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

Department of Premier and Cabinet - Annual Report 2013-14 15

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

16 Department of Premier and Cabinet - Annual Report 2013-14

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.


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.


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

across Government

By Jun 2014

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

Performance Measure

Unit of

Measure

2011-12

Actual

2012-13

Actual

2013-14

Actual

2014-15

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

standards % 87 83 92 93

Satisfaction of key clients with delivery of policy % N/A N/A 87 88


Performance Measure

Unit of

Measure

2011-12

Actual

2012-13

Actual

2013-14

Actual

2014-15

Target

services as measured by survey1

Note:

1. New performance measure for 2013-14.


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.


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


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.


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.



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) and initiatives commenced1

Oct 2013

Complete coastal, regional and sector based adaptation

initiatives

Jun 2015

Key

Completed





Performance Measure

Unit of

Measure

2011-12

Actual

2012-13

Actual

2013-14

Actual

2014-15

Target

Percentage of components of Tasmania’s Action

Plan to Reduce Emissions (2011) delivered on

time1 % 95 95 100 N/A

Percentage of strategic policy initiatives completed

on time % 95 95 95 95



standards % 95 77 92 93

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.


1 The project is undergoing further development to ensure that it aligns with the new Government’s priorities


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.


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


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.


PRIORITY 1.6 Implementation of new cost of living initiatives

Implement and evaluate cost of living programs that increase the

capability of individuals, families and communities to manage their living costs

By Jun 2014

Key

Completed





Performance Measure

Unit of

Measure

2011-12

Actual

2012-13

Actual

2013-14

Actual

2014-15

Target



standards1

% 95 N/A 93 N/A


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.



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


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


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.


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.


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.


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


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.


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.


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.


PRIORITY 2.1 Preparing for the transition from the 47th to the 48th Government

Provide advice about future governance arrangements following the review of

Statutory Offices

By Apr 2014

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






Performance Measure

Unit of

Measure

2011-12

Actual

2012-13

Actual

2013-14

Actual

2014-15

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

Cost of service1 Comparison

to average 0.8 0.89 0.98 <1.10

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 satisfaction Client

feedback Satisfactory Satisfactory Satisfactory Satisfactory

Note:

1. The comparison of quantum of employee costs per service in the year to average of employee costs

over the previous six years.


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.


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


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.


PRIORITY 2.3 Improvements to EnAct

Develop the drafting component to deal with notes and examples that form

part of the law

By Nov 2013

Introduce RSS feeds for better public access to legislation1 By Nov 2013

Develop help pages for EnAct By Mar 2014

Provide electronic copies of authorised legislation2 By Mar 2014

Develop future suite of reforms for Enact enhancement By Mar 2014

Key

Completed





Performance Measure

Unit of

Measure

2011-12

Actual

2012-13

Actual

2013-14

Actual

2014-15

Target

Number of hits per year on the Tasmanian

legislation website (EnAct)

Number

(million) 12 15 18 20

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


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.


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


Performance Measure

Unit of

Measure

2011-12

Actual

2012-13

Actual

2013-14

Actual

2014-15

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

the intended destination with a 24 hour period3 % N/A N/A 96 >95

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).



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


financial management;

human resources management;

information systems management;

information management; and

property and procurement management.


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.


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


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.


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


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.



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





Performance Measure

Unit of

Measure

2011-12

Actual

2012-13

Actual

2013-14

Actual

2014-15

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:


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.


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


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.


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.


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.


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


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.


PRIORITY 1.9 Integrated Government Contact Centre

Establish the proposed Integrated Government Contact Centre

environment in Department of Primary Industries, Parks, Water and Environment (DPIPWE)

By Jun 2014

Develop Pilot Program for Integrated Government Contact Centre By Jun 2014

Key

Completed





Performance Measure

Unit of

Measure

2011-12

Actual

2012-13

Actual

2013-14

Actual

2014-15

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


services as measured by survey1

% N/A N/A 92 92

Note:

1. New performance measure in 2013-14.


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


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.


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.


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.



PRIORITY 3.1 Service transformation

Roll out government-wide modern VoIP solution to replace the

redundant Spectrum service under the Modern Communications

Program1

By Jun 2015

PRIORITY 3.2 Billing and reporting services

Integrate new billing solution which will replace the existing long term

Network Charging System (NCS) solution to mitigate risks associated

with NCS as previously identified2

By Dec 2013

PRIORITY 3.3 NT III wide area data communications

Manage the upcoming expiry of contracts for provision of the

Government’s wide area data communication needs by planning, tender management and procurement of new services

By May 2015

PRIORITY 3.4 Data Centre infrastructure

Transition out of TMD’s data centres to a whole-of-government

managed platform

By Jun 2016

Key

Completed




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.



Performance Measure

Unit of

Measure

2011-12

Actual

2012-13

Actual

2013-14

Actual

2014-15

Target

Percentage of calls from the public answered by

the Government Contact Centre within 20

seconds

% 80 80 84 N/A1

Number of fixed telephone services2 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

Contact Centre Number 259,066 238,700 229,389 N/A1

Take-up of consolidated email services. Total

number of agencies transitioned to TMD

consolidated service3

Number 6 8 …. ….

Total percentage of customer calls resolved

within agreed service level agreements % 95 96 95 95

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.


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


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).


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


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


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.


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.


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).



PRIORITY 1.10 State Service governance

Develop and release the first Head of State Service Annual Report to

Parliament

By Oct 2013

Review Employment Directions1 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 Agreements

By Jun 2014

PRIORITY 1.13 Tasmanian State Service management and leadership

Complete Stage 3 of the Management and Leadership Framework3 By Jun 2014

Key

Completed




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.



Performance Measure1

Unit of

Measure

2011-12

Actual

2012-13

Actual

2013-14

Actual

2014-15

Target

Workforce reform projects Number N/A 3 3 3

Workforce management and relations

projects Number N/A 2 2 2

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

(ANZSOG and PSM Program)4 Number 31 103 36 20

Proportion successfully completing external

leadership programs4 % 87 95 97 90

Finalised wage agreement negotiations5 Number 6 14 17 8

Selected policy outputs must meet the

minimum benchmark as measured against

agreed quality standards6

% N/A N/A N/A 80

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.


Output Group 5

There was no Output Group 5 in 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


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.


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.


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.

http://www.dpac.tas.gov.au/divisions/cdd/policy/our_policies/multicultural_policy

http://www.dpac.tas.gov.au/divisions/cdd/information_and_resources/migrant_and_multicultural_communities/people_of_tasmania_report

http://www.dpac.tas.gov.au/divisions/cdd/information_and_resources/migrant_and_multicultural_communities/people_of_tasmania_report


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

http://www.dpac.tas.gov.au/divisions/csrt/policy/our_policies/better_access_to_government_services_for_former_humanitarian_entrants

http://www.dpac.tas.gov.au/divisions/csrt/policy/our_policies/better_access_to_government_services_for_former_humanitarian_entrants

http://www.dpac.tas.gov.au/divisions/cdd/for_and_about/migrant_and_multicultural_communities/multicultural_language_services_guidelines

http://www.dpac.tas.gov.au/divisions/cdd/for_and_about/migrant_and_multicultural_communities/multicultural_language_services_guidelines


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


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


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


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.

http://www.tascomfund.org.au/

http://www.earlyyears.org.au/


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.


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.


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.


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.


Establishing and implementing the Community Engagement Framework

Develop and start implementing the Community Engagement

Framework

By Dec 2013

Key

Completed






Performance Measure

Unit of

Measure

2011-12

Actual

2012-13

Actual

2013-14

Actual

2014-15

Target

Representation of women on government boards

and committees % 35 35 35 40


benchmarks as measured against agreed quality

standards1 % N/A N/A 83 90

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

and gathering cultural activities4 Number 89 93 26 110

Number of Aboriginal identified positions in the

State Service that are filled by Aboriginal people or

Torres Strait Islanders Number 56 62 58 63

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.


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


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.


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.


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.


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


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.


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


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.


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;


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


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.


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.


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.



PRIORITY 1.15 Implementing Role of Local Government project (Phase 2)

Conduct a self-assessment survey of councils and produce a report

on councils ability to deliver on the eight roles of local government

By Dec 2013

Gain the approval of PLGC to establish working groups to address

capability weaknesses within local government

By Dec 2013

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






Performance Measure

Unit of

Measure

2011-12

Actual

2012-13

Actual

2013-14

Actual

2014-15

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 ….



standards3 % N/A N/A 81 85


services as measured by survey3 % N/A N/A 88 89

Output 7.2 Security and emergency management



standards3 % N/A N/A N/A 80


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.



All Output Groups Corporate Services

Corporate Services provides corporate support and services to all Output Groups of the Department.


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.


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.


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;


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.



PRIORITY 4.1 Prepare for the transition from the 47th to the 48thGovernment

Prepare the transitional corporate policies, procedures and advice for

current and incoming Members of Parliament, staff and stakeholders.

By Jan 2014

Coordinate transition to the 48th Government From

Mar 2014

PRIORITY 4.2 Strategic People Management Strategy

Develop and implement a strategic approach to the management of human

resources within DPAC including the implementation of new WHS legislation1

By Jan 2014

Key

Completed





Performance Measure Unit of Measure 2011-12

Actual

2012-13

Actual

2013-14

Actual

2014-15

Target

No major security breaches

or incidents at Departmental

leased properties

The number of incident reports

received

N/A N/A 0% 0%

External audit opinion on

financial statements

Qualified or Unqualified

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.

Documents

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