in relation to legislative matters; maintenance of an up-to-date electronic database of Tasmanian legislation; and management of contracts for printing legislation and the Tasmanian Government Gazette. Summary of the year’s performance
During the year 55 Acts were passed and 145 Statutory Rules were notified in the Tasmanian Government Gazette. The Tasmanian Legislation Website was updated in a timely manner. Major achievements Significant legislation assented to and gazetted
Youth Justice (Miscellaneous Amendments) Act 2013 Heavy Vehicle National Law (Tasmania) Act 2013 Residential Tenancy Amendment Act 2013 Forest Management Act 2013 Local Government (Miscellaneous Amendments) Act 2013 Land Use Planning and Approvals Amendment Act 2013 Crime (Confiscation of Profits) Amendment (Unexplained Wealth) Act 2013 Children, Young Persons and Their Families Amendment Act 2013 Registration to Work with Vulnerable People Act 2013 Mental Health (Transitional and Consequential Provisions) Act 2013 Urban Drainage Act 2013 Ambulance Service Amendment Act 2013 Vehicle and Traffic (Vehicle Operations) Notice 2013 Travel Agents Regulations 2013 Vehicle and Traffic (Vehicle Standards) Amendment (Heavy Vehicle) Regulations 2014 Building Regulations 2014
34 Department of Premier and Cabinet - Annual Report 2013-14 Plumbing Regulations 2014 Environmental Management and Pollution Control (Miscellaneous Noise) Regulations 2014 Gas (Safety) Regulations 2014 Gas Pipelines Regulations 2014 Vehicle and Traffic (Vehicle Operations) Regulations 2014 Vehicle and Traffic (Vehicle Standards) Regulations 2014 EnAct system development
EnAct system developments include enhancements to the drafting component to deal with notes and examples that form part of the law.
DPAC Strategic Plan 2013-16
PRIORITY 2.3 Improvements to EnAct
Develop the drafting component to deal with notes and examples that form By Nov 2013 part of the law 1 Introduce RSS feeds for better public access to legislation By Nov 2013 Develop help pages for EnAct By Mar 2014 2 Provide electronic copies of authorised legislation By Mar 2014 Develop future suite of reforms for Enact enhancement By Mar 2014 Key Completed On track within timeframe Behind schedule – minor issues Behind schedule – major issues
Measuring performance
Unit of 2011-12 2012-13 2013-14 2014-15 Measure Performance Measure Actual Actual Actual Target
Number of hits per year on the Tasmanian Number 12 15 18 20 legislation website (EnAct) (million)
1 Technical issues and delayed testing has postponed the delivery of this enhancement of the EnAct system 2 Technical issues and delayed testing has postponed the delivery of this enhancement of the EnAct system
Department of Premier and Cabinet - Annual Report 2013-14 35 Output 2.3 Tasmanian Government courier Overview
This Output includes a courier service providing incoming and outgoing mail facilities to Government and regional offices. Key activities
Services provided by the Tasmanian Government courier include: transportation of all mail and small parcels between Government departmental offices; sorting incoming and outgoing mail; liaison with Australia Post and third-party mail houses; and management of contracts for North and North-West mail delivery. Summary of the year’s performance
The courier service continues to deliver an effective and efficient mail distribution and collection service within the central business districts of Hobart and Launceston as well as facilitating a service to regional centres in the North-West Measuring performance
Unit of 2011-12 2012-13 2013-14 2014-15 Measure Performance Measure Actual Actual Actual Target
Number of regular delivery/collection points1 Number 325 325 358 358
Percentage change of delivery costs2, 3 % N/A N/A 8.6 ≤GOE
Percentage of mail received within Tasmania at % N/A N/A 96 >95 the intended destination with a 24 hour period3
Notes: 1. Frequency of deliveries/collections to some collections points have significantly increased. 2. The percentage change of the cost per delivery/collection point is ≤ indexation of General Operating Expenses (GOE). 3. New performance measure for 2013-14.
36 Department of Premier and Cabinet - Annual Report 2013-14 Output 2.4 Corporate support to Ministerial and Parliamentary offices and the Office of the Governor Overview
This Output facilitates the financial, human resources, information systems, records and asset management services provided to support the Ministerial and Parliamentary offices, and the Office of the Governor. Key activities
Key activities delivered under Output 2.4 include: financial management; human resources management; information systems management; information management; and property and procurement management. Summary of the year’s performance
The Corporate Services Division continued to work in close consultation with the Premier’s Office and Opposition offices to ensure a high level of service was provided before, during and after the State Election. The key activities included: severance of existing MPS employees; recruiting and employing new MPS employees; establishing new Ministerial and Electorate Offices; implementing a Ministerial Transport Service carpooling system; coordinating and preparing incoming briefs for the new Government; revising the Government Members’ Handbook; redeveloping the Premier’s website; and planning for implementing election commitments and Ministerial portfolio changes.
Other major achievements are covered in Corporate Services on page 82.
Department of Premier and Cabinet - Annual Report 2013-14 37 Output Group 3 Electronic services for Government agencies and the community
Output Group 3 provides electronic services for Government agencies and the community. It includes three Outputs: 3.1 Information and communications technology (ICT) policy development and implementation 3.2 Management and ongoing development of Service Tasmania 3.3 Delivery of information and telecommunications technology services
38 Department of Premier and Cabinet - Annual Report 2013-14 Output 3.1 Information and communications technology (ICT) policy development and implementation Overview
This Output provides for the coordination, development and implementation of whole-of-government information systems, telecommunications, information management strategies and policies. This is aimed at improving and modernising the ICT operations and statistical capability of Government in Tasmania. This Output is primarily provided by the Office of eGovernment. Key activities
The key activities delivered under this Output 3.1 include: supporting the ongoing implementation of the Tasmanian Government ICT Strategy and the Stats Matter Strategy; developing standards, guidelines and policies to support the use of ICT and statistics/information; advising and assisting key ICT and statistics/information projects and those major ICT and statistics/information service provision activities across Government; and advising and providing input across Government on the cross-jurisdictional use of ICT and statistics/information. Summary of the year’s performance
The primary focus of the Office of eGovernment for the year was: supporting the ICT Policy Board in its role of advising the Premier on strategic directions for ICT with Government through the implementation of the Tasmanian Government ICT Strategy; and the implementation of the Stats Matter Strategy established to build Government statistical assets and capability. Major achievements Support for the ICT Policy Board
The ICT Policy Board met twice during the year and was supported in addressing a number of significant strategic ICT issues, including: assessment of project business cases and endorsement of the recommendations for funding of selected projects through the ICT Project Fund; consideration of the Strategic Review and Business Case – Data Centres and related IT infrastructure and services document and endorsement of the recommended option of a panel of service providers with no in-house data centre facilities; endorsement of the direction for Networking Tasmania (NT) III for the procurement of the next generation of the Tasmanian Government’s wide area network (WAN) and related services; and
Department of Premier and Cabinet - Annual Report 2013-14 39 reviewing the progress of investment to support criminal justice information management and human resources information management. Stats Matter Strategy
The major actions of the Stats Matter Strategy were progressed through: investigating options for a framework of State Significant Statistical Assets; awareness raising and issues identification associated with Government Open Data; developing a tool to assess current statistical capability levels; and design and development of a web-based statistical toolkit. ICT Project Fund
As assessment methodology was developed for projects seeking funding through the ICT Project Fund. Project business cases seeking first round funding through the ICT Project Fund were assessed. A quality assurance framework was developed for projects funded through the ICT Project Fund. Data centres and managed ICT services
A strategic review and business case, analysing the current situation, including risks and costs, industry trends and the Tasmanian market, was developed to identify and compare options for the provision of data centre and related IT infrastructure services to the Tasmanian Government over the medium term. Networking Tasmania (NT) III
The Office of eGovernment worked with TMD to develop a discussion paper to generate dialogue amongst NT II stakeholders, including customers and potential suppliers, on the future requirements for wide area networking (WAN) and related services. These services will be delivered under the next generation of purchasing agreements to be known as NT III. Other achievements
Additional achievements include: assisting and guiding agencies in the second year of the development and analysis of their Agency ICT Strategic Plan and Agency ICT Management Plan to ensure their agency ICT investment plans support the Tasmanian Government ICT Strategy; completing the second year of data collection and analysis for the ICT Benchmarking Program as a baseline for operational ICT expenditure by Government; supporting the implementation of the Tasmanian Government Information Security Policy; working with the Department of Treasury and Finance to identify opportunities for improved practices associated with procuring ICT products and services; developing a policy for procuring Cloud Services by Government; initiating a review of the Tasmanian Government Project Management Framework; the provision of telecommunications policy advice; participating in the Tasmanian Spatial Information Council, as Chair of the Tasmanian Government Spatial Committee, and associated supporting activities; and providing support and direction for the whole-of-government governance of ICT and statistics/information, including supporting groups such as the Statistical Policy Committee, the Agency ICT Reference Group and the IT Managers Group.
40 Department of Premier and Cabinet - Annual Report 2013-14 DPAC Strategic Plan 2013-16
PRIORITY 1.7 Stats Matter Finalise the Stats Matter Strategy By Dec 2014 Commence initial implementation phase of Stats Matters By Dec 2014
PRIORITY 1.8 ICT Project Fund Establish ICT Project Fund By Dec 2013 Key Completed On track within timeframe Behind schedule – minor issues Behind schedule – major issues
Measuring performance
Unit of 2011-12 2012-13 2013-14 2014-15 Measure Performance Measure Actual Actual Actual Target
Number of unique visits to eGovernment website Number 35,425 38,276 37,987 40,000 Selected ICT policy outputs must meet the minimum benchmark as measured against agreed quality standards 1, 2 % N/A N/A N/A 80
Satisfaction of key clients with delivery of ICT policy services as measured by survey 1 % N/A N/A 82 84 Notes: 1. New performance measure for 2013-14. 2. Insufficient data was obtained in 2013-14 to determine a reasonable measure. The scope of the data collection will be expanded in 2014-15 to include a broader range of ICT policy outputs.
Department of Premier and Cabinet - Annual Report 2013-14 41 Output 3.2 Management and ongoing development of Service Tasmania Overview
This Output develops and coordinates services to be delivered by the lead agencies responsible for Service Tasmania shops, telephone services and Service Tasmania Online, and provides high level support for the Service Tasmania Board. This Output is provided by the Service Tasmania Unit. Key activities
Key activities delivered under Output 3.2 include: Providing the Tasmanian community with convenient one-stop access to Government services through Service Tasmania shops, over the telephone and via the internet. The types of services available from Service Tasmania are: paying Government bills; purchasing Government products; finding Government information; applying for Government licences, permits, grants and assistance; making bookings and appointments; notifying changes in circumstance (e.g. change of address); providing feedback and comments; and seeking help from Government. Managing the provision of consistent, high-quality customer service; identifying and implementing new service delivery opportunities; undertaking marketing activities; and ensuring appropriate budgetary control. Working closely with Tasmanian Government agencies to identify and develop new services, and forming partnerships with Australian and local government organisations to deliver services. Summary of the year’s performance
Service Tasmania delivered a range of services to the Tasmanian community on behalf of Tasmanian, Australian and local government agencies. Services were delivered over-the-counter (through 27 Service Tasmania shops); over-the-phone (through the Integrated Tasmanian Government Contact Centre and electronic bill payment facilities); and via the internet (through Service Tasmania Online). During 2013-14, customers were able to access 599 services in Service Tasmania shops. More than 1.6 million transactions were completed over-the-counter during 2013-14 (906,289 of these were financial transactions) with $181,577,891 in government revenue collected.
42 Department of Premier and Cabinet - Annual Report 2013-14 Electronic bill payments decreased in 2013-14 with the withdrawal of two services by the Clarence City Council who elected to have services delivered by an alternative provider. Customers can pay 38 different types of bills over-the-phone or online and 308,779 Tasmanian and local government payments were made electronically during 2013-14. The total government revenue collected through the telephone and online payment services was $100,965,807. Customer satisfaction with Service Tasmania remains high with 91.6 per cent of survey respondents indicating they were satisfied or very satisfied with Service Tasmania. Major achievements Customer Satisfaction Survey
Service Tasmania regularly carries out surveys to measure customer satisfaction, and to provide information on customer preferences for accessing government services. The most recent survey of 1 445 customers in December 2013 found: 93.5 per cent of over-the-counter customers reported being satisfied or very satisfied with their service; 93.4 per cent of the Service Tasmania Online customers were satisfied or very satisfied with their service; 87.7 per cent of phone users were satisfied or very satisfied with their phone service; 94.4 per cent of all shop and phone customers surveyed agreed that they had been treated fairly (online respondents were not asked this question); and 84.4 per cent considered that staff had gone the ‘extra mile’ to make sure they got what they needed; 96.8 per cent of all customers surveyed felt that Service Tasmania had met or exceeded their expectations; and the overall satisfaction with Service Tasmania remained high at 91.6 per cent. Integrated Tasmanian Government Contact Centre project
The Integrated Tasmanian Government Contact Centre (ITGCC) project formally commenced on 1 July 2013 and aims to improve customer service, making it easier for Tasmanians to conduct their business with Government over the phone. The foundation of the ITGCC was laid when the Government Contact Centre (GCC) transferred from DPAC to DPIPWE on 10 April 2014, to allow the integration of the phone channel with the Service Tasmania shop network. This was a seamless transition with no disruption to service delivery and included the physical transfer of the Launceston team into the Launceston Service Tasmania Shop. Service Tasmania Online redevelopment
The new Service Tasmania Online website went live on 25 February 2014, after an eighteen month redevelopment project. Service Tasmania Online now provides customers with a fresh look and feel, an improved search and filtering facility, and a streamlined presentation of results. The new interface also features new scalable technology allowing the site to display correctly on a range of mobile devices.
The resource discovery site allows customers to access a wide range of government services and online bill payments. In 2013-14, the website received 2,201,991 hits.
Department of Premier and Cabinet - Annual Report 2013-14 43 Document Verification Service
Service Tasmania introduced a trial of The Australian Government’s Document Verification Service (DVS) in February 2014. The DVS allows authorised agencies to electronically verify the authenticity of some commonly used Evidence of Identity (EOI) documents, used by customers when applying for benefits or government services, by: verifying that a document was issued by the issuing agency; verifying that the details recorded on the EOI document correspond to the details held by the issuing agency; and verifying the document is still valid. Working with Vulnerable People Service
Service Tasmania has worked with the Department of Justice (DoJ) to introduce a new service, Working with Vulnerable People Checks, for those Tasmanians who work with children or whose volunteer activities include working with children. It is anticipated that approximately 14,000 applications will be processed in the first twelve months. Services will be available through Service Tasmania shops and the Integrated Tasmanian Government Contact Centre (ITGCC) from 1 July 2014. Information for the public about the requirements will be available online or through the ITGCC. Customers will lodge their application online (self-service) with the payment and evidence of identity components of the transaction to be completed in person at a Service Tasmania shop.
Service Tasmania shops and the ITGCC are also: accepting changes to customer details (name, address, employer and contact information); providing information to customers on how to surrender licence cards (and for shops collection of cards); providing information regarding procedures for the replacement of lost or stolen cards; and providing information on the status of licensee cards. Client Update Service
The Client Update Service (CUS) allows Tasmanians to update their contact details with Government. A total of 62,842 notifications were made in 2013-14. During the reporting period a number of new interfaces between agency systems and the CUS went live including interfaces with the LINC Tasmania system, Seniors Card database, Recreational Sea Fishing licence system, and Firearms Services database. Implementation of these interfaces has reduced or removed the requirement for data entry within agencies. An interface has also been developed for the State Revenue Office within Treasury and Finance. This will be launched as part of the new land tax system (Client View).
Planning has also commenced on new interfaces for the Monetary Penalties Enforcement Service for DoJ and Department Health and Human Services (DHHS) interfaces. Personal Information Card System
During the reporting year, 4,082 Personal Information Cards were issued by Service Tasmania. A replacement system is currently being developed, and is due for completion in October 2014. Partnerships
Twenty-seven partnership reviews were completed in 2013-14, including agreements with four local government councils, eight Government Business Enterprises, and eight commercial groups providing
44 Department of Premier and Cabinet - Annual Report 2013-14 services on behalf of agencies. Three other groups (Wellington Park Management Trust, the Integrity Commission, and Community Based Support South) were also reviewed and service delivery arrangements extended.
DPAC Strategic Plan 2013-16
PRIORITY 1.9 Integrated Government Contact Centre Establish the proposed Integrated Government Contact Centre By Jun 2014 environment in Department of Primary Industries, Parks, Water and Environment (DPIPWE) Develop Pilot Program for Integrated Government Contact Centre By Jun 2014 Key Completed On track within timeframe Behind schedule – minor issues Behind schedule – major issues
Measuring performance
Unit of 2011-12 2012-13 2013-14 2014-15 Measure Performance Measure Actual Actual Actual Target
Number of services provided over the counter by Service Tasmania Number 570 574 599 600 Number of bill payment services provided over the phone by Service Tasmania Number 40 40 38 40 Number of bill payment services provided over the internet by Service Tasmania Number 40 40 38 40 Percentage of customers satisfied or very satisfied with their most recent contact with Service Tasmania1 % N/A N/A 92 92 Satisfaction of key clients with delivery of policy services as measured by survey1 % N/A N/A 92 92 Note: 1. New performance measure in 2013-14.
Department of Premier and Cabinet - Annual Report 2013-14 45 Output 3.3 Delivery of information and communications technology services
Overview
This Output facilitates the delivery of information and communications technology services across Government, including wide area networking, internet, whole-of-government directory services, data centre facilities, fixed and mobile telephony, mobile data, IT system hosting and support, email and unified communications, human resource systems and business reporting.
Key activities
The key activities delivered under Output 3.3 include: provision of integrated fixed and mobile telephone services to all agencies, including: supplier contract management voice mail help desk directory services through the Government Directory Service comprehensive billing and reporting information new installations, moves and changes; contract management of the outsourced Networking Tasmania II Agreements, including: quality assurance benchmarking strategic management consultancy; facilities management of departmental computing systems, including shared services; provision of human resources IT services, including payroll, to most departments; applications support for some computer systems; consultancy services including performance monitoring and operations reviews; services and infrastructure to support reduction in physical servers through replacement with virtualisation software; business continuity services; and integration and project management of new installations.
Summary of the year’s performance
TMD’s major focus for 2013-14 was replacing the government’s old telephony solution with new- generation IP-based telephone services. This initiative, called the Modern Communications Program impacts on almost every government employee and business process. Significant outcomes have been achieved in the transition of services, including maintaining support for two fundamentally different technologies across multiple suppliers, and management of the parallel activities associated with the rollout of NBN services which impacts a number of government sites. The Department also worked closely with the Tasmanian Health Organisations to prepare them for this once-in-a-generation technology changeover to occur in the 2014-15 financial year.
46 Department of Premier and Cabinet - Annual Report 2013-14 Major achievements
Service transformation In July 2013, the implementation phase of the Modern Communications Program commenced. More than 7,000 telephony services were transitioned from the existing, redundant copper-based Spectrum services to the new Voice-over-IP solution. Hundreds of unused services have been cancelled resulting in cost savings for the Government. Additionally, negotiated reductions in call costs led to ongoing savings. By the end of the financial year, all departments, except the Departments of Police and Emergency Management and Health and Human Services, were approaching completion with less than 10 per cent of their services left to transition. NT III wide area data communications TMD procures and contract manages the Government’s outsourced, managed, wide area data network services, known as Networking Tasmania (NT) II. Planning for the next-generation of Networking Tasmania, to be known as NT III began in 2013-14. This included stakeholder workshops and early market consultation culminating in release of the NT III Roadmap. TMD engaged an external consultant to provide advice on the feasibility of the Roadmap and highlight key issues for the Government in transitioning from NT II to NT III. In June 2014, a multi-agency Steering Committee was established to oversee the delivery of the Roadmap, through the NT III Procurement and Implementation Project. Data Centre infrastructure During 2013-14, government agencies continued to make more use of commercial infrastructure hosting facilities (data centres) established under the NT II arrangements. Additionally, TMD developed a contract with a commercial supplier for Infrastructure-as-a-Service (IaaS) and to date five agencies have purchased this type of service. As a result of agencies moving to either infrastructure hosting or IaaS, TMD was able to retire the Government’s Salamanca data centre. TMD is on track to retire the Bathurst Street facility by June 2016. Mobile telephony Following new plans negotiated with key supplier Telstra, TMD implemented new mobile data arrangements, delivering significant cost reductions across Government, and further mitigating the risk of excess usage fees. Wi-Fi access as a service Responding to demand, TMD established a cross-government Wi-Fi service contract. Over 3,000 access points have already been implemented, enabling employees from different agencies to work together more efficiently to deliver services to the community.
Department of Premier and Cabinet - Annual Report 2013-14 47 DPAC Strategic Plan 2013-16 PRIORITY 3.1 Service transformation Roll out government-wide modern VoIP solution to replace the By Jun 2015 redundant Spectrum service under the Modern Communications Program1 PRIORITY 3.2 Billing and reporting services Integrate new billing solution which will replace the existing long term By Dec 2013 Network Charging System (NCS) solution to mitigate risks associated with NCS as previously identified2 PRIORITY 3.3 NT III wide area data communications Manage the upcoming expiry of contracts for provision of the By May 2015 Government’s wide area data communication needs by planning, tender management and procurement of new services PRIORITY 3.4 Data Centre infrastructure Transition out of TMD’s data centres to a whole-of-government By Jun 2016 managed platform Key Completed On track within timeframe Behind schedule – minor issues Behind schedule – major issues
1 Although most agencies had almost completed their roll-outs by the end of the year, planning was not well progressed for the Department of Health and Human Services (DHHS) and the Tasmanian Health Organisations (THOs). This was due largely to the complex user base at these organisations, particularly the hospitals, combined with the critical nature of fixed-line telephony in a clinical environment. 2 A technical quality assurance review and a project management review were conducted in February 2014, leading to the application of additional resources by both the supplier and TMD. The revised completion date for the project is November 2014.
48 Department of Premier and Cabinet - Annual Report 2013-14 Measuring performance
Unit of 2011-12 2012-13 2013-14 2014-15 Measure Performance Measure Actual Actual Actual Target
Percentage of calls from the public answered by % 80 80 84 N/A1 the Government Contact Centre within 20 seconds
2 Number of fixed telephone services Number 24,086 27,027 27,905 25,000
Number of mobile telephone and data services Number 11,465 11,541 11,203 11,000
Number of broadband connection services Number 1,038 1,031 1,019 1,000
Number of remote access connection services Number 5,898 5,378 5,658 6,000
Number of calls answered by the Government Number 259,066 238,700 229,389 N/A1 Contact Centre
Take-up of consolidated email services. Total Number 6 8 …. …. number of agencies transitioned to TMD consolidated service3
Total percentage of customer calls resolved % 95 96 95 95 within agreed service level agreements
Notes: 1. From April 2014, the Government Contact Centre operated as part of the Integrated Tasmanian Government Call Centre, managed by the Department of Primary Industries, Parks, Water and Environment. 2. TMD is replacing the current redundant fixed line telephony system with new technology Voice over Internet Protocol (VoIP). The target is expected to reduce as customers take up more contemporary technology solutions. 3. The IT Transformation Project was finalised during the 2012-13 financial year.
Department of Premier and Cabinet - Annual Report 2013-14 49 Output Group 4 State Service management
Output Group 4 supports agencies in managing employment and industrial relations in the State Service. It includes one Output: 4.1 State Service employment and management
50 Department of Premier and Cabinet - Annual Report 2013-14 Output 4.1 State Service employment and management Overview
This Output covers the activities of the State Service Management Office (SSMO) to support the Premier in administering the State Service Act 2000, and to assist the employer and the head of the State Service through the provision of high quality policy around State Service workforce management and development, including: Workforce reform – implementing revised governance arrangements and reforms to achieve a positive and high performing workforce; Workforce management and relations – ensuring the employment framework enhances productivity through employment policy and programs; industrial relations; workplace health, safety and wellbeing; central vacancy management; and Workforce development – facilitating the ongoing development of the workforce to build and enhance its capabilities, through workforce planning, leadership and management programs, and training, education and development delivered and/or managed through The Training Consortium (TTC). The Secretary, DPAC, holds the role of the Head of the State Service and the Director, SSMO, undertakes a range of functions under delegation from the Head of the State Service on a day-to-day basis. SSMO is central to the effectiveness and productivity of the State Service. Key activities
Activities undertaken include the following:
employment policy and programs; industrial relations; workforce planning and workforce development; workplace health, safety and wellbeing; and The Training Consortium (TTC). Summary of the year’s performance
The key activities in 2013-14 were: preparation and tabling of the first Head of the State Service’s Tasmanian State Service Annual Report 2012-13 to the Tasmanian Parliament in October 2013; leading the negotiation for Government on the Public Sector Unions Wages Agreement 2013 (PSUWA 2013); improving management and leadership development by working with the Heads of Agencies Sub- group to implement a Senior Executive Leadership Capability Framework; leading health, safety and wellbeing initiatives to achieve legislative compliance; improving human resources and industrial relations knowledge, skills and practices across government; and
Department of Premier and Cabinet - Annual Report 2013-14 51 conducting workforce surveys. Major achievements
SSMO comprises a number of smaller work units, each with their own work program: The Industrial Relations Unit concluded negotiations for the Public Sector Unions Wages Agreement 2013 and others; Employment Policy and Programs delivered a suite of employment programs, provided employment policy advice, managed the Jobs Website, and commenced a review of Employment Directions following the change of Government. Using Workforce Survey data, the unit prepared the first Tasmanian State Service Annual Report 2012-13 to the Tasmanian Parliament; Workplace Health and Safety (WHS) significantly progressed a program of agency audits; Workforce Development implemented a Senior Executive Leadership Capability Framework for use by State Service agencies and facilitated a number of leadership events; TTC implemented its strategic partnership programs and prepared its first member’s annual report; and The Office was also involved in a number of evaluations and investigations as part of its statutory functions. Tasmanian State Service Annual Report to Parliament
SSMO supports the Premier in his role of Employer and the role of the Secretary, DPAC, as the Head of the State Service. At 31 March 2014, there were 22,434 paid full-time equivalent employees employed under the State Service Act 2000 (excluding casuals). This includes teachers, nurses, and administrative and clerical officers. The first Tasmanian State Service Annual Report to the Tasmanian Parliament in October 2013 addressed the new statutory functions and powers of the employer of State Service employees and officers. The functions and responsibilities of the State Service Commissioner that were in place from 1 July 2012 until 4 February 2013 (except for reviews and audits to avoid duplication) were incorporated into the Annual Report. A Tasmanian State Service Workforce Snapshot was attached to the Annual Report. This captured a range of statistical measures describing the workforce of 27,938 employees (head count) across 18 Government agencies (including Government Departments and State Authorities) that comprised the State Service as at June 2013. Industrial relations
SSMO is responsible for negotiating the content of awards and industrial agreements with public sector unions on behalf of, or in conjunction, with State Service agencies. This includes salaries and conditions of employment. SSMO is also responsible for conducting and managing industrial disputes and reviews lodged by employees before the Tasmanian Industrial Commission, and for providing advice to agencies on all industrial relations matters. During 2013-14 the Office provided advocacy, research and support to agencies on a wide range of significant cases in various tribunals, including the Tasmanian Industrial Commission and the Supreme Court. The majority of State Service industrial instruments were renegotiated to incorporate salary adjustments and changes to conditions of employment with effect from December 2013. Changes included introducing the Personal Leave Accumulation Scheme; strengthening the link between salary progression
52 Department of Premier and Cabinet - Annual Report 2013-14 and performance management; altering the scope and application of Bereavement Leave; revising the criteria for the Purchased Leave Scheme; and a variety of changes to clarify and improve the application of Parental Leave. Employment policy and programs
SSMO facilitates key initiatives to reduce the size and cost of the State Service, including coordinating Central Vacancy Control. This involves active management of the vacancy control process, and approvals for redundancy and workplace renewal incentive program payments. While the former Commissioner’s Directions and Ministerial Directions were replaced by a suite of Employment Directions in early 2013, those Employment Directions (EDs) are being progressively reviewed. New and revised EDs issued in the year included: ED No. 25 - State Service Vacancy Control (December 2013) ED No. 16 - Indemnity and Legal Assistance (February 2014) ED No. 17 - Senior Executive Service and Equivalent Specialist Officers Administrative Arrangements and Conditions of Service (February 2014 and re-issued June 2014) ED No. 19 – Employee Consultation in the Tasmanian State Service (February 2014) ED No. 29 – Managing Employees Absent from the Workplace (February 2014) Practices, Procedures and Standards were also released on Employee Consultation to support ED No 19. The Tasmanian State Service Workforce Survey and the annual Agency Survey were also completed during the year. These survey results for May 2014 will be detailed in the Tasmanian State Service Annual Report to be tabled by the Premier in Parliament by the end of October 2014. The Office undertakes research into a range of employment related matters. During the year work was progressed in the area of diversity, workplace behaviour, women in leadership, entry level employment, and HR capability. Work continued on improving the Jobs Website. The site attracted an average of 66 500 unique visitors per month in 2013-14, an increase of almost 20,000 per month on the previous period. The new website will have better functionality, tighter security and will allow job seekers to submit applications online. Workplace health, safety and wellbeing
The Workplace Health and Safety Unit was established in January 2013 to assist agencies to implement the requirements of the Work Health and Safety Act 2012. During the reporting period, the Unit completed WHS audits across agencies. The Unit continues to implement the State Service Workplace Health, Safety, Wellbeing and Injury Management Improvement Strategy. Gap analysis has been undertaken on most agencies, and all agencies are on the path to improving their WHS systems, and the relevant Employment Directions are being reviewed to ensure all agencies have appropriate WHS processes in place. The Tasmanian State Service Workforce Survey 2014 showed that nearly 90 per cent of employees are aware of WHS requirements and supporting information for their agency. SSMO also produced a set of revised WHS performance benchmarks/measures to assist agencies to further improve their performance in this area. An online WHS training module was developed. This was rolled out to a number of Government agencies through TTC.
Department of Premier and Cabinet - Annual Report 2013-14 53 Leadership and capability
A number of projects were significantly progressed throughout the year which focussed on the development of leadership capability of the State Service’s Senior Executives: In August 2013, a Senior Executive Leadership Capability Framework was released. The Framework outlines the capabilities and desired behaviours for Senior Executives. It also provides a key tool to support executive performance management and development. The Framework is being implemented across agencies, with further work continuing in this area in the coming year. In September 2013, the Senior Executive Rotation and Mobility Policy was finalised. The policy framework supports opportunities for the development of individual officers to strengthen their capabilities against the Senior Executive Leadership Capability Framework. The State Service continued its partnership with Australia and New Zealand School of Government (ANZSOG). In 2013-14 four scholarships were provided to high calibre employees to participate in the Executive Master of Public Administration (1); the Executive Fellows Program (1) and Towards Strategic Leadership Program (2). In addition, Professor John Alford ‘Exploring Public Value’ and Professor Deborah Blackman ‘People, productivity and high performance’ presented sessions in Hobart to 130 senior managers and officers. Scholarships were also offered to HR Practitioners to attend the Australian Human Resource Institute (AHRI) ‘HRIZON 2013 AHRI National Convention and Exhibition’. Three scholarships were also provided to attend the Women in Leadership Program ‘Compass’. Considerable work has also started with agencies to explore opportunities for practical and cost effective ways to deliver compulsory training such as in WHS, ethics and integrity, and workplace behaviour. E-learning has the potential to provide some innovative solutions. A project that developed a widely adopted, informative WHS e-learning module has allowed many agencies to meet their legislative obligations at a significantly reduced time and cost. This project will continue through the coming year, providing an excellent base for exploring e-learning opportunities to support many other whole-of-service training areas. In addition, SSMO also led the tender process for a whole–of-government panel of providers for the Employee Assistance Program (EAP). All agencies elected to participate on the panel, and SSMO is supporting each agency’s approach to EAP through establishing a community of practice. The Training Consortium (TTC)
Broader capability development of the State Service will also be supported through TTC. The highlights from TTC for the 2013-14 reporting period include: participation by 3,850 people in TTC courses and in-house programs, extending and enriching their learning and development – members held 114 workshops with 1,128 participants in collaboration with TTC; release of the inaugural The Training Consortium members’ report captured highlights from the TTC’s 19 year history; development and delivery of TTC’s first e-learning course – WHS awareness for employees; TTC member engagement forums were held for the first time in Hobart, Launceston and Burnie; an increase of 84 per cent in the number of responses to the TTC 2014 client survey; welcoming two new member organisations – the North West Legal Centre and the National Disability Insurance Agency; and the introduction of credit card payment as an option at the time of registration.
54 Department of Premier and Cabinet - Annual Report 2013-14 In March 2014, TTC executive endorsed the TTC Strategic Statement 2014-16, which identifies TTC’s priorities in serving the needs of members. TTC’s vision is to be the first choice provider of learning and development solutions for the public sector in Tasmania. Investigations and evaluations
SSMO has responsibility delegated from the Head of the State Service to conduct examinations and evaluations into current and emerging employment issues, and to develop appropriate responses and recommendations. The Office completed reviews into senior executive arrangements. Draft reports we prepared on reviews into entry level employment, More Responsible Duties Allowance (MRDA) and Higher Duties Allowance (HDA), grievance procedures, fixed-term employment, and performance management. The Office has also been involved in providing advice following the release of the Integrity Commission report into the Tasmanian Health Organisations (North-West and South).
Department of Premier and Cabinet - Annual Report 2013-14 55 DPAC Strategic Plan 2013-16
PRIORITY 1.10 State Service governance Develop and release the first Head of State Service Annual Report to By Oct 2013 Parliament 1 Review Employment Directions By Jun 2014 PRIORITY 1.11 Whole-of-government workplace health and safety (WHS) Complete WHS Management Systems Audit2 By Jun 2014 All agencies fully implement compliant WHS systems By Jun 2016
PRIORITY 1.12 Industrial relations Implement the Wages Policy 2013 and negotiation of Wages By Jun 2014
Agreements PRIORITY 1.13 Tasmanian State Service management and leadership
3 Complete Stage 3 of the Management and Leadership Framework By Jun 2014 Key Completed On track within timeframe Behind schedule – minor issues Behind schedule – major issues
1 Following analysis of the current Employment Directions it was determined that a more significant review is required including reviewing the structure and purpose of Employment Directions. An approach and a schedule for review has been developed. During the year Employment Direction (ED) No’s 16 and 17 were reviewed, ED No’s 9 and 25 were amended, and ED No’s 19 and 29 were issued. 2 All agencies have had the benefit of the SSMO WHS consultancy review of their WHSMS and are now working to close the identified gaps/shortfalls. 3 During 2013-14 a review and mapping of all management and leadership programs, Senior Executive leadership capability framework, and rotation and mobility policy framework were completed. Remaining projects will be progressed in 2014-15 including establishment of the whole of service workforce development network.
56 Department of Premier and Cabinet - Annual Report 2013-14 Measuring performance
Unit of 2011-12 2012-13 2013-14 2014-15 Measure Performance Measure1 Actual Actual Actual Target
Workforce reform projects Number N/A 3 3 3
Workforce management and relations Number N/A 2 2 2 projects
Workforce development projects Number N/A 2 2 2
The Training Consortium (TTC) events2 Number 306 373 259 300
Participants in TTC programs3 Number 2,201 6,035 3,850 2,500
Participants in external leadership programs Number 31 103 36 20 (ANZSOG and PSM Program)4
Proportion successfully completing external % 87 95 97 90 leadership programs4
5 Finalised wage agreement negotiations Number 6 14 17 8
Selected policy outputs must meet the minimum benchmark as measured against % N/A N/A N/A 80 agreed quality standards6
Satisfaction of key clients with delivery of policy services as measured by survey6 % N/A N/A 86 88
Notes: 1. Some measures replace previous measures related to completed inititiatives. Workforce activities relate to projects under the Key Priority Areas of the State Service Management Office Business Plan 2013-14. Some 2012-13 figures are now disaggregated. 2. TTC results are consolidated, as all members contribute to TTC’s program capacity. 3. In 2012-13, TTC ran a number of unplanned programs on behalf of member organisations resulting in an additional 2 400 registrations. 4. Data refers to registrations in the period. The Public Sector Management (PSM) Program runs for 18 months. Participants completing programs significantly increased in 2012-13 due to delivery of two Women in Leadership programs that had not previously been offered. 5. This measure relates to wage agreement negotiations registered with effect in 2013-14; additionally, a number of non-wage agreements and industrial award updates are typically completed each year. A majority of wage related agreements were registered in 2013-14 with many now in place until 2016. 6. New performance measures introduced into DPAC in 2013-14.
Department of Premier and Cabinet - Annual Report 2013-14 57 Output Group 5
There was no Output Group 5 in 2013-14.
58 Department of Premier and Cabinet - Annual Report 2013-14 Output Group 6 Community development
This Output Group encompasses the activities undertaken by the Department to deliver effective and efficient community development policy advice and ongoing community development. This Output Group comprises: 6.1 Community development – policy advice and ongoing community development 6.2 Office of Aboriginal Affairs 6.3 Office of Veterans’ Affairs
Department of Premier and Cabinet - Annual Report 2013-14 59 Output 6.1 Community development – policy advice and ongoing community development Overview
This Output focusses on building individual and community capacity, addressing social disadvantage and increasing social inclusion and community connection. The Output supports: Aboriginal people; children and young people; migrants and refugees; people with disabilities; the lesbian, gay, bisexual, transgender and intersex community; seniors; veterans; and women. It aims to build the capacity of Tasmanians to work together in addressing common interests. Key activities
The key activities delivered under this Output include: leading development of high-quality policy advice, direction, and whole-of-government coordination for identified population groups; leading COAG directed intergovernmental work in relation to disability reform, indigenous reform, women’s issues, immigration and settlement matters, and youth affairs; developing and promoting effective models for community engagement and building the community’s capacity to engage with Government; supporting other government agencies to improve their service delivery to Tasmanians, particularly to those population groups who experience barriers to access; building partnerships and delivering community building initiatives on behalf of Government; delivering a range of Tasmanian Government equity programs (Companion Card, Seniors Card Program and the Discounts and Concessions Guide); coordinating the Work Placement Program to provide work experience for humanitarian entrants in Tasmanian Government agencies and local councils; administering two statutory foundations (The Tasmanian Community Fund and the Tasmanian Early Years Foundation); and administering a number of grant programs including funding to a number of peak bodies (Youth Network of Tasmania (YNOT), COTA Tas, Multicultural Council of Tasmania (MCOT)), as well as other specific purpose grant programs. Summary of the year’s performance
In 2013-14 the Community Development Division (CDD) continued to lead whole-of-government policy advice, build individual and community capacity, facilitate active citizenship and address social disadvantage to assist people with disability; multicultural communities; children and young people; Aboriginals; women; seniors; veterans; and the lesbian, gay, bisexual, transgender and intersex (LGBTI) communities.
60 Department of Premier and Cabinet - Annual Report 2013-14 The Division played a pivotal role in the policy development and program design of the National Disability Insurance Scheme (NDIS) and led the Australian Government State negotiations which resulted in Tasmania participating in both the launch and full implementation of the Scheme. Significant work was undertaken on the development of a whole-of-government Community Engagement Framework which was launched in December 2013. Major achievements Policy
National Disability Insurance Scheme CDD, in collaboration with DHHS and Treasury, continues to lead the intergovernmental negotiations on the NDIS. On 1 July 2013, the Tasmanian and Australian Governments jointly launched the first stage of the NDIS for 15 to 24 year old Tasmanians with disability who are assessed as eligible. As at 1 July 2014 over 770 young Tasmanians were receiving disability support through the scheme. The launch is expected to provide support for approximately 1,000 people in this age group. Tasmania has signed up to implement the full NDIS and other eligible Tasmanians will start receiving support from July 2016. The NDIS will be fully implemented in Tasmania by July 2019. Around 10,600 Tasmanians with a disability are expected to benefit from full implementation of the NDIS.
Community Engagement Framework The Division continued development of a whole-of-government Community Engagement Framework (the Framework) which was released in December 2013. The Framework was informed by extensive consultation with Tasmanian Government agencies and with the Tasmanian community. The purpose of the Framework is to support and promote effective community engagement practice by Tasmanian Government agencies. Information included in the Framework document includes advice and direction on how to undertake and manage the various stages of the community engagement process. There are also a number of information resources to help guide engagement for specific communities. To support coordinated engagement, the division has developed a community engagement register and established a community engagement network. The Framework forms part of a suite of complementary whole- of-government tools developed by DPAC to guide the development and implementation of policy and service delivery.
Multicultural Policy CDD led the whole-of-government Multicultural Policy Review during 2013. Comprehensive consultation with all levels of government, community associations, service providers, peak bodies and the broader community evidenced widespread commitment to a multicultural Tasmania, and the desire to promote diversity as an asset for the State. The Tasmanian Multicultural Policy 2014 builds on the achievements of the 2001 Multicultural Policy. It is underpinned by a set of principles and contains three key strategies and an Action Plan to achieve the vision. The Policy may be viewed online at: www.dpac.tas.gov.au/divisions/cdd/policy/our_policies/multicultural_policy. A new report compiling data from the 2011 Census was launched in May 2014. The report People of Tasmania provides a key statistical picture of Tasmania’s migrant population and the make-up of migrant communities, including data on birthplace, language, religion and ancestry. The report will assist governments and other agencies to respond to the challenges of providing services in a diverse cultural environment. The Report may be viewed online at: www.dpac.tas.gov.au/divisions/cdd/information_and_resources/migrant_and_multicultural_communities/ people_of_tasmania_report.
Department of Premier and Cabinet - Annual Report 2013-14 61 Supporting settlement of new migrants CDD supported the settlement of new migrants in Tasmania. The Division is leading the development of a whole-of-government cultural awareness training package and has funded community organisations to provide face-to-face cross-cultural awareness training to key Tasmanian Government agency staff, such as Service Tasmania and new Tasmania Police graduates. Gaining employment is an important aspect of successful settlement. The Division developed an employer resource and hosted a Business Leader’s Breakfast, resulting in the development of a new community provided employment program for new arrivals. Employment pathways for former humanitarian entrants and recently arrived migrants have been assisted through the division-led Public Sector Work Placement Program and the funding of two community organisations to provide private sector work experience programs.
Better Access to Government Services The Better Access to Government Services for Former Humanitarian Entrants Report launched in August 2012 contained 36 recommendations that will assist Tasmanian Government agencies to meet the needs of former humanitarian entrants. In December 2013, the Division released a report detailing the progress made by whole-of-government in responding to the recommendations. Initiatives such as the new Multicultural Access Point (MAP) website, which provides an important resource for migrants in Tasmania and the service providers that support them, will assist new arrivals to make the transition to life in Tasmania. The Reports may be viewed online at: www.dpac.tas.gov.au/divisions/csrt/policy/our_policies/better_access_to_government_services_for_form er_humanitarian_entrants.
Translating and interpreting Multicultural Language Services Guidelines for Tasmanian Government Agencies were launched in October 2013. The Guidelines aim to enhance access to interpreters and translated information for people with little or no proficiency in English. The Guidelines may be viewed online at: www.dpac.tas.gov.au/divisions/cdd/for_and_about/migrant_and_multicultural_communities/multicultural_ language_services_guidelines Through CDD the Government provided per capita funding to support operations of the National Accreditation Authority for Translators and Interpreters.
Pontville Immigration Detention Facility CDD supported the coordination of State Government services to the Pontville Alternative Place of Detention until November 2013 when it was placed in contingency mode, until final closure and return of the site to the Department of Defence in April 2014.
Disability Framework for Action Review The Disability Framework for Action 2013-2017 (the Framework) outlines the Tasmanian Government's ongoing commitment to a society in which people with disability are able to fully participate, contribute, and achieve their potential. The Framework is Tasmania’s implementation plan for the National Disability Strategy 2010-2020. During 2013-14, the Division has been working with the Premier’s Disability Advisory Council to support Tasmanian Government agencies to develop new Disability Action Plans that will set out how the Framework will be implemented. Three key Framework actions implemented over the reporting period have been: the initiation of the Web Accessibility Whole of Government Working Group and the development of a strategy to help ensure that information on Tasmanian Government websites and electronic documents is able to reach people with vision and hearing impairments; training and the development of resources to support Tasmanian Government agencies to develop information that is able to be understood by people with low literacy; and
62 Department of Premier and Cabinet - Annual Report 2013-14 the roll out of an interactive online learning module for use in training teaching staff about the Disability Standards of Education.
Inclusive Ageing: Tasmania 2012-14 Strategy During the period, a significant body of work has been undertaken on six projects: Project 1 – the completion of Facing the Future: A Baseline Profile on Older Tasmanians which provides valuable insights into the characteristics of our older Tasmanian population, aged 60 years and over, at a whole-of-state level, by region and Local Government areas; Project 2 – a draft report and recommendations on the information needs of older Tasmanians with quantitative and qualitative data from approximately 560 survey responses and nearly 70 focus group participants; Project 3 – completion of mapping of data, programs, practical services and information relating to reducing cost of living expenses for older people; and the development of a set of tips and information for helping to save money are nearing completion; Project 4 – development and launch of a research report exploring new and changing older volunteer roles and generational change; a series of mini-videos depicting diverse older volunteering activities; and a series of posters promoting volunteering by older people; Project 5 – initial work undertaken focussing on the World Health Organisation’s core features of age-friendly cities and communities to facilitate processes at a local government level to reflect these features; and Project 6 – a project scoped with a focus on creating the conditions for older Tasmanians to remain in the workforce and reducing the barriers to employment.
Tasmanian Women’s Plan 2013-18 In September 2013, the Division released the Tasmanian Women's Plan 2013-18 which is Tasmania’s gender equality agenda and has the objective of ensuring equality for all women and girls and their full participation in the economic, social and political life of Tasmania. The Plan, which is based on extensive community consultation, has six key action areas: economic security and financial independence; education and training; health and wellbeing; housing and homelessness; leadership and safety; and justice. The Division worked with other government agencies to implement the Plan’s recommended actions. Highlights include development of a biennial Women and Girls in Tasmania Report that will provide a data snapshot of the status of women and girls in Tasmania, based around health and equality indicators. Work is underway on development of a gender mainstreaming policy and toolkit for Tasmanian Government agencies to promote gender equality across Government.
National Plan to Reduce Violence against Women and their Children During the period CDD continued to support the development and implementation of the National Plan to Reduce Violence against Women and their Children 2012-2022 by coordinating Tasmania’s response and input to policy development at a state and national level. Actions undertaken during the period include: the launch in September 2013 of Taking Action: Tasmania’s Primary Prevention Strategy to Reduce Violence against Women and Children 2012-2022; participating in the national round table consultations of key stakeholders and senior officials to inform the policy and commitments for the National Plan Second Action Plan – Moving Forward 2013-2016 which was released on 27 June 2014; and
Department of Premier and Cabinet - Annual Report 2013-14 63 ongoing work with White Ribbon Ambassadors and organisations to promote the White Ribbon movement to end male violence against women.
Tasmanian Women’s Council The Council advises the Tasmanian Government on issues of importance to women and contributes to the development of strategies that address inequality and increase the participation of women in all aspects of society. An evaluation of the Council was conducted in late 2013 which led to new Terms of Reference and the introduction of rolling Council appointments to facilitate continuity of business and corporate knowledge. CDD provided secretariat and research support to the Council, to assist in development of the Council’s Work Plan. The Work Plan includes promoting and increasing leadership opportunities for women and a range of actions to support the Government’s Tasmanian Women’s Plan 2013-2018.
Tasmanian Carer Policy, Carer Action Plan 2013-2018 and Carers Advisory Council CDD hosted the launch of the Tasmanian Carer Policy and the Carer Action Plan during Carers Week in October 2013. The objectives of the Carer Policy are to: increase the level of recognition of carers; improve the level of support and services to carers; and involve carers in the development and evaluation of policies, programs and services that affect them and their caring role. Through the Division, the Tasmanian Government provided Carers Tasmania with $150,000 over three years to establish and facilitate the work of the Carers Advisory Council (the Council), and to support the implementation of the Tasmanian Carer Policy and the Carer Action Plan. The Council’s role is to increase recognition of the contribution of Tasmania’s 73,800 carers in the broader community, and provide strategic advice to government on the implementation of the Tasmanian Carer Policy and Carer Action Plan. Ten Council members were appointed by Carers Tasmania in late 2013 following a statewide expression of interest process. The Council held its inaugural meeting on 6 February 2014 and met again 8 May 2014.
Lesbian, Gay, Bisexual, Transgender and Intersex Whole-of-Government Framework Under the whole-of-government Lesbian, Gay, Bisexual, Transgender and Intersex Framework, the Division has been supporting agency working groups to implement initiatives to ensure that services remain relevant to the needs and experiences of lesbian, gay, bisexual, transgender and intersex Tasmanians, and reflects contemporary Tasmanian Government policies. Programs and Services
Seniors Card Program During the reporting year the Division affiliated 117 new businesses and venues with the Seniors Card Program and issued 7,128 new Seniors Cards. The Seniors Card Facebook page, launched in February 2013, promotes the program and lists new businesses and their offers.
Companion Card Program There were 203 new Companion Cards issued during the reporting year, bringing the total number of current active card holders in Tasmania to 1,264. There were 190 renewals of the Companion card. The Companion Card Program has 201 business affiliates across the State with an additional two joining
64 Department of Premier and Cabinet - Annual Report 2013-14 in 2013-14. Due to reciprocal arrangements with every jurisdiction in Australia, Tasmanian cardholders can use their cards at over 6,739 participating businesses throughout Australia.
Discounts and Concessions Guide The Division prepared the content for the Tasmanian Government Discounts and Concessions Guide 2013-14 in consultation with a number of Tasmanian Government agencies that offer concessions on their services and products. Approximately 75,000 guides were distributed.
Tasmanian Women’s Register The Division continued to promote involvement of women in Government decision-making through participation on boards and committees. Women currently make up 35 per cent of membership on Tasmanian Government boards and committees. The Division maintains the Tasmanian Women’s Register, which is a database of women who would like to be appointed to Government boards and committees. The register currently has 456 members.
Grants Writing Workshops Over 130 people representing 115 organisations participated in project planning and grant writing workshops delivered by the North and North-West offices in the reporting year. Participants have found the workshops relevant and informative, with over 96 per cent of participants indicating they felt more comfortable writing a grant application after attendance. The workshops continue to be a valuable resource for community organisations. Grants
National Youth Week The Division coordinated National Youth Week (NYW) in 2014. Approximately 8,900 young people attended 48 NYW events and 1,920 young people were involved in the planning and development of these events. NYW events were held in all regions of Tasmania; with 38 per cent being held in the South, and 31 per cent in the North and 31 per cent held in the North-West. A major component of the Division’s work is the NYW Grant Program, which provides grants to local governments, schools and organisations to run NYW events and projects. The Tasmanian Government provided $40,000 for NYW 2014 in Tasmania, which was largely allocated to the NYW 2014 Grants Program. In total, 39 grants were allocated to support 48 NYW 2014 events across Tasmania.
Youth Parliament Through the division the Government funded the Tasmanian Youth Parliament (TYP) held in July 2013. The TYP is an annual Program delivered by a Taskforce of young people from the Tasmanian Youth Government Association, with assistance from YMCA Australia and CDD. TYP provides young Tasmanians with a forum for expressing ideas, concerns, and aspirations regarding the future of their State, as well as providing an insight into Tasmania’s Parliamentary System. The Youth Parliament Program included a week long residential camp followed by three days of debating Bills in Parliament. Thirty-six Youth Parliamentarians from a range of schools and regions also participated in a range of workshops and meetings, which helped them to learn about parliamentary processes and develop valuable leadership, research, public speaking, and teamwork skills.
Lesbian, Gay, Bisexual, Transgender and Intersex Community Grants Program The Lesbian, Gay, Bisexual, Transgender and Intersex (LGBTI) Community Grants Program assists community and tertiary institutions to increase the number of Tasmanians who are accepting of diversity; reduce the number of discrimination complaints lodged on the grounds of sexual orientation; and improve resilience and capacity in the LGBTI community. In 2013-14, $45,591 was allocated to four
Department of Premier and Cabinet - Annual Report 2013-14 65 organisations for projects addressing the aims of the program. In the 2013-14 budget, a commitment was made to continue funding the program for a further three years at $50,000 per annum.
Tasmanian Community Fund The Tasmanian Community Fund (the Fund) was established through the Trust Bank Sale Act 1999 and is regulated by the Tasmanian Community Fund Act 2005. The Fund provides grants to not-for-profit organisations. The Tasmanian Community Fund Act 2005 governs the Fund's operations. Information on the Tasmanian Community Fund, its achievements and the projects that have been approved by the Board can be found at www.tascomfund.org.
Tasmanian Early Years Foundation The Tasmanian Early Years Foundation (the Foundation) was established under the Tasmanian Early Years Foundation Act 2005 to support the wellbeing, learning and development of Tasmania’s young children aged 0-6 years. The Foundation has three functions: promoting the importance of the early years; providing grants for early years initiatives; and supporting research into the early years. The Foundation receives core government funding, and also accesses grants, donations and in-kind support to undertake its activities. In 2013-14, some of the Foundation’s highlights include: funding a two-year evaluation of Child and Family Centres through the Learning and Development Strategy; supporting internationally-acclaimed Circle of Security training for 150 practitioners working with children and families; supporting 19 small to medium projects under our annual grant funding round; providing scholarships for post-graduate university study and the Tasmanian Leaders Program for early years practitioners; and hosting a forum for early years educators on young children and environmental sustainability. The Foundation produces its own annual report which provides further details on their activities, and can be accessed from the Foundation’s website at www.earlyyears.org.au.
Specific purpose grants In addition to the grants outlined above, the Division administered a range of specific purpose grants including funding to peak organisations in the aged, youth and multicultural sectors, the Returned and Services League of Australia (Tasmania Branch), and the Moonah Taste of the World Festival.
66 Department of Premier and Cabinet - Annual Report 2013-14 Output 6.2 Office of Aboriginal Affairs Overview
The Office of Aboriginal Affairs (OAA) is responsible for developing, implementing and overseeing policies of legislative arrangements including the Aboriginal Lands Act 1995, the Tasmanian Aboriginal and Dual Naming Policy, the Aboriginal employment register, and cultural permits. OAA supports consultation and engagement with the Tasmanian Aboriginal community and provides high-level advice to the Premier and Minister for Aboriginal Affairs. OAA assists the Tasmanian Aboriginal community to improve social, cultural and economic outcomes whilst promoting greater understanding of Tasmanian Aboriginal culture. OAA also: provides advice to the Government on policies and practices affecting the Tasmanian Aboriginal community; assists government and non-government sectors with information about, and access to, programs, services and issues; and develops, administers and coordinates policy development affecting the Tasmanian Aboriginal community. Major achievements
National indigenous initiatives and forums OAA continues to support a range of national initiatives and forums focussing on Aboriginal and Torres Strait Islander people, including: COAG’s Working Group on Indigenous Affairs; representation on various working groups; and providing advice to Tasmania’s representative on the Steering Committee for the Review of Government Service Provision. This advice aims to assist in development and monitoring of agreements and strategies to close the gap on indigenous disadvantage. The Office coordinated implementation of the Overarching Bilateral Indigenous Plan for the State, agreed between the Australian and Tasmanian Governments. The plan underpins Tasmania’s commitment to the National Indigenous Reform Agreement. The Office coordinated and participated in Tasmania’s contribution to the review of this agreement, the development of the Overcoming Indigenous Disadvantage Key Indicators 2014 Report and COAG Senior Officials Meeting papers specific to COAG’s Indigenous reform agenda.
Aboriginal and dual naming OAA worked closely with the Tasmanian Aboriginal Centre and DPIPWE to develop an Aboriginal and Dual Naming Policy for landmarks and geographic locations in Tasmania. While the policy was launched in March 2013, initial implementation of the Policy commenced in June 2013 with conformation by the Nomenclature Board of six nominations for dual naming submitted by the Tasmanian Aboriginal Centre in February 2014. These were kanamaluka/River Tamar, kunanyi/Mount Wellington, larapuna/Bay of Fires, putalina/Oyster Cove, takayna/the Tarkine area and truwana/Cape Barren Island. The names have been included on the Nomenclature Register and are to be printed on official Tasmanian Government maps, Tasmanian maps and information systems.
Department of Premier and Cabinet - Annual Report 2013-14 67 Aboriginal Land Council of Tasmania Through OAA the Government provides an annual Grant to enable the Aboriginal Land Council of Tasmania to fulfil its statutory obligations outlined in section 22 of the Aboriginal Lands Act 1995. The grant assists with operating costs, co-ordination and land management activities associated with returned land.
Aboriginal family violence OAA funded the Tasmanian Aboriginal Centre to deliver an Aboriginal children and young people’s safety and well-being project. The project will see the updating of two booklets Family violence is not ok for palawa kids! and palawa kids can say no! targeted at Tasmanian Aboriginal children and young people.
Constitutional recognition OAA provided significant advice to Government on the recognition of Aboriginal and Torres Strait Islander people in the Australian Constitution. During Reconciliation Week 2014 the Premier put forward a Notice of Motion in support of constitutional recognition of Aboriginal and Torres Strait Islander peoples as the First Australians.
68 Department of Premier and Cabinet - Annual Report 2013-14 Output 6.3 Office of Veterans’ Affairs Overview
Veterans’ Affairs supports and promotes the role of Tasmanian veterans and ex-serving personnel through a number of programs and activities including: policy advice and support for the Parliamentary Secretary to the Premier; coordination of the Tasmanian Government Centenary of ANZAC commemoration activities; delivery of the Centenary of ANZAC, Teddy Sheean Memorial and Cadet Unit Infrastructure Grants Programs, the Lieutenant Colonel Harry Murray VC Scholarships, the annual State Government Reception for current serving personnel and the Frank MacDonald MM Memorial Prize; and executive support for the Tasmanian Veterans’ Advisory Council, the Centenary of ANZAC Steering Committee and the ANZAC Day Trust. There is also ongoing liaison with ex-service organisations including administration of a grant deed with the Returned and Services League of Australia, Tasmania Branch. Major achievements
Centenary of ANZAC In 2013-14, CDD undertook significant work towards the Centenary of ANZAC. The governance arrangements for the Tasmanian Government’s commemorative activity for the centenary included establishing a Centenary of ANZAC steering committee, a Tasmanian Government working group and a community working group. Three projects were submitted to the ANZAC Centenary Public Fund: an eternal flame at the Hobart Cenotaph (Tasmania is the only State that does not have one); the finalisation of the public park at the Soldiers Memorial Avenue and a pedestrian walkway across the Tasman Highway from the Cenotaph to the Avenue.
Centenary of ANZAC grant program The Division established a Centenary of ANZAC grant program for the centenary period, resulting in $250,000 over five years for the program from 2013-14. Grants of up to $5,000 were made available to organisations delivering projects that: commemorate the centenary of the landing at Gallipoli; have an educational value; are a lasting tribute and acknowledgement of Tasmanians who fought in World War 1; and commemorate Australia’s/Tasmania’s involvement in international conflicts over time.
Twenty-six applications from around Tasmania were received and 17 applications were recommended for approval.
Department of Premier and Cabinet - Annual Report 2013-14 69 Frank MacDonald Memorial Prize
The Frank MacDonald Memorial Prize (FMMP) is an essay-based competition open to all students undertaking year nine. In April 2014, two staff from CDD led the 2013-14 FMMP Study Tour, comprising six student winners, two teachers, a Returned and Services League (RSL) representative and a Parliamentary representative, to the Western Front in France and Belgium. As part of the Study Tour, the group participated in formal ceremonies, including the Sounding of the Last Post Ceremony at the Menin Gate in Ieper (Ypres), Belgium; relighting the Eternal Flame at the Arc de Triomphe in Paris and the ANZAC Day Dawn Service at Villers-Bretonneux. The FMMP is jointly administered through CDD and DoE in collaboration with the RSL Tasmanian Branch.
The Tasmanian Veterans’ Advisory Council
CDD supported the operations of the Tasmanian Veterans’ Advisory Council (TVAC) in providing advice to the Minister for Veterans’ Affairs and the Tasmanian Government on issues affecting Tasmanian serving and ex-serving personnel and their families.
An Ex-Service Organisation Forum was held in August 2013 which achieved a number of practical outcomes.
State Government Reception for returned personnel
The Division organised the State Government Reception for returned serving personnel held at Parliament House on 6 December 2013. The event was attended by Members of the Tasmanian Veteran’s Advisory Council, Senior Officers of the Australian Defence Force and current serving personnel who were deployed on operations during the year.
The Lieutenant Colonel Harry Murray VC Scholarships Through CDD, the Tasmanian Government funds the Lieutenant Colonel Harry Murray VC Scholarships which promote research and understanding of Tasmania’s military history, and issues facing veterans. Students in their final year of under-graduate study, who are intending to study Honours with a thesis involving Tasmanians’ involvement in war, are eligible to apply for the scholarships. Three students received the 2013 scholarships to assist with their Honours degrees.
DPAC Strategic Plan 2013-16
Establishing and implementing the Community Engagement Framework Develop and start implementing the Community Engagement By Dec 2013 Framework
Key Completed On track within timeframe Behind schedule – minor issues Behind schedule – major issues
70 Department of Premier and Cabinet - Annual Report 2013-14 Measuring performance
Unit of 2011-12 2012-13 2013-14 2014-15 Measure Performance Measure Actual Actual Actual Target
Representation of women on government boards and committees % 35 35 35 40
Selected policy outputs must meet the minimum benchmarks as measured against agreed quality % N/A N/A 83 90 standards1
Satisfaction of key stakeholders with policy development process as measured by survey2 % N/A N/A 97 98
New Seniors Cards issued Number 7,098 7,401 7,128 7,500
New Companion Cards issued Number 201 180 203 200
New businesses and venues affiliated with the Seniors Card program3 Number 109 96 117 70
New business, venues, events affiliated with the Companion Card program Number 6 4 2 5
Number of Aboriginal people issued licences to practise cultural activities including hunting, fishing Number 89 93 26 110 and gathering cultural activities4
Number of Aboriginal identified positions in the State Service that are filled by Aboriginal people or Number 56 62 58 63 Torres Strait Islanders
Percentage of applicants satisfied with public grants program administration5 % N/A N/A 92 95
Notes: 1. New performance measure introduced in 2013-14. 2. Data from a survey conducted with key Tasmanian Government stakeholders in November/December 2013 in relation to their satisfaction with the policy consultation and development process. 3. A recruitment campaign for new business partners is undertaken biennially to coincide with the production of the Seniors Card Directory. 4. A decrease in licences issued is due to no cultural mutton birding season declared for Fort Direction in 2014. 5. Data from survey sent to recipients of National Youth Week grants, the War Memorial Repair and Maintenance Grants Program and Centenary of ANZAC Grant Program.
Department of Premier and Cabinet - Annual Report 2013-14 71 Output Group 7 Development of local government, security and emergency management
Output Group 7 coordinates the activities of the Local Government Division and the Office of Security and Emergency Management. The Division’s role is to help build a robust local government sector and maintain a strong relationship between the Tasmanian Government and local government. The Division develops and maintains a policy and legislative framework for matters relevant to local government. It provides executive support to the Premier’s Local Government Council and the Local Government Board. The Office of Security and Emergency Management provides advice to the Tasmanian Government and support to local government on policies and issues associated with avoiding and mitigating the impacts of natural hazards and security-related threats. This Output Group comprises two Outputs: 7.1 Development of local government 7.2 Security and emergency management
72 Department of Premier and Cabinet - Annual Report 2013-14 Output 7.1 Development of local government Overview
This Output coordinates the activities of the Local Government Division (LGD). LGD contributes to the wellbeing of local communities through promoting a sustainable and vibrant local government sector and supporting the strong collaborative relationships between the State Government and local government. It does this by developing and maintaining a policy and legislative framework for matters relevant to local government, contributing to the effectiveness of the Premier’s Local Government Council (PLGC), providing executive support to the Local Government Board, and other forms of engagement between the Tasmanian Government and local government. In February 2013, the functions and staff of the Office of Security and Emergency Management were transferred to the newly established BRU. The Office provides advice to the Tasmanian Government and supports local government on policies and issues associated with mitigating the impacts of natural hazards and security-related threats. Key activities
The key activities that were delivered under Output 7.1 include: providing policy advice to the Premier and the Minister for Planning and Local Government on local government matters, including leading practice within the sector and State Government and local government relations; developing and implementing a clear policy and legislative framework for local government in Tasmania; managing the State Government’s Framework for Collaboration with Local Government including regular council visits and facilitating relationships between councils and agencies at the local, regional and statewide levels; providing policy advice and executive support to the PLGC and the Local Government Board; investigating and providing recommendations on complaints; providing advice and support to councils and members of the public through interpretation of the Act(s) and associated regulations; and contributing to national policy and discussion on local government when required. Summary of the year’s performance
A number of substantial projects were delivered in 2013-14. LGD was able to achieve all of its major strategic priorities as outlined in the DPAC Strategic Plan 2013-16. The Division was successful in delivering a significant legislative reform package through the Local Government (Miscellaneous Amendments) Act 2013 which introduced new council financial and asset management requirements and provided councils with new powers to address dilapidated buildings. Considerable effort and time was devoted to investigating complaints, advising on legislation and associated regulations and undertaking a major review of the operations of the George Town Council.
Department of Premier and Cabinet - Annual Report 2013-14 73 The other significant achievement was the delivery of phase 2 of the Role of Local Government project. A key milestone was the delivery of the first local government self-assessment survey which assessed Tasmanian councils’ performance in delivering its key roles. The second milestone delivered in 2013-14, was the Local Government Role Assessment Interim Report. The Interim Report built upon the council self- assessment survey and provides an examination of detailed submissions, a community survey and a number of other authoritative reports to build a picture of council strengths and capability gaps. Major achievements Legislative Reform
In November 2013, the Local Government (Miscellaneous Amendments) Act 2013 commenced on Royal Assent (with the exception of the financial and asset management part of the Act, which commenced in February 2014). The Act provides for a number of significant reforms and minor amendments to the Local Government Act 1993. The minor amendments included changes to provisions regarding nuisance, pecuniary interests, electoral matters, model by-laws, and immunity from liability. Key reforms in the Act are outlined below.
Financial and asset management reforms The legislation introduced a major reform to mandate long-term financial and strategic asset management planning for Tasmanian councils, as well as other related financial and asset management initiatives. The reforms include a requirement for councils to: maintain long-term financial management and strategic asset management plans (10 years), asset management policies and financial and asset management strategies; maintain an Audit Panel; report performance against financial and asset management indicators in council financial statements; and review their long-term financial management and strategic asset management plans, financial management and asset management strategies and asset management policy every four years. In addition to the new legislation, the Governor made three Orders relating to the asset management reforms which: outline the minimum requirements necessary for all long-term financial and asset management planning documents; list the financial and asset management indicators; and provide guidance to councils on the structure, membership and primary functions of audit panels.
Dilapidated buildings The Local Government (Miscellaneous Amendments) Act 2013 amended the Building Act 2000 to provide council general managers with appropriate discretionary powers to order building owners to carry out building work (or other work) to remedy the adverse effects of dilapidated buildings on local communities.
74 Department of Premier and Cabinet - Annual Report 2013-14 Investigations and guidance
The Director of Local Government received 21 new complaints relating to councils in the 2013-14 financial year, and resolved 18 complaints during the same period. The most common complaints related to alleged breaches of the pecuniary interest and disclosure of confidential information offence provisions of the Local Government Act 1993, as well as alleged failures to comply with the Local Government (Meeting Procedures) Regulations 2005. The Division’s major investigation for 2013-14 was in response to matters raised by the community regarding the George Town Council. This investigation focussed on issues relating to the governance and operations of the Council, including financial and asset management, human resource management, community satisfaction and regulatory functions. LGD also undertook a review of the governance arrangements of King Island Council. LGD devotes considerable time and effort to providing advice and documentation to councils and stakeholders with regard to the interpretation of the Act and Regulations. The Division plays an important role in building the capability of elected members to ensure they fully understand their roles and responsibilities as defined in the Act and Regulations. Regulatory reviews
LGD continued to implement a range of statutory requirements, and processed a number of regulatory impact statements for council by-laws. The Division managed the 2013 Local Government Board review of councillor numbers for six councils and the subsequent development of statutory Orders to implement a reduction of five councillors from three of the councils. Role of Local Government Project
The Role of Local Government Project is a collaborative project between the Tasmanian Government and local government. The project was established in 2012 by the PLGC. The objective of the project is to establish a clear understanding of the roles and capabilities of local government, identify strengths and capability gaps, and develop actions to build a sector that is sustainable, efficient, effective and responsive to community needs. The project identified eight roles of local government: sense of place; community engagement; strategic leadership; land use planning; economic development; services and assets; legislation and by-laws; and representation and cooperation. In 2013-14, the project delivered a comprehensive Local Government Self-assessment Survey which assessed all Tasmanian councils’ performance across the eight roles of local government. A community survey was also undertaken to test community views on councils’ performance in each of the eight roles. The Local Government Role Assessment Interim Report was endorsed by the PLGC in December 2013. The Interim Report provides a comprehensive assessment of the capacity of local government to deliver the eight roles of local government. The report builds upon the findings from the council self-assessment survey and a range of other data sources to provide an assessment of each of the eight roles as well as suggestions as to how both spheres of government might work together to address capability gaps and impediments. The PLGC approved the recommendation made in the Interim Report for the PLGC to establish four high level working groups for the following priority areas: collaboration, economic development, governance and legislation. The working groups will meet throughout 2014-15 to develop a substantial local government reform program to be delivered over the next three years. Valuation and local government rating review
In April 2013, the final report of the Valuation and Local Government Rating Review recommended that all councils should transition from assessed annual value to capital value as the valuation base for
Department of Premier and Cabinet - Annual Report 2013-14 75 determining rates. With input from Treasury, the Division developed a modelling program to assist councils’ decision-making in their transition from assessed annual value to capital value. In 2014-15, nine councils are scheduled to have municipal property revaluations undertaken by the Valuer-General. LGD has offered modelling assistance for a transition in rates base to these councils and three additional councils.. The Division has undertaken extensive modelling for each council and uses a suite of communication tools such as graphs, maps and tables, to aid senior official and councillor understanding of the transition impacts on individuals and groups of ratepayers within their council area. Data Management Plan
LGD has continued to collect data with regard to the last financial year in accordance with the Division’s Data Management Plan. The plan, which was finalised in 2013, documents the collection, use, storage and integrity of the data. The relevant data is provided to the Australian Bureau of Statistics, the Tasmanian Planning Commission and the State Grants Commission under the Memorandum of Understanding between the Local Government Division and the other organisations.
76 Department of Premier and Cabinet - Annual Report 2013-14 Output 7.2 Security and emergency management Overview
The Office of Security and Emergency Management (OSEM) provides policy advice to the Tasmanian Government and local government in relation to prevention, preparedness and recovery arrangements for security-related risks and natural hazards. Key activities
The key activities delivered under this Output include: working with DPEM and other relevant agencies to support and coordinate the development of State policies and plans relating to security and emergency management, and contributing to the development of national policies; working with local government in relation to policy for prevention, preparation and recovery in relation to natural and security-related hazards; and supporting State participation in the Australia and New Zealand Counter Terrorism Committee, the Australia and New Zealand Emergency Management Committee and their subcommittees. Summary of the year’s performance
The delivery of OSEM priorities was impacted by the reallocation of resources to bushfire recovery activities. However, significant progress has been made in relation to implementation of the framework for the mitigation of the impacts of natural hazards through land-use planning and building control, and the implementation of recommendations from the 2013 Bushfires Inquiry. With the closure of the BRU, remaining tasks related to recovery from the 2013 bushfires are being managed by OSEM. Major achievements
Achievements for the period included: supporting the implementation of the Statewide Planning Code for Bushfire Prone Areas; publishing a report and associated hazard mapping relating to landslide risk. OSEM worked with the Tasmanian Planning Commission (TPC), local government and Mineral Resources Tasmania to develop a Statewide Planning Code for landslide risk; releasing hazard mapping in relation to coastal inundation and erosion to local government and other stakeholders; preparing the Tasmanian Government submission to the Productivity Commission inquiry into natural disaster funding arrangements; providing secretariat services for the implementation of recommendations from the 2013 Bushfires Inquiry, with 47 recommendations reported as having been implemented by responsible agencies at 30 June 2014; liaising with the Australian Government regarding partial reimbursement of extraordinary expenses relating to the January 2013 bushfires and prepared the claim in accordance with the Natural Disaster Relief and Recovery Arrangements;
Department of Premier and Cabinet - Annual Report 2013-14 77 preparing the Tasmanian Government submission to the COAG Review of Counter-Terrorism Laws; and administering the Natural Disaster Local Government Relief Policy for the purpose of providing financial assistance to councils for the costs associated with responding to and recovering from the bushfires in January 2013 and the floods in northern Tasmania in August 2013. Bushfire Recovery Unit
In February 2013, the BRU was established in DPAC, combining resources from a number of Tasmanian Government agencies. The BRU supported the Bushfires Recovery Taskforce (Taskforce) to develop and implement a plan for the recovery of communities impacted by the January 2013 bushfires. The BRU also provided administrative support to the Red Cross Appeal Distribution Committee to distribute donations received through the Tasmanian January 2013 Red Cross Bushfire Appeal. The BRU was gradually wound-down over the first half of 2014 and officially closed on 30 June 2014. Key activities
The key activities delivered under this Output include: supporting a community-led approach to social, economic, environmental and infrastructure recovery from January 2013 bushfires; supporting the operation of the Bushfire Recovery Taskforce, including developing and implementing a plan for recovery of communities impacted by the January 2013 bushfires; providing administrative and other support to the Red Cross Appeal Distribution Committee to distribute donations received through the Tasmanian January 2013 Red Cross Bushfire Appeal; supporting the operation of the Sorell/Tasman Affected Area Recovery Committee and the Central Highlands Affected Area Recovery Committee; and establishing and supporting an Active Partners Program to support coordination of recovery services across a range of Government and non-government organisations. Summary of the year’s performance
The January 2013 bushfires destroyed 203 homes and shacks, and burnt over 100,000 hectares of land causing millions of dollars of losses for farmers and local businesses. A significant achievement for DPAC in 2013-14 was the support it provided to communities recovering from the bushfires. A Taskforce was established on 10 January 2013 to assist with rebuilding communities affected by the bushfires. The BRU supported the Taskforce and administered assistance to communities impacted by the bushfires on behalf of the Taskforce, Red Cross Appeal Distribution Committee and Affected Area Recovery Committees. The chair of the Taskforce delivered the final report to the Government on 6 June 2014 and the BRU officially ceased operation on 30 June 2014. Social and personal support services continue to be available to members of bushfire-affected communities through the Tasmanian Health Organisation (South) and non-government providers. Remaining recovery tasks are being managed by OSEM. Major achievements
The BRU coordinated the cleanup of bushfire-damaged properties in partnership with Hazel Bros. Around 320 properties in the Sorell, Tasman, Glamorgan Spring Bay and Circular Head municipalities were cleared.
78 Department of Premier and Cabinet - Annual Report 2013-14 The Unit established Information and Services Hubs in Sorell, Dunalley, and Murdunna to provide ‘shopfronts’ for the delivery of a wide range of recovery services. The Dunalley Information and Services Hub included a tool library, an op-shop and a book lending library. The BRU implemented a communication strategy to deliver support for impacted communities, including the fortnightly publication of Recovery News and published a Building Back Better Guide for people rebuilding their homes. The Guide received a commendation at the Planning Excellence Awards for 2013. The Unit distributed $8.7 million of appeal funds in accordance with decisions made by the independent Red Cross Appeal Distribution Committee. All administrative costs related to distribution were absorbed by the Tasmanian Government to ensure monies donated were distributed to people impacted by the bushfires. The BRU prepared regular reports on behalf of the Red Cross Appeal Distribution Committee. The appeal funds were distributed as follows: $5.7 million was distributed to individuals and families; $1.97 million was allocated to community projects including: an ABC AM transmitter upgrade in the Central Highlands so residents will be able to receive regular emergency updates; an upgrade of the Ellendale Community Hall; and multiple projects in the Sorell/Tasman communities including improvements to parks, the Dunalley Community Hall and marina; $700,000 to support a local garden renewal project and the work of beyondblue to support school children in impacted communities; and based on lessons learnt from the 2009 Victorian bushfires, approximately $300,000 has been reserved for long-term needs. The Unit developed an assistance package for primary producers to enable grass seed, livestock feed and $300,000 worth of support for fencing materials to be distributed by the Tasmanian Farmers and Graziers Association (TFGA). Lastly the BRU worked with the Tasmania Prison Service (TPS) and other stakeholders to establish the Bushfire Community Assistance Program (Fencing). The program erected over 50 kilometres of strained post and wire fencing (to A1 standard) across a number of fire affected properties. The Tasmanian Bushfire Recovery Fund and the TFGA supplied grants to farmers to assist them with the purchase of required fencing materials. The TPS Fencing Crew supplied labour and skills to erect the fencing, with the assistance of correctional staff and personnel from the TFGA, Lions and Rotary Clubs.
Department of Premier and Cabinet - Annual Report 2013-14 79 DPAC Strategic Plan 2013-16
PRIORITY 1.15 Implementing Role of Local Government project (Phase 2) Conduct a self-assessment survey of councils and produce a report By Dec 2013 on councils ability to deliver on the eight roles of local government Gain the approval of PLGC to establish working groups to address By Dec 2013 capability weaknesses within local government PRIORITY 1.16 Implementing the Asset and Financial Management Framework for Local Government Enact long term financial asset management legislation By Apr 2014 Implement and support the new legislation By May 2014 Key Completed On track within timeframe Behind schedule – minor issues Behind schedule – major issues
80 Department of Premier and Cabinet - Annual Report 2013-14 Measuring performance
Unit of 2011-12 2012-13 2013-14 2014-15 Measure Performance Measure Actual Actual Actual Target
Output 7.1 Local government
Number of new bilateral, regional and statewide partnership agreements signed1 Number 0 2 …. ….
Number of partnership agreements being implemented1 Number 11 6 4 -
Formal face-to-face visits with councils to discuss current issues Number 45 41 36 40
Number of Local Government Board reviews completed2 Number N/A 1 1 ….
Selected policy outputs must meet the minimum benchmark as measured against agreed quality standards3 % N/A N/A 81 85
Satisfaction of key clients with delivery of policy services as measured by survey3 % N/A N/A 88 89 Output 7.2 Security and emergency management
Selected policy outputs must meet the minimum benchmark as measured against agreed quality standards3 % N/A N/A N/A 80
Satisfaction of key clients with delivery of policy services as measured by survey3 % N/A N/A N/A 80
Notes: The Local Government Division is currently developing a suite of new performance measures to be included in the 2014-15 Annual Report. 1. Partnership agreement performance measures have been phased out due to increased focus on collaboration including visiting councils. 2. The Local Government Board review performance measure is being phased out due to re-focus of its role to deal with issues across the sector rather than reviewing each council every eight years. 3. New performance measure for 2013-14.
Department of Premier and Cabinet - Annual Report 2013-14 81 All Output Groups Corporate Services
Corporate Services provides corporate support and services to all Output Groups of the Department.
82 Department of Premier and Cabinet - Annual Report 2013-14 Corporate Services Overview
The Corporate Services Division provides services to support the DPAC, specifically in the area of finance, human resources, information management, records and information technology, properties, procurement, planning and organisational development. The Division also provides this full range of services to the Ministerial and Parliamentary offices and the Office of the Governor. These services are reported under Output 2.4 of this Annual Report. Key activities
The key activities that are delivered under this Output include: financial management; human resources management; information systems management; records and information management; property management; provision of procurement services and advice; strategic planning and organisational development; executive support to the Audit Committee; and provision of advice to the Secretary on corporate matters. Summary of the year’s performance
This year a major priority for the Corporate Services Division was planning for the 2014 State Government Election. Significant work was generated by the change of government. Approximately 107 Ministerial and Parliamentary Support (MPS) employees ended their term of employment and vacated Ministerial and Electorate offices. This occurred simultaneously with the new government recruiting new MPS employees and the establishment of all new Ministerial and Electorate offices. The Corporate Services Division was also responsible for inducting new MPS employees and prepared new induction support materials and conducted information sessions. A major priority for the new Government was to review the Ministerial Transport Service with the aim of improving operational efficiency and establishing cost savings. Corporate Services Division achieved set up and ran a new car pooling system to help achieve the Government’s savings target. The Division developed a Financial Management Strategic Plan to achieve improvements in financial management and commenced the Electronic Storage of Financial Records Project. The Division joined the Graduate Development program in September 2013 and three Graduate Research Officers have worked in the Division assisting with policy development. The Graduate Research Officers put significant effort into reviewing and updating the Workplace Diversity Policy and Principles and the Workplace Behaviour Policy, and developing an induction program that is due to be implemented in early 2014-15. In September 2013, the Division facilitated Anti-Discrimination Awareness Training for the Department with 269 employees participating in the training sessions.
Department of Premier and Cabinet - Annual Report 2013-14 83 Major achievements Tasmanian State election 2014
The outcome of the election saw: severance of existing MPS employees; recruiting and employing new MPS employees; establishing new Ministerial and Electorate Offices; implementing a Ministerial Transport Service carpooling system; revising the Government Members’ Handbook; redeveloping the Premier’s website; planning for implementing election commitments and Ministerial portfolio changes; and planning for the integration of Sport and Recreation Tasmania into DPAC. Financial management
The Division developed a Financial Management Strategic Plan detailing timeframes for tasks and priorities, key performance indicators and defining aspirational levels of service to clients and stakeholders. The Plan offers DPAC a new benchmark in strategic financial planning, performance evaluation, and analysis. The Electronic Storage of Financial Records Project has commenced with the aim to improve efficiency in seeking approval and/or action of all finance related documents. This project is ongoing and aims to have integrated all existing financial record systems by early 2015. Information security and information management
ISB deployed and configured the network infrastructure required to enable the new Ministerial offices to use the whole-of-government Connect V phone system. The Division also worked with TMD to implement the Connect V phone system for the rest of DPAC. ISB is engaged in ongoing development of the DPAC ICT Disaster Recovery Strategy and ICT Disaster Recovery Plan. Policy reviews
Corporate Services has reviewed and updated a number of corporate policies as a component of implementing its Corporate Policy Framework. This framework provides an overview of the policy documents developed by the Division for DPAC and MPS staff and defines the appropriate approach, format and process for developing, approving, storing, implementing and reviewing its policies. The following policies have been finalised and implemented in this financial year: Electronic communications usage policy; Entertainment expenditure policy; Fraud and corruption control policy; ICT mobile computing policy; ICT security policy; Password management guidelines;
84 Department of Premier and Cabinet - Annual Report 2013-14 Recreation leave policy; Study assistance policy; Workplace diversity policy and principles; and Workplace behaviour policy.
Performance management
Significant work has been undertaken to review DPAC’s performance management and development policy and processes. The Division is on track to implement an updated policy and associated documents in 2015. Workplace health and safety
DPAC’s WHS programs continued to progress in 2013-14. The Division has developed and implemented a WHS intranet page that includes a mandatory online training program for all employees. 94 per cent of employees have completed the training. DPAC’s Health and Wellbeing Program was also a finalist in the 2013 WorkSafe Tasmania Awards. Organisational development
Corporate Services continues to support leadership and collaboration for the DPAC Leadership Group (DLG). Activities for this year include facilitating an adaptive leadership workshop for the DLG. The Division also supports learning and development of mid-level managers through the DPAC Leadership Development Program. Corporate Services facilitates the annual DPAC Pulse Check Survey which aims to measure our organisational health and employee satisfaction. This year survey participation has increased with 86 per cent of DPAC employees completing the survey. The survey results indicated a continual improvement by DPAC in the areas of leadership, communication and employee satisfaction. Departmental planning
The Division facilitates DPAC’s internal planning and reporting processes by co-ordinating the DPAC Annual Report, DPAC Strategic Plan, DPAC divisional and business unit planning and by preparing the DPAC Budget Paper No. 2 Key Performance Indicators for 2014-15. During the reporting year, Corporate Services prepared a document for each business unit on their establishment and budget for the financial year. This initiative now forms part of the annual planning process.
Department of Premier and Cabinet - Annual Report 2013-14 85 DPAC Strategic Plan 2013-16
PRIORITY 4.1 Prepare for the transition from the 47th to the 48thGovernment Prepare the transitional corporate policies, procedures and advice for By Jan 2014 current and incoming Members of Parliament, staff and stakeholders. th Coordinate transition to the 48 Government From Mar 2014
PRIORITY 4.2 Strategic People Management Strategy Develop and implement a strategic approach to the management of human By Jan 2014 resources within DPAC including the implementation of new WHS legislation1 Key Completed On track within timeframe Behind schedule – minor issues Behind schedule – major issues
Measuring performance
Performance Measure Unit of Measure 2011-12 2012-13 2013-14 2014-15 Actual Actual Actual Target
No major security breaches The number of incident reports or incidents at Departmental received leased properties N/A N/A 0% 0%
External audit opinion on Qualified or Unqualified financial statements Unqualified Unqualified Unqualified Unqualified
Payroll payments Employees paid on time 100% 100% 100% 100%
DPAC Taxation Returns Percentage completed on time 100 100 100 100
Creditors payment1 Percentage creditor invoices not paid on time 8% 8% 1% <5%
IT unscheduled outages Number N/A N/A 0 0
Notes: 1. While it is desirable to have a 0% target for late payments, it is recognised that this is not achievable as issues arise that the Department has no control over.
1 Whilst we are on track to implement actions to comply with the new WHS legislation, due to the diversion of resources towards the transition to the 48th Government and preparing for the integration of Sport and Recreation into the Department, we are behind schedule in developing a Strategic HR Management Plan.
86 Department of Premier and Cabinet - Annual Report 2013-14