{ "entity_id": "S-NT-010", "folder": "Department-of-Corporate-and-Digital-Development", "name": "Department of Corporate and Digital Development", "type": "State Department", "jurisdiction": "NT", "portfolio": "Digital", "website": "https://dcdd.nt.gov.au/", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 7, "n_kpi_targets": 3, "n_kpi_results": 3, "n_outcomes": 3, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "To deliver specialised services, advice and solutions that empower our customers to succeed.", "official_site_url": "https://dcdd.nt.gov.au/", "source_documents": [ { "type": "annual_report", "title": "2024-25 Department of Corporate and Digital Development annual report PDF (6.2 MB)", "url": "https://dcdd.nt.gov.au/__data/assets/pdf_file/0011/1568063/dcdd-annual-report-2024-25-v13.pdf", "period": "2024-25", "confidence": "high" }, { "type": "annual_report", "title": "2023-24 Annual report - DCDD PDF (1.9 MB)", "url": "https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2023-2024/2023-24-dcdd-annual-report-full.pdf", "period": "2023-24", "confidence": "high" }, { "type": "annual_report", "title": "2022-23 Annual report - DCDD PDF (18.4 MB)", "url": "https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2022-2023/2022-23-dcdd-annual-report-full.pdf", "period": "2022-23", "confidence": "high" }, { "type": "annual_report", "title": "2021-22 Annual report - DCDD PDF (4.1 MB)", "url": "https://dcdd.nt.gov.au/media/documents/annual-reports/2021-22-dcdd-annual-report-full.pdf", "period": "2021-22", "confidence": "high" }, { "type": "annual_report", "title": "2020-21 Annual report - DCDD PDF (6.4 MB)", "url": "https://dcdd.nt.gov.au/media/documents/annual-reports/2020-21-dcdd-annual-report.pdf", "period": "2020-21", "confidence": "high" }, { "type": "strategie", "title": "Department of Corporate and Digital Development Strategic Plan 2024-2028 PDF (200.9 KB)", "url": "https://dcdd.nt.gov.au/media/documents/strategic-plan/dcdd-strategic-plan-2024-2028.pdf", "period": "2024", "confidence": "medium" }, { "type": "strategie", "title": "Enterprise Corporate Services Roadmap 2024-2027 PDF (519.1 KB)", "url": "https://dcdd.nt.gov.au/media/documents/corporate-services-roadmap.pdf", "period": "2024", "confidence": "medium" } ], "purpose": { "text": "To deliver specialised services, advice and solutions that empower our customers to succeed.", "source_url": "", "source_page": 12, "source_deep_url": "" }, "vision": { "text": "A trusted and valued partner in government.", "source_url": "", "source_page": 12, "source_deep_url": "" }, "strategic_priorities": [ { "title": "ENABLING GOVERNMENT PRIORITIES", "description": "ENABLING GOVERNMENT PRIORITIES", "source_url": "", "source_page": 12, "source_deep_url": "" }, { "title": "ENGAGING OUR CUSTOMERS", "description": "ENGAGING OUR CUSTOMERS", "source_url": "", "source_page": 12, "source_deep_url": "" }, { "title": "EVOLVING OUR BUSINESS", "description": "EVOLVING OUR BUSINESS", "source_url": "", "source_page": 12, "source_deep_url": "" } ], "values": [ { "name": "Commitment to service", "description": "", "source_url": "", "source_page": null }, { "name": "Innovation", "description": "", "source_url": "", "source_page": null }, { "name": "Ethical practice", "description": "", "source_url": "", "source_page": null }, { "name": "Accountability", "description": "", "source_url": "", "source_page": null }, { "name": "Impartiality", "description": "", "source_url": "", "source_page": null }, { "name": "Diversity", "description": "", "source_url": "", "source_page": null }, { "name": "Respect", "description": "", "source_url": "", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Enabling government priorities", "description": "Services and solutions that enable the delivery of government priorities.", "activities": [ "Partner with agencies in meeting their responsibilities", "Use our expertise to grow public sector capability in partnership with agencies", "Support government priorities by leading, governing and facilitating effective information sharing to benefit all Territorians" ], "source_url": "", "source_page": 12, "source_deep_url": "" }, { "name": "Outcome 2: Engaging our customers", "description": "Expert advice, tools and partnerships through the OneNTG model that empower an agile, high-performing workforce.", "activities": [ "Support corporate and digital transformational capability in agencies", "Simplify systems and processes making it easier for the public to interact and conduct business with government" ], "source_url": "", "source_page": 12, "source_deep_url": "" }, { "name": "Outcome 3: Evolving our business", "description": "A skilled and valued workforce, with a culture of working together and collaborating across teams.", "activities": [ "Foster a healthy, inclusive and diverse workplace", "Maintain and grow expertise to empower an agile, high-performing workforce" ], "source_url": "", "source_page": 12, "source_deep_url": "" } ], "performance_measures": [ { "code": "CCE01", "measure": "ICT Service Centre queries resolved on first contact", "target": "70%", "latest_result": "76%", "status": "Achieved", "target_source_url": "", "target_source_page": 26, "result_source_url": "https://dcdd.nt.gov.au/__data/assets/pdf_file/0011/1568063/dcdd-annual-report-2024-25-v13.pdf", "result_source_page": 26 }, { "code": "CCE02", "measure": "Average annual unscheduled outages per core system", "target": "0", "latest_result": "2", "status": "Achieved", "target_source_url": "", "target_source_page": 26, "result_source_url": "https://dcdd.nt.gov.au/__data/assets/pdf_file/0011/1568063/dcdd-annual-report-2024-25-v13.pdf", "result_source_page": 26 }, { "code": "CCE03", "measure": "Availability of core across government systems", "target": "99%", "latest_result": "99.99%", "status": "Achieved", "target_source_url": "", "target_source_page": 26, "result_source_url": "https://dcdd.nt.gov.au/__data/assets/pdf_file/0011/1568063/dcdd-annual-report-2024-25-v13.pdf", "result_source_page": 26 } ], "document_alignment_terms": { "must_support": [ "To deliver specialised services, advice and solutions that empower our customers to succeed.", "A trusted and valued partner in government.", "ENABLING GOVERNMENT PRIORITIES", "ENGAGING OUR CUSTOMERS", "EVOLVING OUR BUSINESS" ], "watch_terms": [ "ICT Service Centre queries resolved on first contact", "Average annual unscheduled outages per core system", "Availability of core across government systems" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Department of Corporate and Digital Development — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](https://dcdd.nt.gov.au/__data/assets/pdf_file/0011/1568063/dcdd-annual-report-2024-25-v13.pdf)\n\n## Vision\n\n> A trusted and valued partner in government. [CP p.12]\n\n## Our purpose / purposes\n\n> To deliver specialised services, advice and solutions that empower our customers to succeed. [CP p.12]\n\n## How we deliver\n\n> We embrace bold ideas and problem solving to deliver meaningful solutions. [CP p.12]\n\n## Government priorities for this department\n\n- ENABLING GOVERNMENT PRIORITIES [CP p.12]\n- ENGAGING OUR CUSTOMERS [CP p.12]\n- EVOLVING OUR BUSINESS [CP p.12]\n\n## Outcomes\n\n### Outcome 1: Enabling government priorities\nServices and solutions that enable the delivery of government priorities. [CP p.12]\n\n**Key activities:**\n- Partner with agencies in meeting their responsibilities\n- Use our expertise to grow public sector capability in partnership with agencies\n- Support government priorities by leading, governing and facilitating effective information sharing to benefit all Territorians\n\n### Outcome 2: Engaging our customers\nExpert advice, tools and partnerships through the OneNTG model that empower an agile, high-performing workforce. [CP p.12]\n\n**Key activities:**\n- Support corporate and digital transformational capability in agencies\n- Simplify systems and processes making it easier for the public to interact and conduct business with government\n\n### Outcome 3: Evolving our business\nA skilled and valued workforce, with a culture of working together and collaborating across teams. [CP p.12]\n\n**Key activities:**\n- Foster a healthy, inclusive and diverse workplace\n- Maintain and grow expertise to empower an agile, high-performing workforce\n\n## Values and principles\n\n_APS Values_\n\n- Commitment to service\n- Innovation\n- Ethical practice\n- Accountability\n- Impartiality\n- Diversity\n- Respect\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CCE01 | ICT Service Centre queries resolved on first contact | 70% | CP p.26 |\n| CCE02 | Average annual unscheduled outages per core system | 0 | CP p.26 |\n| CCE03 | Availability of core across government systems | 99% | CP p.26 |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | ICT Service Centre queries resolved on first contact | 76% | Achieved | [AR p.26](https://dcdd.nt.gov.au/__data/assets/pdf_file/0011/1568063/dcdd-annual-report-2024-25-v13.pdf#page=26)(https://dcdd.nt.gov.au/__data/assets/pdf_file/0011/1568063/dcdd-annual-report-2024-25-v13.pdf#page=26) |\n| CCE02 | Average annual unscheduled outages per core system | 2 | Achieved | [AR p.26](https://dcdd.nt.gov.au/__data/assets/pdf_file/0011/1568063/dcdd-annual-report-2024-25-v13.pdf#page=26)(https://dcdd.nt.gov.au/__data/assets/pdf_file/0011/1568063/dcdd-annual-report-2024-25-v13.pdf#page=26) |\n| CCE03 | Availability of core across government systems | 99.99% | Achieved | [AR p.26](https://dcdd.nt.gov.au/__data/assets/pdf_file/0011/1568063/dcdd-annual-report-2024-25-v13.pdf#page=26)(https://dcdd.nt.gov.au/__data/assets/pdf_file/0011/1568063/dcdd-annual-report-2024-25-v13.pdf#page=26) |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Department of Corporate and Digital Development - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T23:02:10.391136+00:00\n**Entity ID**: S-NT-010\n**Entity type**: State Department\n**Jurisdiction**: NT\n**Portfolio**: Digital\n**Website**: https://dcdd.nt.gov.au/\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| annual-reports | 5 |\n| pages | 36 |\n| strategies | 2 |\n\n## Executive Readout\n\n### Purpose\n\n- [pages 1]\n[Page 1]\nDEPARTMENT OF CORPORATE AND DIGITAL DEVELOPMENT\nSTRATEGIC PLAN 2024-2028\nOur Vision Our Purpose Our Values\nA trusted and valued partner To deliver specialised services, Commitment to service: we work\nin government. advice and solutions that empower together with a ‘can do’ attitude delivering\nour customers to succeed. on the commitments in our Customer\nOur Goals\nCharter.\n Source: `strategies/dcdd-strategic-plan-2024-2028.pdf (https://dcdd.nt.gov.au/media/documents/strategic-plan/dcdd-strategic-plan-2024-2028.pdf)`\n- [Page 4]\nINTRODUCTION\n4\nPurpose of the Report\nThe 2020-21 Annual Report of the Department of Corporate and Digital\nDevelopment has been prepared by the Chief Executive Officer (CEO) in\norder to comply with annual reporting requirements under section 28\nof the Public Sector Employment and Management Act 1993 (PSEMA),\nsections 11 and 13 of the Financial Management Act 1995 and the\nInformation Act 2002.\n Source: `annual-reports/2020-21.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2020-21-dcdd-annual-report.pdf)`\n- [Page 7]\nCONTENTS\nCORPORATE GOVERNANCE\nTHE DEPARTMENT\nOverview 53\nOur role 9\nPlanning 53\nOur vision and values 9\nRisk management 54\nOur structure 9\nInternal controls 55\nOur governance 10\nInternal audit 55\nOur services 12\nFreedom of information 55\nOur customers 12\nOmbudsman 55\nOur people 13\nIndependent Commissioner Against Corruption 56\nOur finances 13\nComplaints and resolutions 56\nOur sustainability 13\nGovernance committees 56\nOUR CUSTOMERS COVID-19 governance groups 58\n2020-21 in numbers 15 NTG governance frameworks 58\nOur customers 16\nFINANCIALS\nCustomer profile 16\nDCDD 60\nGuiding frameworks 16\nNT Fleet 99\nCustomer experience 17\nData Centre Services 135\nSupporting our customers 18\nStakeholders 19 APPENDICES\nAppendix A - Corporate statement 172\nPERFORMANCE & ACHIEVEMENTS\nAppendix B - Performance reporting 173\nHow to read this section 21\nAppendix C - FTE workforce table 176\n Source: `annual-reports/2020-21.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2020-21-dcdd-annual-report.pdf)`\n- Each committee’s purpose, activity and\nManagement Board (EMB) and its supporting committees membership for 2020-21 are outlined in Appendix G.\nresponsible for focusing on key governance requirements\nDiagram 7 - DCDD corporate governance committee structure\nChief Execu(cid:21)ve\nAudit\nAudit Commi(cid:7)ee\nExecu(cid:21)ve\nManagement Board\nReforms ICT\nProcurement People Finance WH&S Risk\nGovernance Governance\nProcurement Workforce Finance Work Health Risk\nGovernance Management Governance & Safety Management\nCommi(cid:7)ee Commi(cid:7)ee Commi(cid:7)ee Management Commi(cid:7)ee\nCommi(cid:7)ee\nBuilding\nICT\nManagement\nProcurement Digital\nCommi(cid:7)ees Cyber\nProjects\nSecurity\nSteering\nCommi(cid:7)ee\nCommi(cid:7)ee\nDROC CROC\nDigital Corporate\nReforms Reforms\nProjects\nOversight Oversight\nSteering\nCommi(cid:7)ee Commi(cid:7)ee\nCommi(cid:7)ees\nProjects\n Source: `annual-reports/2020-21.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2020-21-dcdd-annual-report.pdf)`\n\n### Role and Functions\n\n- Pursuant to section 28 of the PSEMA, DCDD must present a report to the Minister on its operations within\nthree months from the end of the financial year, and it must contain:\n• functions and objectives of the agency\n• legislation administered\n• organisation overview, including number of employees of each designation and any variation in those\nnumbers since the last report\n• operations, initiatives and achievements relating to planning, efficiency, effectiveness, performance and\nservice delivery to stakeholders\n• measures taken to ensure public sector principles were upheld\n• management training and staff development programs\n• occupational health and safety programs and\n• financial statements prepared in accordance with sections 11 and 13 of the Financial Management Act 1995.\n Source: `annual-reports/2020-21.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2020-21-dcdd-annual-report.pdf)`\n- CORPORATE DIGITAL\nServices Reflects the points of service Procurement Digital Systems\nSegments interac(cid:13)on with clients. - Across Government Contracts - Agency Business Systems\n- Procurement Administra(cid:13)on - Across Government Systems\nService Domains have - Quota(cid:13)ons and Tender Services - Digital Communica(cid:13)ons\nService Segments. - Agency Procurement Services - Applica(cid:13)on Systems\n- Contract Administra(cid:13)on\nDCDD services, advice and solutions are delivered across The Enterprise Services Framework is supported by DCDD\nmultiple support dimensions as represented at diagram 4 Service Statements which describe the specific functions\nin Our Customers, reflecting the diversity of our business of each service segment to identify scope, clarify roles and\nsupport requirements across government. responsibilities of DCDD and clients, standards and reporting.\n Source: `annual-reports/2020-21.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2020-21-dcdd-annual-report.pdf)`\n- [Page 8]\n2\nThe department\nAbout us 9\nOur functions 9\nOur structure 10\nStrategic plan 11\nFinances 13\nAdministered legislation 13\nCommunity support 13\nSustainability 13\n8 Department of Corporate and Digital Development Annual Report 2024–25\n Source: `annual-reports/2024-25.pdf (https://dcdd.nt.gov.au/__data/assets/pdf_file/0011/1568063/dcdd-annual-report-2024-25-v13.pdf)`\n- [Page 7]\nCONTENTS\nCORPORATE GOVERNANCE\nTHE DEPARTMENT\nOverview 53\nOur role 9\nPlanning 53\nOur vision and values 9\nRisk management 54\nOur structure 9\nInternal controls 55\nOur governance 10\nInternal audit 55\nOur services 12\nFreedom of information 55\nOur customers 12\nOmbudsman 55\nOur people 13\nIndependent Commissioner Against Corruption 56\nOur finances 13\nComplaints and resolutions 56\nOur sustainability 13\nGovernance committees 56\nOUR CUSTOMERS COVID-19 governance groups 58\n2020-21 in numbers 15 NTG governance frameworks 58\nOur customers 16\nFINANCIALS\nCustomer profile 16\nDCDD 60\nGuiding frameworks 16\nNT Fleet 99\nCustomer experience 17\nData Centre Services 135\nSupporting our customers 18\nStakeholders 19 APPENDICES\nAppendix A - Corporate statement 172\nPERFORMANCE & ACHIEVEMENTS\nAppendix B - Performance reporting 173\nHow to read this section 21\nAppendix C - FTE workforce table 176\n Source: `annual-reports/2020-21.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2020-21-dcdd-annual-report.pdf)`\n- 2021-22 2021-22 2021-22\nBudget movement and expenses Published Budget Final Budget Actuals\n$000 $000 $000\nWorkforce services 26 874 26 804 25 247\nThe business functions supporting this output through enterprise-wide human resource service delivery models and advice are:\nWorkforce Development and Workforce Relations, being the two primary human resource (HR) services categories.\n Source: `annual-reports/2021-22.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2021-22-dcdd-annual-report-full.pdf)`\n- 2021-22 2021-22 2021-22\nBudget movement and expenses Published Budget Final Budget Actuals\n$000 $000 $000\nEmployment services 18 321 20 148 19 616\nThe business functions supporting this output through enterprise-wide employment service delivery models and advice\nare: Payroll Services; Employment Actions; and Employee Benefits.\n Source: `annual-reports/2021-22.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2021-22-dcdd-annual-report-full.pdf)`\n\n### Strategic Priorities\n\n- Key achievements in 2023-24\nSuccessfully provided strategic financial, Provided project support to Work Health and\nbudgetary and accounting advice and services Safety (WHS) Senior Officer Advisory Group\nto Data Centre Services, NT Fleet and Electoral and Working Group to develop the NTG WHS\nCommission Strategic Priorities Plan\nDeveloped Enterprise Services Roadmap Completed reviews of DCDD service\n2024-2027 and celebrated five years since statements and coordinated monthly reporting\ncommencement of Corporate Services Reform and governance meeting for over 30 service\n(CSR3) development projects\nWorked in partnership with local provider to Worked with DoH to transfer corporate\ndevelop pilot customer experience training for functions and staff to DCDD\nDCDD.\n Source: `annual-reports/2023-24.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2023-2024/2023-24-dcdd-annual-report-full.pdf)`\n- [Page 54]\n54\nDepartment of CORPORATE AND DIGITAL DEVELOPMENT | Annual Report 2020-21\nCORPORATE\nGOVERNANCE\nStrategic Plan\nDCDD’s Strategic Plan 2019-2021 has been designed to The Strategic Plan guides decision making and is a tool for the\nbe adaptable to change allowing us to deliver on emerging Chief Executive and Executive Management Board to ensure\npriorities and drive our performance to achieve our strategic the department’s work is focused on its core business and\ndirections of: strategic deliverables.\n• Leading Digital Government: Accelerate digital opportunities This year marks the final year of our current Strategic Plan,\nto connect, enable and service the Territory. which has guided us through significant reform and change\nover the past three years, and seen many initiatives linked to\n• Delivering Shared Solutions: Advance enterprise corporate\nthe plan implemented.\n Source: `annual-reports/2020-21.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2020-21-dcdd-annual-report.pdf)`\n- [Page 47]\nPerformance\nand\nachievements\n45\nFuture priorities 2024-25\nSupport inter-agency groups to implement Finalise a review of performance reporting in\ninitiatives from NTPS WHS Strategic Priorities DCDD and coordinate an external evaluation\nPlan of CSR3\nComplete implementation of the DCDD Update the DCDD Business Continuity Plan\nPeople Matter Survey 2023 Action Plan and (BCP) template and undertake a BCP desktop\nprepare for the 2025 survey review\nImprove budgets and finance reports in line Implement Sage budgeting system in GBDs\nwith the use of Sage budgeting system and NTEC\nImplement a Customer Sensing Program Support machinery of government changes\nDevelop 2024 – 2028 Strategic Plan\nDepartment of Corporate and Digital Development Annual Report 2023-24\n Source: `annual-reports/2023-24.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2023-2024/2023-24-dcdd-annual-report-full.pdf)`\n- [Page 7]\nCONTENTS\nCORPORATE GOVERNANCE\nTHE DEPARTMENT\nOverview 53\nOur role 9\nPlanning 53\nOur vision and values 9\nRisk management 54\nOur structure 9\nInternal controls 55\nOur governance 10\nInternal audit 55\nOur services 12\nFreedom of information 55\nOur customers 12\nOmbudsman 55\nOur people 13\nIndependent Commissioner Against Corruption 56\nOur finances 13\nComplaints and resolutions 56\nOur sustainability 13\nGovernance committees 56\nOUR CUSTOMERS COVID-19 governance groups 58\n2020-21 in numbers 15 NTG governance frameworks 58\nOur customers 16\nFINANCIALS\nCustomer profile 16\nDCDD 60\nGuiding frameworks 16\nNT Fleet 99\nCustomer experience 17\nData Centre Services 135\nSupporting our customers 18\nStakeholders 19 APPENDICES\nAppendix A - Corporate statement 172\nPERFORMANCE & ACHIEVEMENTS\nAppendix B - Performance reporting 173\nHow to read this section 21\nAppendix C - FTE workforce table 176\n Source: `annual-reports/2020-21.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2020-21-dcdd-annual-report.pdf)`\n- [Page 53]\n53\nDepartment of CORPORATE AND DIGITAL DEVELOPMENT | Annual Report 2020-21\nCORPORATE\nGOVERNANCE\nOVERVIEW\nOur corporate governance model provides DCDD and GBDs Diagram 5 – Corporate Governance Model\nwith a strong foundation to support our rigorous governance\nculture that enables individuals to be ‘self-governing’,\naccountable and manage risks within their respective areas; Leadership\ndefines internal controls for staff to operate accountably; and\nensures clarity and transparency across our business. nication C om\np\nlia\nn\nDiagram 5 clearly defines how our governance practices guide\nm\nu ce\nm\nour activities, align with our strategic direction and control o\nC\nrisks linked to our service delivery.\n Source: `annual-reports/2020-21.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2020-21-dcdd-annual-report.pdf)`\n- [Page 31]\nPerformance\nand\nachievements\n29\nFuture priorities 2024-25\nDevelop a OneNTG Injury Management Develop a OneNTG HR Policy suite in\nFramework consultation with client agencies\nFinalise a Recruitment Panel Contract to Determine service offering to support client\nimprove access to external recruitment agencies to operationalise the NTPS Mentally\nservices and support Healthy Workplace Toolkit\nExpand the Work Experience Program to an Pilot a Virtual Workforce Services Assistant for\nenterprise offering with future availability in interactive self-help for first level queries\nthe regions\nContinue to develop, implement and evaluate Build contemporary digital solutions that better\nthe Emerging Leaders Program targeting capture, analyse and report on workforce data,\nAO5 to AO7 staff and Senior Leadership including new data sources resulting from the\n Source: `annual-reports/2023-24.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2023-2024/2023-24-dcdd-annual-report-full.pdf)`\n- 2023-24 2023-24 2024-25\nKey performance indicators\nEstimate Actual Budget\nPayroll transactions processed 1.5M 1.51M 1.5M\nDays to activate new employees on payroll system 4 4 ≤4\n(average)\nKey achievements in 2023-24\nImplemented a range of complex changes to Established a taskforce for salary\nmultiple employee entitlements in enterprise overpayments processes, efficiencies and\nagreements across the NTPS, including linkage to payroll debt recovery functions\nsignificant back payment requirements\nIntroduced reporting for bulk recruitment\nactivities to support clients with timely\nemployee commencements and provide\nvisibility on the status of employment\ncontracts\nFuture priorities 2024-25\nImprove automation in the payroll system for Enhance reporting for clients to assist with\ntransfer and allowance processes to provide tracking and managing recruitment activities,\n Source: `annual-reports/2023-24.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2023-2024/2023-24-dcdd-annual-report-full.pdf)`\n- Key achievements in 2023-24\nDeveloped and published standardised Facilitated the multi-agency panel food\nprocurement templates, including prefilling products contract for hospitals and correctional\ntenderer data via integration in assessment facilities, reducing the number of individual\npanel documentation contracts to be managed by the agencies\nDelivered quarterly information sessions Produced and released an online video to\nto NTG employees in partnership with the guide tenderers through the submission\nformer Department of Industry, Tourism and process using Quotations and Tenders Online\nTrade (DITT) to improve general procurement\nknowledge in the NTPS\nTransitioned to a new corporate travel\nprovider for the NTG\nFuture priorities 2024-25\nPilot and assess the suitability of an online Investigate opportunities to reduce timeframes\n Source: `annual-reports/2023-24.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2023-2024/2023-24-dcdd-annual-report-full.pdf)`\n- [pages 33,34,35,36]\nnd Tenders Online\nTrade (DITT) to improve general procurement\nknowledge in the NTPS\nTransitioned to a new corporate travel\nprovider for the NTG\nFuture priorities 2024-25\nPilot and assess the suitability of an online Investigate opportunities to reduce timeframes\nprocurement system for high volume low risk for requesting quotations while ensuring\nrequest for quotations in partnership with compliance with the Procurement Framework\nDoH\nInvestigate dashboard capability to support Continue development of a series of self-\nself-service access to data for NTG agency service “how to” videos to support and\nstatutory reporting processes and internal enhance procurement practices across the\nreporting requirements on procurement NTG\nDepartment of Corporate and Digital Development Annual Report 2023-24\n Source: `annual-reports/2023-24.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2023-2024/2023-24-dcdd-annual-report-full.pdf)`\n- 2023-24 2023-24 2024-25\nKey performance indicators\nEstimate Actual Budget\nDays to process information management service\n2 1.8 ≤2\nrequests\nApplications made under the Information Act 2002\n96% 97% ≥ 95%\nfinalised within statutory timeframes\nKey achievements in 2023-24\nEnhanced service delivery of TRM training Expanded the centralised FOI service model\nthrough the implementation of a scheduled to include two additional agencies: DoH and\ntraining program, including in-person training Attorney-General's Department (AGD)\nin regional centres\nEstablished a program to standardise Centralised DoH archive and disposal and\nInformation Management Services client corporate courier and mail functions to\nagency records management datasets Information Management Services\nDeveloped a guideline and assessment\ntemplate to assess and mitigate record\nmanagement risks in business systems\n Source: `annual-reports/2023-24.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2023-2024/2023-24-dcdd-annual-report-full.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- Table 1: 2020-21 Final Budget and Performance\n2020-21\nActual Final Budget Variation\n$000 $000 $000\nIncome 40 264 38 874 1 390\nExpenses 31 883 32 266 383\nNET SURPLUS BEFORE TAX 8 381 6 608 1 773\nIncome Tax Expense 2 514 1 982 (532)\nNET SURPLUS AFTER TAX 5 867 4 626 1 241\nCOMPREHENSIVE RESULT 5 867 4 626 1 241\nDividend (50%) 2 933 2 313 (620)\nNT Fleet achieved an operating result for 2020-21 of $5.9 million after tax, which was $1.2 million better than the final budget\nestimate of $4.6 million.\n Source: `annual-reports/2020-21.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2020-21-dcdd-annual-report.pdf)`\n- Table 1 compares NT Fleet’s 2021-22 performance\nTable 1: 2021-22 Final Budget and Performance\n2021-22\nActual Final Budget Variation\n$000 $000 $000\nIncome 41 792 40 574 1 218\nExpenses 30 541 32 229 1 688\nNET SURPLUS BEFORE TAX 11 251 8 345 2 906\nIncome Tax Expense 3 375 2 504 (871)\nNET SURPLUS AFTER TAX 7 876 5 841 2 035\nCOMPREHENSIVE RESULT 7 876 5 841 2 035\nDividend (50%) 3 937 2 921 (1 017)\nNT Fleet achieved an operating result for 2021-22 of NT Fleet will pay an income tax equivalent of $3.4 million\n$7.9 million after tax, which was $2.0 million improvement and return a dividend of $3.9 million to government for\non the final budget estimate of $5.8 million.\n Source: `annual-reports/2021-22.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2021-22-dcdd-annual-report-full.pdf)`\n- Table 2: 2021-22 and 2020-21 Performance\n2021-22 2020-21 Variation\n$000 $000 $000\nIncome 41 792 40 264 1 528\nExpenses 30 541 31 883 1 342\nNET SURPLUS BEFORE TAX 11 251 8 381 2 870\nIncome Tax Expense 3 375 2 514 (861)\nNET SURPLUS AFTER TAX 7 876 5 867 2 009\nOther Comprehensive - - -\nCOMPREHENSIVE RESULT 7 876 5 867 2 009\nNT Fleet achieved a $2.0 million increase in net surplus result of a combination of increased incomes and\nafter tax compared to the previous financial year as a lower expenses.\n Source: `annual-reports/2021-22.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2021-22-dcdd-annual-report-full.pdf)`\n- Table 1: 2022-23 Final Budget and Performance 2022-23\nActual Final Budget Variation\n$000 $000 $000\nIncome 42 960 42 099 861\nExpenses (30 421) (30 803) 382\nNet Surplus Before Tax 12 539 11 296 1 243\nIncome Tax Expense (3 762) (3 389) (373)\nNet Surplus After Tax 8 777 7 907 870\nComprehensive Result 8 777 7 907 870\nDividend (50%) 4 389 3 954 435\nNT Fleet achieved an operating result for 2022-23 of $8.8 million after tax, which was a $0.9 million improvement\non the final budget estimate of $7.9 million.\n Source: `annual-reports/2022-23.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2022-2023/2022-23-dcdd-annual-report-full.pdf)`\n- [pages 123,124,125,126,128,129]\n3)\nNet Surplus After Tax 8 777 7 907 870\nComprehensive Result 8 777 7 907 870\nDividend (50%) 4 389 3 954 435\nNT Fleet achieved an operating result for 2022-23 of $8.8 million after tax, which was a $0.9 million improvement\non the final budget estimate of $7.9 million.\n Source: `annual-reports/2022-23.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2022-2023/2022-23-dcdd-annual-report-full.pdf)`\n- Table 1: 2023-24 Final Budget and Performance\n2023-24\nActual Final Budget Variation\n$000 $000 $000\nIncome 45 354 44 975 379\nExpenses (32 869) (31 497) (1 372)\nNet Surplus before Tax 12 485 13 478 (993)\nIncome Tax Expense (3 746) (4 043) 297\nNet Surplus after Tax 8 739 9 435 (696)\nComprehensive Result 8 739 9 435 (696)\nDividend (Nil) - - -\nNT Fleet achieved an operating result for 2023-24 of $8.7 million after tax, which was a $0.7 million\nlower on the final budget estimate of $9.4 million.\n Source: `annual-reports/2023-24.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2023-2024/2023-24-dcdd-annual-report-full.pdf)`\n- Table 1: 2024–25 Final Budget and Performance\n2024–25\nFinal Budget Actual Variation\n$000 $000 $000\nIncome 48 353 49 487 1 134\nExpenses (34 194) (34 786) (592)\nNet Surplus Before Tax 14 159 14 701 542\nIncome Tax Expense (4 248) (4 410) (162)\nNet Surplus After Tax 9 911 10 291 380\nComprehensive Result 9 911 10 291 380\nDividend - - -\nNT Fleet achieved an operating result for 2024–25 of $10.3 million after tax, which was $0.38 million higher\nthan the final budget estimate of $9.9 million, mainly as a result of higher than anticipated lease rate revenue,\noffset by higher than budgeted operating expenses.\n Source: `annual-reports/2024-25.pdf (https://dcdd.nt.gov.au/__data/assets/pdf_file/0011/1568063/dcdd-annual-report-2024-25-v13.pdf)`\n- [pages 111,112,113,114,115,116,117]\n000\nIncome 48 353 49 487 1 134\nExpenses (34 194) (34 786) (592)\nNet Surplus Before Tax 14 159 14 701 542\nIncome Tax Expense (4 248) (4 410) (162)\nNet Surplus After Tax 9 911 10 291 380\nComprehensive Result 9 911 10 291 380\nDividend - - -\nNT Fleet achieved an operating result for 2024–25 of $10.3 million after tax, which was $0.38 million higher\nthan the final budget estimate of $9.9 million, mainly as a result of higher than anticipated lease rate revenue,\noffset by higher than budgeted operating expenses.\n Source: `annual-reports/2024-25.pdf (https://dcdd.nt.gov.au/__data/assets/pdf_file/0011/1568063/dcdd-annual-report-2024-25-v13.pdf)`\n- Table 1 compares the department’s performance with\nTable 1: 2020-21 Final Budget and Performance\n2020-21\nActual Final Budget Variation\n$000 $000 $000\nIncome 360 380 354 695 5 685\nExpenses 357 405 373 485 16 080\nSurplus/(Deficit) 2 975 (18 790) 21 765\nOther Comprehensive Income - - -\nComprehensive Result 2 975 (18 790) 21 765\nDCDD’s operating financial performance for the year showed Major ICT projects are managed by DCDD, with the largest\na $3 million surplus compared with the final budget estimated being Core Clinical Systems Renewal Program (CCSRP), Client\ndeficit of $18.8 million.\n Source: `annual-reports/2020-21.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2020-21-dcdd-annual-report.pdf)`\n- Table 2: 2019-20 and 2020-21 Performance\nActual Variation\n$000 $000\n2020-21 2019-20\nIncome 360 380 347 406 12 974\nExpenses 357 405 364 378 6 973\nSurplus/(Deficit) 2 975 (16 972) 19 947\nOther Comprehensive Income - - -\nComprehensive Result 2 975 (16 972) 19 947\nThe significant change in the actual operating performance projects and telecommunications grants realigning expenses\nfrom an operating deficit of $17 million in 2019-20 to an between years and lower than anticipated costs for property\noperating surplus of $3 million in 2020-21 is mainly attributed leasing related to CPI and market rental conditions.\nto the changes in timing of payments relating to major ICT\nDepartment of CORPORATE AND DIGITAL DEVELOPMENT | Annual Report 2020-21\nFINANCIAL\nSTATEMENTS\n Source: `annual-reports/2020-21.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2020-21-dcdd-annual-report.pdf)`\n- [Page 66]\n66\nComprehensive operating statement\nFor the year ended 30 June 2021\n2021 2020\nNote $000 $000\nINCOME\nGrants and subsidies revenue\nCurrent 4a 1 130 413\nAppropriation\nOutput 4b 277 329 266 019\nSales of goods and services 4c 75 085 74 153\nInterest revenue 4d 78 -\nGoods and services received free of charge 5 172 196\nOther income 4d 6 586 6 625\nTOTAL INCOME 3 360 380 347 406\n3\nEXPENSES\nEmployee expenses 127 615 126 698\nAdministrative expenses\nProperty management 14 360 15 363\nPurchases of goods and services 7 114 361 116 390\nRepairs and maintenance - -\nDepreciation and amortisation 15, 17 87 922 84 390\nOther administrative expenses1 172 196\nGrants and subsidies expenses\nCurrent 165 227\nCapital 4 100 12 450\nInterest expenses 8 8 710 8 664\nTOTAL EXPENSES 3 357 405 364 378\nNET SURPLUS/(DEFICIT) 2 975 (16 972)\nOTHER COMPREHENSIVE INCOME - -\nTOTAL OTHER COMPREHENSIVE INCOME - -\n Source: `annual-reports/2020-21.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2020-21-dcdd-annual-report.pdf)`\n- [Page 68]\n68\nStatement of changes in equity\nFor the year ended 30 June 2021\nTransactions\nEquity at Comprehensive with owners in Equity at\n1 July result their capacity as 30 June\nowners\nNote $000 $000 $000 $000\n2020-21\nAccumulated Funds\nAccumulated Funds (7 007) 2 975 - (4 032)\nTransfers from reserves (783) - - (783)\n(7 790) 2 975 - (4 815)\nReserves 24 - - - -\nCapital – Transactions with Owners\nEquity injections\nCapital appropriation 165 573 - 63 034 228 607\nEquity transfers in 91 553 - 9 048 100 600\nOther equity injections 27 225 - 5 020 32 245\nEquity withdrawals\nCapital withdrawal (e) (38 259) - (5) (38 264)\nEquity transfers out (50 457) - - (50 457)\n195 635 - 77 097 272 731\nTOTAL EQUITY AT END OF FINANCIAL YEAR 187 845 2 975 77 097 267 917\nTransactions\nEquity at Comprehensive with owners in Equity at\n1 July result their capacity as 30 June\nowners\nNote $000 $000 $000 $000\n2019-20\n Source: `annual-reports/2020-21.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2020-21-dcdd-annual-report.pdf)`\n- Comprehensive operating statement by output group\nCorporate Support Digital Government Corporate and\nTotal\nDevelopment Development Shared Services\nNote 2021 2020 2021 2020 2021 2020 2021 2020\n$000 $000 $000 $000 $000 $000 $000 $000\nINCOME\nGrants and subsidies revenue\nCurrent 4a 21 - - - 1 109 413 1 130 413\nAppropriation\nOutput 4b 140 771 131 482 133 525 130 724 3 033 3 813 277 329 266 019\nSales of goods and services 4c 28 284 27 888 45 439 44 907 1 362 1 358 75 085 74 153\nGoods and services received\n5 - - - - 172 196 172 196\nfree of charge\nGain on lease extinguishment 4d 78 - - - - - 78 -\nOther income 4d 143 268 6 207 6 242 237 115 6 586 6 625\nTOTAL INCOME 169 297 159 638 185 171 181 873 5 913 5 895 360 380 347 406\nEXPENSES\nEmployee expenses 59 777 61 039 63 712 61 307 4 126 4 352 127 615 126 698\nAdministrative expenses\nProperty Management 13 556 13 908 500 915 304 540 14 360 15 363\n Source: `annual-reports/2020-21.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2020-21-dcdd-annual-report.pdf)`\n- Budgetary Information\n2020-21 2020-21\nVariance\nActual Original budget\nNote\n$000 $000 $000\nComprehensive Operating Statement\nINCOME\nGrants and subsidies revenue\nCurrent 1 130 - 1 130 1\nCapital - - -\nAppropriation\nOutput 277 329 310 791 (33 462) 2\nCommonwealth - - -\nSales of goods and services 75 085 75 270 (185)\nInterest revenue 78 - 78 3\nGoods and services received free of charge 172 302 (130)\nGain on disposal of assets - - -\nOther income 6 586 1 348 5 238 4\nTOTAL INCOME 360 380 387 711 (27 331)\nEXPENSES\nEmployee expenses 127 615 128 918 1 303\nAdministrative expenses\nPurchases of goods and services 128 721 171 395 42 674 5\nRepairs and maintenance - - -\nDepreciation and amortisation 87 922 86 701 (1 221)\nOther administrative expenses 172 302 130\nGrants and subsidies expenses\nCurrent 165 216 51\nCapital 4 100 13 000 8 900 6\nCommunity service obligations - - -\n Source: `annual-reports/2020-21.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2020-21-dcdd-annual-report.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $000 , $000 | Budgetary Information\n2020-21 2020-21\nVariance\nActual Original budget\nNote\n$000 $000 $000\nComprehensive Operating Statement\nINCOME\nGrants and subsidies revenue\nCurrent 1 130 - 1 130 1\nCapital - - -\nAppropriation\nOutput 277 329 310 791 (33 462) 2\nCommonwealth - - -\nSales of goods and services 75 085 75 270 (185)\nInterest revenue 78 - 78 3\nGoods and services received free of charge 172 302 (130)\nGain on disposal of assets - - -\nOther income 6 586 1 | `annual-reports/2020-21.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2020-21-dcdd-annual-report.pdf)` |\n| $000 , $000 | [Page 100]\nFinancial\nStatements\n100\n33 Budgetary information\n2021-22 2021-22\nVariance\nActual Original budget Note\n$000 $000 $000\nComprehensive Operating Statement\nINCOME\nGrants and subsidies revenue\nCurrent 1 333 - 1 333 1\nCapital - - -\nAppropriation\nOutput 323 166 298 200 24 966 2\nCommonwealth - - -\nSales of goods and services 44 318 78 990 (34 672) 3\nInterest revenue 16 - 16 4\nGoods and services received free of charge 177 310 (133) 5\nGain on d | `annual-reports/2021-22.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2021-22-dcdd-annual-report-full.pdf)` |\n| $000\n, $000 | Comprehensive Operating Statement\n2023 2022 Variance Note\nActual Original budget $000\n$000 $000\nINCOME\nGrants and subsidies revenue\nCurrent 607 - 607 1\nCapital 1 000 - 1 000 2\nAppropriation\nOutput 301 554 322 503 (20 949) 3\nSales of goods and services 44 275 51 705 (7 430) 4\nInterest revenue 111 2 271 (2 160) 5\nGoods and services received free of charge 285 315 (30)\nGain on disposal of assets - - -\nOther income 12 701 4 243 8 458 6\nTOTAL INCOME 3 | `annual-reports/2022-23.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2022-2023/2022-23-dcdd-annual-report-full.pdf)` |\n| $000 | Comprehensive Operating Statement\n2024 Original\n2024 Actual Variance\nbudget\n$000 $000 Note\nINCOME\nGrants and subsidies revenue\nCurrent - - -\nCapital 1 864 - 1 864 1\nAppropriation\nOutput 311 065 322 499 (11 434) 2\nSales of goods and services 45 371 52 181 (6 810) 3\nInterest revenue - - -\nGoods and services received free of charge 229 323 (94)\nGain on disposal of assets - - -\nOther income 12 993 8 567 (4 426) 4\nTOTAL INCOME 371 522 383 570 (12 048) | `annual-reports/2023-24.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2023-2024/2023-24-dcdd-annual-report-full.pdf)` |\n| $000 | Comprehensive operating statement by output group\nCorporate Support Digital Government Corporate and\nTotal\nDevelopment Development Shared Services\nNote 2021 2020 2021 2020 2021 2020 2021 2020\n$000 $000 $000 $000 $000 $000 $000 $000\nINCOME\nGrants and subsidies revenue\nCurrent 4a 21 - - - 1 109 413 1 130 413\nAppropriation\nOutput 4b 140 771 131 482 133 525 130 724 3 033 3 813 277 329 266 019\nSales of goods and services 4c 28 284 27 888 45 439 44 907 | `annual-reports/2020-21.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2020-21-dcdd-annual-report.pdf)` |\n| $000 , $000 | Budgetary information\n2020-21 2020-21\nVariance\nActual Original budget\nNote\n$000 $000 $000\nComprehensive Operating Statement\nINCOME\nSales of goods and services 34 745 34 582 163\nInterest revenue 58 300 (242) 1\nGain on disposal of assets 5 332 2 075 3 257 2\nOther income 129 140 (11)\nTOTAL INCOME 40 264 37 097 3 167\nEXPENSES\nEmployee expenses 2 090 1 913 (177) 3\nAdministrative expenses\nProperty management 67 278 211 4\nPurchases of goods and services | `annual-reports/2020-21.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2020-21-dcdd-annual-report.pdf)` |\n| $000 | Comprehensive Operating Statement by output group\nCorporate Support Digital Government Corporate and\nTotal\nDevelopment Development Shared Services\nNote 2022 2021 2022 2021 2022 2021 2022 2021\n$000 $000 $000 $000 $000 $000 $000 $000\nINCOME\nGrants and subsidies revenue\nCurrent 4a - 21 483 - 850 1 109 1 333 1 130\nAppropriation\nOutput 4b 163 343 140 771 156 346 133 525 3 477 3 033 323 166 277 329\nSales of goods and services 4c 8 641 28 284 34 315 45 | `annual-reports/2021-22.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2021-22-dcdd-annual-report-full.pdf)` |\n| $23.6 million, $000 , $000\n, 23.6 million | Decrease in other assets reflects opening balance decrement of leased assets under AASB 16.\nadjustment of $23.6 million and the revised timing\n2021-22 2021-22\nVariance\nActual Original budget Note\n$000 $000 $000\nCash Flow Statement\nCASH FLOWS FROM OPERATING ACTIVITIES\nOperating receipts\nGrants and subsidies received\nCurrent 1 333 - 1 333 1\nCapital - - -\nAppropriation\nOutput 323 166 298 200 24 966 2\nCommonwealth - - -\nReceipts from sales of goods a | `annual-reports/2021-22.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2021-22-dcdd-annual-report-full.pdf)` |\n| $000 , $000 | Budgetary information\n2021-22 2021-22\nVariance\nActual Original budget\nNote\n$000 $000 $000\nComprehensive Operating Statement\nINCOME\nSales of goods and services 35 346 34 496 850 1\nInterest revenue 71 76 (5)\nGain on disposal of assets 6 252 4 500 1 752 2\nOther income 123 140 (17)\nTOTAL INCOME 41 792 39 212 2 580\nEXPENSES\nEmployee expenses 1 820 2 000 180\nAdministrative expenses - - -\nProperty management 127 278 151 3\nPurchases of goods and services | `annual-reports/2021-22.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2021-22-dcdd-annual-report-full.pdf)` |\n| $000 | [Page 80]\nFinancial Statements: Department of Corporate and Digital Development\n3 Comprehensive Operating Statement by output group\nNote Corporate Support Digital Government Corporate and Total\nDevelopment Development Shared Services\n2023 2022 2023 2022 2023 2022 2023 2022\n$000 $000 $000 $000 $000 $000 $000 $000\nINCOME\nGrants and subsidies revenue\nCurrent 4 - - 32 483 574 850 606 1 333\nCapital 4 - - 1 000 - - - 1 000 -\nAppropriation\nOutput 5 161 | `annual-reports/2022-23.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2022-2023/2022-23-dcdd-annual-report-full.pdf)` |\n| $000 , $000 | Comprehensive Operating Statement by output group\nCorporate Support Digital Corporate Total\nDevelopment Government and Shared\nDevelopment Services\n2024 2023 2024 2023 2024 2023 2024 2023\nNote $000 $000 $000 $000\nINCOME\nGrants and subsidies revenue\nCurrent 4 - - - 32 - 574 - 606\nCapital 4 - - 1 864 1 000 - - 1 864 1 000\nAppropriation\nOutput 5 159 981 161 214 124 881 135 929 26 203 4 411 311 065 301 554\nSales of goods and services 6 8 235 8 103 35 | `annual-reports/2023-24.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2023-2024/2023-24-dcdd-annual-report-full.pdf)` |\n| $000 | Comprehensive Operating Statement\n2024 Original\n2024 Actual Variance\nbudget\n$000 $000 $000 Note\nINCOME\nSales of goods and services 36 763 34 863 1 900 1\nInterest revenue 302 494 (192) 2\nGain on disposal of assets 7 790 6 500 1 290 3\nOther income 499 140 359 4\nTOTAL INCOME 45 354 41 997 3 357\nEXPENSES\nEmployee expenses 2 317 2 000 (317) 5\nAdministrative expenses\nProperty management 276 278 2\nPurchases of goods and services 14 887 13 938 (949) 6\nRe | `annual-reports/2023-24.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2023-2024/2023-24-dcdd-annual-report-full.pdf)` |\n| $000 , $000 | Comprehensive Operating Statement\n2025 Original\n2025 Actual Variance\nbudget Note\n$000 $000 $000\nINCOME\nAppropriation\nOutput 338 081 356 443 (18 362)\nCommonwealth 315 - 315\nSales of goods and services 46 548 49 549 (3 001)\nInterest revenue 3 347 - 3 347 1\nGoods and services received free of charge 282 321 (39)\nOther income 18 045 7 723 10 322 2\nTOTAL INCOME 406 618 414 036 (7 418)\nEXPENSES\nEmployee expenses 158 177 143 006 (15 171)\nAdministrative | `annual-reports/2024-25.pdf (https://dcdd.nt.gov.au/__data/assets/pdf_file/0011/1568063/dcdd-annual-report-2024-25-v13.pdf)` |\n| $000 , $000\n, $10.3 million, $0.38 million, $9.9 million | Table 1: 2024–25 Final Budget and Performance\n2024–25\nFinal Budget Actual Variation\n$000 $000 $000\nIncome 48 353 49 487 1 134\nExpenses (34 194) (34 786) (592)\nNet Surplus Before Tax 14 159 14 701 542\nIncome Tax Expense (4 248) (4 410) (162)\nNet Surplus After Tax 9 911 10 291 380\nComprehensive Result 9 911 10 291 380\nDividend - - -\nNT Fleet achieved an operating result for 2024–25 of $10.3 million after tax, which was $0.38 million higher\nthan the | `annual-reports/2024-25.pdf (https://dcdd.nt.gov.au/__data/assets/pdf_file/0011/1568063/dcdd-annual-report-2024-25-v13.pdf)` |\n| $10.3 million, $0.38 million, $9.9 million, 10.3 million, 0.38 million, 9.9 million | [pages 111,112,113,114,115,116,117]\n000\nIncome 48 353 49 487 1 134\nExpenses (34 194) (34 786) (592)\nNet Surplus Before Tax 14 159 14 701 542\nIncome Tax Expense (4 248) (4 410) (162)\nNet Surplus After Tax 9 911 10 291 380\nComprehensive Result 9 911 10 291 380\nDividend - - -\nNT Fleet achieved an operating result for 2024–25 of $10.3 million after tax, which was $0.38 million higher\nthan the final budget estimate of $9.9 million, mainly as a result | `annual-reports/2024-25.pdf (https://dcdd.nt.gov.au/__data/assets/pdf_file/0011/1568063/dcdd-annual-report-2024-25-v13.pdf)` |\n| $000 , $000 | Comprehensive Operating Statement\n2025 Original\n2025 Actual Variance\nbudget Note\n$000 $000 $000\nINCOME\nSales of goods and services 43 351 36 322 7 029 1\nInterest revenue 242 494 (252)\nGain on disposal of assets 5 321 7 600 (2 279) 2\nOther income 573 207 366 3\nTOTAL INCOME 49 487 44 623 4 864\nEXPENSES\nEmployee expenses 2 983 3 070 87\nAdministrative expenses\nProperty management 245 278 33\nPurchases of goods and services 15 115 13 696 (1 419) 4\nDepr | `annual-reports/2024-25.pdf (https://dcdd.nt.gov.au/__data/assets/pdf_file/0011/1568063/dcdd-annual-report-2024-25-v13.pdf)` |\n| $000 , $000\n, $5.9 million, $1.2 million, $4.6 million | Table 1: 2020-21 Final Budget and Performance\n2020-21\nActual Final Budget Variation\n$000 $000 $000\nIncome 40 264 38 874 1 390\nExpenses 31 883 32 266 383\nNET SURPLUS BEFORE TAX 8 381 6 608 1 773\nIncome Tax Expense 2 514 1 982 (532)\nNET SURPLUS AFTER TAX 5 867 4 626 1 241\nCOMPREHENSIVE RESULT 5 867 4 626 1 241\nDividend (50%) 2 933 2 313 (620)\nNT Fleet achieved an operating result for 2020-21 of $5.9 million after tax, which was $1.2 million better | `annual-reports/2020-21.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2020-21-dcdd-annual-report.pdf)` |\n| $000 , $000\n, $3.4 million, $7.9 million, $2.0 million | Table 1 compares NT Fleet’s 2021-22 performance\nTable 1: 2021-22 Final Budget and Performance\n2021-22\nActual Final Budget Variation\n$000 $000 $000\nIncome 41 792 40 574 1 218\nExpenses 30 541 32 229 1 688\nNET SURPLUS BEFORE TAX 11 251 8 345 2 906\nIncome Tax Expense 3 375 2 504 (871)\nNET SURPLUS AFTER TAX 7 876 5 841 2 035\nCOMPREHENSIVE RESULT 7 876 5 841 2 035\nDividend (50%) 3 937 2 921 (1 017)\nNT Fleet achieved an operating result for 2021-22 of N | `annual-reports/2021-22.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2021-22-dcdd-annual-report-full.pdf)` |\n| $000 , $000\n, $2.0 million, 2.0 million | Table 2: 2021-22 and 2020-21 Performance\n2021-22 2020-21 Variation\n$000 $000 $000\nIncome 41 792 40 264 1 528\nExpenses 30 541 31 883 1 342\nNET SURPLUS BEFORE TAX 11 251 8 381 2 870\nIncome Tax Expense 3 375 2 514 (861)\nNET SURPLUS AFTER TAX 7 876 5 867 2 009\nOther Comprehensive - - -\nCOMPREHENSIVE RESULT 7 876 5 867 2 009\nNT Fleet achieved a $2.0 million increase in net surplus result of a combination of increased incomes and\nafter tax compared to | `annual-reports/2021-22.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2021-22-dcdd-annual-report-full.pdf)` |\n| $000 , $000\n, $8.8 million, $0.9 million, $7.9 million | Table 1: 2022-23 Final Budget and Performance 2022-23\nActual Final Budget Variation\n$000 $000 $000\nIncome 42 960 42 099 861\nExpenses (30 421) (30 803) 382\nNet Surplus Before Tax 12 539 11 296 1 243\nIncome Tax Expense (3 762) (3 389) (373)\nNet Surplus After Tax 8 777 7 907 870\nComprehensive Result 8 777 7 907 870\nDividend (50%) 4 389 3 954 435\nNT Fleet achieved an operating result for 2022-23 of $8.8 million after tax, which was a $0.9 million imp | `annual-reports/2022-23.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2022-2023/2022-23-dcdd-annual-report-full.pdf)` |\n\n## Key Achievements\n\n- 2023-24 2023-24 2024-25\nKey performance indicators\nEstimate Actual Budget\nEnterprise programs in progress 2 2 1\nDigital projects being managed 21 20 20\nKey achievements in 2023-24\nLaunched the Territory Services digital Implemented a contemporary NTG Pay\ngovernment shopfront system for procure to pay processes across\ngovernment\nDelivered the new NDIS Worker Screening Continued the phased deployments of the new\ndigital solution to SAFENT Acacia digital health solution\nDelivered the first release of the new rostering Implemented the new SerPro policing solution\nsystem to NT Fire and Emergency Service across the Territory on behalf of NT Police\nCompleted the business case to deliver Continued development of the RevConnect\nelectronic conveyancing in the NT revenue management system\nImplemented Sage enterprise budgeting Business case approved for new education\nsystem management solution\n Source: `annual-reports/2023-24.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2023-2024/2023-24-dcdd-annual-report-full.pdf)`\n- 2023-24 2023-24 2024-25\nKey performance indicators\nEstimate Actual Budget\nWebsite service requests resolved 20 000 19 219 20 000\nKey achievements in 2023-24\nDeveloped web content and collaborated with Established a data storage solution for public-\ndigital teams to deliver the Territory Services facing website analytics, ensuring compliance\nplatform with records management\nDelivered the first phase of the DoE intranet Investigated cloud-based options for\nredevelopment government’s web presence\nConducted a review NTG Central (all of Completed an accessibility audit of nt.gov.au\ngovernment intranet) to identify improvements and agency corporate sites to identify areas\nto enhance the user experience to comply with web accessibility standards\nTransitioned the DCDD, OCPE and NT Continued to build content design capability\n Source: `annual-reports/2023-24.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2023-2024/2023-24-dcdd-annual-report-full.pdf)`\n- 2022-23 2022-23 2023-24\nKey performance indicators Estimate Actual Budget\nAverage annual unscheduled outages per core system 2 ≤2 ≤2\nAvailability of core across government systems ≥99% ≥99% ≥99%\nKey achievements in 2022-23\n´ Integrated time and attendance interface for capture ´ Delivered Single Touch Payroll phase 2 resulting in\nof payroll transactions to reduce manual processes efficiencies in sending and receiving employment and\nand payment errors. payroll information to the ATO.\n´ Implemented service management systems for all ´ Completed a number of system changes for enterprise\ncentralised DCDD teams. agreements, with planning underway for the remainder\nof agreements.\n´ Prepared supporting materials, including eLearning ´ Progressed design and configuration to pilot a digital\nand change management plans for new digital procurement solution for Department of Health.\n Source: `annual-reports/2022-23.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2022-2023/2022-23-dcdd-annual-report-full.pdf)`\n- 2022-23 2022-23 2023-24\nKey performance indicators Estimate Actual Budget\nEnterprise digital programs in progress 4 4 3\nDigital projects being managed 12 12 28\nKey achievements in 2022-23\n´ Delivered the first of a series of phased deployments ´ Implemented the new CARE solution to support child\nof the new Acacia digital health solution. protection and youth justice across the Territory.\n´ Progressed the SerPro policing solution in readiness ´ Delivered Stage 2 of the Parks Online Booking and\nfor deployment in late 2023.\n Source: `annual-reports/2022-23.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2022-2023/2022-23-dcdd-annual-report-full.pdf)`\n- 2023-24 2023-24 2024-25\nKey performance indicators\nEstimate Actual Budget\nAvailability of core agency business systems 99% 99% ≥ 99%\nKey achievements in 2023-24\nDelivered the new National Disability Implemented new version of the red light\nInsurance Scheme (NDIS) Worker Screening infringement and processing system\ndigital solution to SAFENT\nImplemented system changes related to Enhanced the housing inspection application\nsentencing reforms across justice systems to provide visibility of maintenance completed\nby contractors\nProgressed business continuity assessment Resolved significant risks with the radiology\nand recommendations for NT Superannuation system in DoH related to patch management\nOffice system and cyber security\nDeveloped dashboard for housing assets to Finalised changes to the tenancy management\n Source: `annual-reports/2023-24.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2023-2024/2023-24-dcdd-annual-report-full.pdf)`\n- 2023-24 2023-24 2024-25\nKey performance indicators\nEstimate Actual Budget\nMajor ICT projects overseen by the ICT Governance 100% 100% ≥ 90%\nBoard\nIncrease in the number of published datasets on the 32 38 ≥ 30\nNT Open Data Portal\nKey achievements in 2023-24\nDelivered whole-of-agency digital system Delivered a refreshed Digital Futures event to\nreviews with DoE and TFHC engage women to consider a career in Science,\nTechnology, Engineering, Arts or Mathematics\n(STEAM)\nMonitored and reported on the Digital Commenced refreshing the Digital\nTerritory Action Plan 2023-24 Government Roadmap for 2024 to 2029\nImplemented an Artificial Intelligence Advocated for better telecommunications\nFramework for the NT Government to optimise services in remote NT locations and initiatives\nbenefits when leveraging the technology while to improve digital inclusion with the\n Source: `annual-reports/2023-24.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2023-2024/2023-24-dcdd-annual-report-full.pdf)`\n- [Page 38]\nSection 3: Performance and achievements\nCorporate and shared services\nKey achievements in 2022-23\n´ Delivered targeted fraud and corruption education ´ Reviewed DCDD delegations to align with the\nto DCDD employees during International Fraud 2021-2025 NTPS Enterprise Bargaining Agreement\nAwareness Week. and updated legislation and policy.\n´ Completed the review of the DCDD cost allocation ´ Completed a review of Enterprise Services Framework\nmodel and implemented revised processes. and Service Statements.\n´ Reviewed DCDD business continuity plans. ´ Managed the department’s audit program.\n Source: `annual-reports/2022-23.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2022-2023/2022-23-dcdd-annual-report-full.pdf)`\n- 2021-22 2021-22 2022-23\nKey performance indicators\nEstimate Actual Budget\nEnterprise digital programs in progress 4 4 4\nDigital projects being managed 15 15 12\nKey achievements in 2021-22\nProgressed testing, training and implementation planning in Implemented Stage 1 of the Parks Online Booking\npreparation for go-live of the new Acacia digital health solution System delivering digitised booking and payment\ninto Katherine Hospital. processes for access to Territory parks and\ncamping sites.\n Source: `annual-reports/2021-22.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2021-22-dcdd-annual-report-full.pdf)`\n- 2022-23 2022-23 2023-24\nKey performance indicators Estimate Actual Budget\nPayroll transactions processed 1.35M 1.37M 1.5M\nDays to activate new employees on payroll system\n(average) 4 3.6 4\nKey achievements in 2022-23\n´ Finalised a comprehensive body of work in response ´ Enhanced arrangements for executive contract\nto Auditor-General recommendations regarding officers to provide seamless end-to-end support to\nSuperannuation Guarantee. agencies.\n´ Completed processing of changes to Superannuation ´ Implemented changes to entitlements resulting from\nGuarantee resulting from the General NTPS the Teachers and Assistant Teachers’ 2021-2024\n2021-2025 Enterprise Agreement.\n Source: `annual-reports/2022-23.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2022-2023/2022-23-dcdd-annual-report-full.pdf)`\n- [pages 21,22,23,24,25]\nmance indicators Estimate Actual Budget\nPayroll transactions processed 1.35M 1.37M 1.5M\nDays to activate new employees on payroll system\n(average) 4 3.6 4\nKey achievements in 2022-23\n´ Finalised a comprehensive body of work in response ´ Enhanced arrangements for executive contract\nto Auditor-General recommendations regarding officers to provide seamless end-to-end support to\nSuperannuation Guarantee. agencies.\n´ Completed processing of changes to Superannuation ´ Implemented changes to entitlements resulting from\nGuarantee resulting from the General NTPS the Teachers and Assistant Teachers’ 2021-2024\n2021-2025 Enterprise Agreement.\n Source: `annual-reports/2022-23.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2022-2023/2022-23-dcdd-annual-report-full.pdf)`\n- 2022-23 2022-23 2023-24\nKey performance indicators Estimate Actual Budget\nAcross-government contractors managed 280 251 250\nClient procurements facilitated 670 630 630\nDays to process tender documents 3 2.8 3\nKey achievements in 2022-23\n´ Delivered a digital dashboard for agencies improving ´ Established new across-government contracts for\nvisibility of in-progress procurement advisory and freight services and security services.\nsupport services.\n Source: `annual-reports/2022-23.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2022-2023/2022-23-dcdd-annual-report-full.pdf)`\n- 2022-23 2022-23 2023-24\nKey performance indicators Estimate Actual Budget\nMajor ICT projects overseen by the ICT Governance\nBoard 100% 100% ≥90%\nIncrease in the number of published datasets on the\nNT Open Data Portal 25 95 ≥25\nKey achievements in 2022-23\n´ Expanded the open data portal and improved user ´ Leveraged the feasibility study into\nexperience. telecommunications for NT schools to develop a\nroadmap for long term connectivity uplift.\n´ Delivered an agency ICT application review (known\nas an ICT Landscape) for the Department of Industry, ´ Continued to monitor and drive delivery of remote\nTourism and Trade. telecommunications co-investment programs to\nprovide more Territorians with access to digital\n´ Continued to advocate for better\nconnectivity.\ntelecommunications services in remote NT locations\nand initiatives to improve digital inclusion.\n Source: `annual-reports/2022-23.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2022-2023/2022-23-dcdd-annual-report-full.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 7]\nCONTENTS\nCORPORATE GOVERNANCE\nTHE DEPARTMENT\nOverview 53\nOur role 9\nPlanning 53\nOur vision and values 9\nRisk management 54\nOur structure 9\nInternal controls 55\nOur governance 10\nInternal audit 55\nOur services 12\nFreedom of information 55\nOur customers 12\nOmbudsman 55\nOur people 13\nIndependent Commissioner Against Corruption 56\nOur finances 13\nComplaints and resolutions 56\nOur sustainability 13\nGovernance committees 56\nOUR CUSTOMERS COVID-19 governance groups 58\n2020-21 in numbers 15 NTG governance frameworks 58\nOur customers 16\nFINANCIALS\nCustomer profile 16\nDCDD 60\nGuiding frameworks 16\nNT Fleet 99\nCustomer experience 17\nData Centre Services 135\nSupporting our customers 18\nStakeholders 19 APPENDICES\nAppendix A - Corporate statement 172\nPERFORMANCE & ACHIEVEMENTS\nAppendix B - Performance reporting 173\nHow to read this section 21\nAppendix C - FTE workforce table 176\n Source: `annual-reports/2020-21.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2020-21-dcdd-annual-report.pdf)`\n- [Page 52]\n5\nCORPOR ATE\nGOVERNANCE\nOverview 53\nPlanning 53\nRisk management 54\nInternal controls 55\nInternal audit 55\nFreedom of information 55\nOmbudsman 55\nIndependent Commissioner Against Corruption 56\nComplaints and resolutions 56\nGovernance committees 56\nCOVID-19 governance groups 58\nNTG governance frameworks 58\n Source: `annual-reports/2020-21.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2020-21-dcdd-annual-report.pdf)`\n- Each committee’s purpose, activity and\nManagement Board (EMB) and its supporting committees membership for 2020-21 are outlined in Appendix G.\nresponsible for focusing on key governance requirements\nDiagram 7 - DCDD corporate governance committee structure\nChief Execu(cid:21)ve\nAudit\nAudit Commi(cid:7)ee\nExecu(cid:21)ve\nManagement Board\nReforms ICT\nProcurement People Finance WH&S Risk\nGovernance Governance\nProcurement Workforce Finance Work Health Risk\nGovernance Management Governance & Safety Management\nCommi(cid:7)ee Commi(cid:7)ee Commi(cid:7)ee Management Commi(cid:7)ee\nCommi(cid:7)ee\nBuilding\nICT\nManagement\nProcurement Digital\nCommi(cid:7)ees Cyber\nProjects\nSecurity\nSteering\nCommi(cid:7)ee\nCommi(cid:7)ee\nDROC CROC\nDigital Corporate\nReforms Reforms\nProjects\nOversight Oversight\nSteering\nCommi(cid:7)ee Commi(cid:7)ee\nCommi(cid:7)ees\nProjects\n Source: `annual-reports/2020-21.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2020-21-dcdd-annual-report.pdf)`\n- [pages 56,57,58]\n(EMB) and its supporting committees membership for 2020-21 are outlined in Appendix G.\nresponsible for focusing on key governance requirements\nDiagram 7 - DCDD corporate governance committee structure\nChief Execu(cid:21)ve\nAudit\nAudit Commi(cid:7)ee\nExecu(cid:21)ve\nManagement Board\nReforms ICT\nProcurement People Finance WH&S Risk\nGovernance Governance\nProcurement Workforce Finance Work Health Risk\nGovernance Management Governance & Safety Management\nCommi(cid:7)ee Commi(cid:7)ee Commi(cid:7)ee Management Commi(cid:7)ee\nCommi(cid:7)ee\nBuilding\nICT\nManagement\nProcurement Digital\nCommi(cid:7)ees Cyber\nProjects\nSecurity\nSteering\nCommi(cid:7)ee\nCommi(cid:7)ee\nDROC CROC\nDigital Corporate\nReforms Reforms\nProjects\nOversight Oversight\nSteering\nCommi(cid:7)ee Commi(cid:7)ee\nCommi(cid:7)ees\nProjects\n Source: `annual-reports/2020-21.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2020-21-dcdd-annual-report.pdf)`\n- Diagram 5: DCDD corporate governance committee structure\nChief Execu(cid:21)ve\nExecu(cid:30)ve\nManagement Board\nReforms Procurement Finance WH&S Risk ICT\nGovernance Governance\nProcurement Finance Work Health Risk\nGovernance Governance & Safety Management\nCommi(cid:31)ee Commi(cid:31)ee Management and Audit\nCommi(cid:31)ee Commi(cid:31)ee\nICT Building\nProcurement Management\nCommi(cid:31)ees\nDROC CROC Digital Projects Cyber Security\nDigital Corporate Steering Commi(cid:31)ee Commi(cid:31)ee\nReforms Reforms\nOversight Oversight\nCommi(cid:31)ee Commi(cid:31)ee\nProjects Steering\nCommi(cid:31)ees\nDepartment of Corporate and Digital Development Annual Report 2022-23 | 61\n Source: `annual-reports/2022-23.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2022-2023/2022-23-dcdd-annual-report-full.pdf)`\n- 2023-24 2023-24 2024-25\nKey performance indicators\nEstimate Actual Budget\nAvailability of core agency business systems 99% 99% ≥ 99%\nKey achievements in 2023-24\nDelivered the new National Disability Implemented new version of the red light\nInsurance Scheme (NDIS) Worker Screening infringement and processing system\ndigital solution to SAFENT\nImplemented system changes related to Enhanced the housing inspection application\nsentencing reforms across justice systems to provide visibility of maintenance completed\nby contractors\nProgressed business continuity assessment Resolved significant risks with the radiology\nand recommendations for NT Superannuation system in DoH related to patch management\nOffice system and cyber security\nDeveloped dashboard for housing assets to Finalised changes to the tenancy management\n Source: `annual-reports/2023-24.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2023-2024/2023-24-dcdd-annual-report-full.pdf)`\n- OUR FINANCES\nDCDD’s final budget for 2020-21 was $373 million lower property leasing costs due to market conditions and\n(excluding the GBDs which are separate budget entities). challenges sourcing resource capability were the primary\nDCDD’s expenditure for 2020-21 of $357 million drivers of lower spending in 2020-21.\nwas well within the department’s budget and below\nA comprehensive review of DCDD and the GBD’s financial\nexpectations.\n Source: `annual-reports/2020-21.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2020-21-dcdd-annual-report.pdf)`\n- 24 26% 63\nDCDD teams comprising staff, equaling to new DCDD staff attended face to\nface orientations, with another\n158 316\n12\npeople participating in the Virgin people, are supported with flexible\nPulse Global Challenge. work arrangements. sessions conducted online.\n Source: `annual-reports/2020-21.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2020-21-dcdd-annual-report.pdf)`\n- [Page 53]\n53\nDepartment of CORPORATE AND DIGITAL DEVELOPMENT | Annual Report 2020-21\nCORPORATE\nGOVERNANCE\nOVERVIEW\nOur corporate governance model provides DCDD and GBDs Diagram 5 – Corporate Governance Model\nwith a strong foundation to support our rigorous governance\nculture that enables individuals to be ‘self-governing’,\naccountable and manage risks within their respective areas; Leadership\ndefines internal controls for staff to operate accountably; and\nensures clarity and transparency across our business. nication C om\np\nlia\nn\nDiagram 5 clearly defines how our governance practices guide\nm\nu ce\nm\nour activities, align with our strategic direction and control o\nC\nrisks linked to our service delivery.\n Source: `annual-reports/2020-21.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2020-21-dcdd-annual-report.pdf)`\n- [pages 63,64,65,66,67]\nelivery timeframes for major ICT\nreflecting timing challenges reorganising work streams and\nprojects, carried over to 2021-22.\nrecruiting to positions.\n• Digital Connectivity and Strategy – revised timing of\n• Property Leasing Services – lower than anticipated rental\ntelecommunications grants, carried over to 2021-22.\ncosts mostly due to lower CPI and market rental conditions.\n• Corporate and Governance – COVID-19 related expenses\n• Agency Business Systems and Support Services – lower\nnot factored into the budget.\n Source: `annual-reports/2020-21.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2020-21-dcdd-annual-report.pdf)`\n- Receivables\n2021 2020\n$000 $000\nCURRENT\nAccounts receivable 787 150\nLess: Loss allowance - -\n787 150\nInterest receivables 3 7\nPrepayments 224 188\nGST receivables 127 27\nOther receivables 494 705\nTOTAL RECEIVABLES 1 635 1 077\nReceivables are initially recognised when NT Fleet becomes a Credit risk exposure of receivables\nparty to the contractual provisions of the instrument and are Receivables are monitored on an ongoing basis to ensure\nmeasured at fair value less any directly attributable transaction exposure to bad debts is not significant.\n Source: `annual-reports/2020-21.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2020-21-dcdd-annual-report.pdf)`\n- 2021-22 2021-22 2022-23\nKey performance indicators\nEstimate Actual Budget\nLight vehicles managed 2 650 2 767 2 650\nHeavy vehicles managed 880 901 860\nLight vehicle meeting fuel and safety standards 100% 100% 100%\nLight vehicles managed within vehicle life standards 1 90% 71% ≥90%\nNote 1: Decrease due to worldwide vehicle shortages and delivery delays.\n Source: `annual-reports/2021-22.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2021-22-dcdd-annual-report-full.pdf)`\n- [Page 42]\nOur people snapshot\n1,224 1,171.15 47.72%\nheadcount FTE of staff have more than 10 years\ngovernment service\n14.11% 3.23% 7.11%\nof our staff are from culturally and of our staff identify as having of our people identify\nlinguistically diverse backgrounds a disability as being Aboriginal\n43.24 54 46.24%\nyears average age of staff people work in regional areas of staff work in digital roles\n47.97% 30% 1,151\nof staff work in corporate roles staff supported with flexible people completed the OneNTG\nwork arrangements Appropriate Workplace\nBehaviours training\n55 4,569 78%\nparticipants in our early attendances at staff have myPlans in place\ncareer programs professional development\n75 467 15\nnew DCDD staff attended the staff had flu vaccinations DCDD teams and\nDCDD Induction Program across the department\n80\n91 366 people participating in the Virgin\nPulse Global Challenge\n Source: `annual-reports/2021-22.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2021-22-dcdd-annual-report-full.pdf)`\n- [pages 42,43,44,45]\n24%\nyears average age of staff people work in regional areas of staff work in digital roles\n47.97% 30% 1,151\nof staff work in corporate roles staff supported with flexible people completed the OneNTG\nwork arrangements Appropriate Workplace\nBehaviours training\n55 4,569 78%\nparticipants in our early attendances at staff have myPlans in place\ncareer programs professional development\n75 467 15\nnew DCDD staff attended the staff had flu vaccinations DCDD teams and\nDCDD Induction Program across the department\n80\n91 366 people participating in the Virgin\nPulse Global Challenge\nstaff attended the OneNTG online staff have accessed flexible\norientation Program work arrangements\n781 440 3\nfemales males self-specified\nDepartment of Corporate and Digital Development Annual Report 2021-22\nOur\npeople\n42\n’\n Source: `annual-reports/2021-22.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2021-22-dcdd-annual-report-full.pdf)`\n\n## Corporate Values and Operating Culture\n\n- [Page 42]\nOur people snapshot\n1,224 1,171.15 47.72%\nheadcount FTE of staff have more than 10 years\ngovernment service\n14.11% 3.23% 7.11%\nof our staff are from culturally and of our staff identify as having of our people identify\nlinguistically diverse backgrounds a disability as being Aboriginal\n43.24 54 46.24%\nyears average age of staff people work in regional areas of staff work in digital roles\n47.97% 30% 1,151\nof staff work in corporate roles staff supported with flexible people completed the OneNTG\nwork arrangements Appropriate Workplace\nBehaviours training\n55 4,569 78%\nparticipants in our early attendances at staff have myPlans in place\ncareer programs professional development\n75 467 15\nnew DCDD staff attended the staff had flu vaccinations DCDD teams and\nDCDD Induction Program across the department\n80\n91 366 people participating in the Virgin\nPulse Global Challenge\n Source: `annual-reports/2021-22.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2021-22-dcdd-annual-report-full.pdf)`\n- [Page 42]\nSection 4: Our people\nOur people snapshot 2022-23\n748 444\n1194 Headcount 222\nFemales Males\npeople completed the\n1149 2\nFTE Self-specified\nOneNTG Appropriate\nWorkplace Behaviours\ntraining\n48\nparticipants in our early\n7%\ncareer programs\n43 years\nof our people identify as\naverage age\nbeing Aboriginal\n4,454\nof staff\nattendances at\nprofessional\ndevelopment\n93\nnew DCDD staff\n17% 43%\nattended DCDD\nof our staff are from staff supported Induction Program\nculturally and linguistically with flexible work\ndiverse backgrounds arrangements\n356\n48 4%\nstaff attended the\npeople work in of our staff identify OneNTG online\nregional areas as having a disability orientation program\n46%\n80%\n519\nof staff have more\nof staff have\nstaff had flu\nthan 10 years’\nmyPlans in place\nvaccinations\ngovernment service\nDepartment of Corporate and Digital Development Annual Report 2022-23 | 42\n Source: `annual-reports/2022-23.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2022-2023/2022-23-dcdd-annual-report-full.pdf)`\n- 2,247 1,007 8\nattendances at professional staff have myPlans in place. inappropriate workplace behaviour\ndevelopment. claims addressed in 2020-21.\n Source: `annual-reports/2020-21.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2020-21-dcdd-annual-report.pdf)`\n- [pages 42,43,44,45]\n24%\nyears average age of staff people work in regional areas of staff work in digital roles\n47.97% 30% 1,151\nof staff work in corporate roles staff supported with flexible people completed the OneNTG\nwork arrangements Appropriate Workplace\nBehaviours training\n55 4,569 78%\nparticipants in our early attendances at staff have myPlans in place\ncareer programs professional development\n75 467 15\nnew DCDD staff attended the staff had flu vaccinations DCDD teams and\nDCDD Induction Program across the department\n80\n91 366 people participating in the Virgin\nPulse Global Challenge\nstaff attended the OneNTG online staff have accessed flexible\norientation Program work arrangements\n781 440 3\nfemales males self-specified\nDepartment of Corporate and Digital Development Annual Report 2021-22\nOur\npeople\n42\n’\n Source: `annual-reports/2021-22.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2021-22-dcdd-annual-report-full.pdf)`\n- DCDD’s output groups include: technology and increasing connectivity to improve\ngovernment service delivery\n• Corporate Support Development – professional,\nresponsive and reliable corporate services, quality • Corporate and Shared Services – improved\nsolutions and trusted advice that enables government organisational performance through strategic and\nand agencies to focus on core business governance leadership and the provision of business\nsupport functions.\n• Digital Government Development – transformative\ncustomer-focused digital solutions and services\nTable 5: 2021-22 Expenses and Final Budget by Output\nActual Final Budget Variation\n$000 $000 $000\nCORPORATE SUPPORT DEVELOPMENT OUTPUT GROUP\nWorkforce Services 25 247 26 804 1 557\nEmployment Services 19 616 20 148 532\nProcurement and Contract Services 8 464 8 995 531\nInformation Management Services 6 373 6 585 212\n Source: `annual-reports/2021-22.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2021-22-dcdd-annual-report-full.pdf)`\n- [Page 90]\nFinancial\nStatements\n90\nLand Buildings Infrastructure Plant and equipment Total\n$000 $000 $000 $000 $000\nBalance as at 1 July 2020 - 440 707 - - 440 707\nAdditions - 231 182 - - 231 182\nDisposals - - - - -\nDepreciation expense - (77 540) - - (77 540)\nRevaluation increments/\ndecrements1 - (42 889) - - (42 889)\nincluding remeasurement\nImpairment losses - - - - -\nImpairment losses reversed - - - - -\nOther movements\n- - - - -\n(Lease Incentives)\nCARRYING AMOUNT AS AT\n- 551 460 - - 551 460\n30 JUNE 2021\n1 2020-21 remeasurement amounts disclosed includes disposal amount as a result of early termination of leases and replaced with new agreement\nThe following amounts were recognised in the statement of comprehensive income for the year ending in respect of\nleases where DCDD is the lessee:\n2022 2021\n$000 $000\nDepreciation expense of right-of-use assets 78 608 77 540\n Source: `annual-reports/2021-22.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2021-22-dcdd-annual-report-full.pdf)`\n- [Page 16]\n14\nOur people snapshot\n1285 1231 42%\nheadcount FTE of staff have more\nthan 10 years’\ngovernment service\n42 4% 59\nyears average people work in participants in\nage of staff regional areas our early career\nprograms\n3967\n938 70%\nattendances at\nflexible work staff have\nprofessional\narrangements myPlans in place\ndevelopment\n257 491\nstaff attended the staff had flu\nOneNTG vaccinations\nonline orientation across the\nProgram department\nDepartment of Corporate and Digital Development Annual Report 2023-24\nOur\npeople\n Source: `annual-reports/2023-24.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2023-2024/2023-24-dcdd-annual-report-full.pdf)`\n- 2024–25 2024–25 2025–26\nKey performance indicators\nEstimate Actual Budget\nICT Service Centre queries resolved on first contact 70% 76% ≥ 70%\nKey achievements in 2024–25\nEnhanced digital connectivity for 143 schools across Deployed Microsoft Office 365 across NTG, ensuring\nthe Northern Territory by completing the Schools continued vendor support, enabling collaboration\nConnectivity Uplift program in partnership with the through standardised software and preparing for\nDepartment of Education and Training (DET). integration with artificial intelligence tools.\n Source: `annual-reports/2024-25.pdf (https://dcdd.nt.gov.au/__data/assets/pdf_file/0011/1568063/dcdd-annual-report-2024-25-v13.pdf)`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py ` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `annual-reports/2020-21.pdf` - annual-reports - https://dcdd.nt.gov.au/media/documents/annual-reports/2020-21-dcdd-annual-report.pdf\n- `annual-reports/2021-22.pdf` - annual-reports - https://dcdd.nt.gov.au/media/documents/annual-reports/2021-22-dcdd-annual-report-full.pdf\n- `annual-reports/2022-23.pdf` - annual-reports - https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2022-2023/2022-23-dcdd-annual-report-full.pdf\n- `annual-reports/2023-24.pdf` - annual-reports - https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2023-2024/2023-24-dcdd-annual-report-full.pdf\n- `annual-reports/2024-25.pdf` - annual-reports - https://dcdd.nt.gov.au/__data/assets/pdf_file/0011/1568063/dcdd-annual-report-2024-25-v13.pdf\n- `strategies/corporate-services-roadmap.pdf` - strategies - https://dcdd.nt.gov.au/media/documents/corporate-services-roadmap.pdf\n- `strategies/dcdd-strategic-plan-2024-2028.pdf` - strategies - https://dcdd.nt.gov.au/media/documents/strategic-plan/dcdd-strategic-plan-2024-2028.pdf\n- `pages/about.html` - pages - https://dcdd.nt.gov.au/about-us\n- `pages/annual-reports-index.html` - pages - https://dcdd.nt.gov.au/publications/annual-reports\n- `pages/annual-reports-index__00.html` - pages - https://dcdd.nt.gov.au/__data/assets/pdf_file/0011/1568063/dcdd-annual-report-2024-25-v13.pdf\n- `pages/annual-reports-index__01.html` - pages - https://dcdd.nt.gov.au/__data/assets/pdf_file/0006/1568067/introduction-dcdd-annual-report-2024-25-v13.pdf\n- `pages/annual-reports-index__02.html` - pages - https://dcdd.nt.gov.au/__data/assets/pdf_file/0011/1568072/the-department-dcdd-annual-report-2024-25-v13.pdf\n- `pages/annual-reports-index__03.html` - pages - https://dcdd.nt.gov.au/__data/assets/pdf_file/0008/1568069/our-customers-dcdd-annual-report-2024-25-v13.pdf\n- `pages/annual-reports-index__04.html` - pages - https://dcdd.nt.gov.au/__data/assets/pdf_file/0010/1568071/performance-and-achievements-dcdd-annual-report-2024-25-v13.pdf\n- `pages/annual-reports-index__05.html` - pages - https://dcdd.nt.gov.au/__data/assets/pdf_file/0009/1568070/our-workforce-dcdd-annual-report-2024-25-v13.pdf\n- `pages/annual-reports-index__06.html` - pages - https://dcdd.nt.gov.au/__data/assets/pdf_file/0005/1568066/governance-dcdd-annual-report-2024-25-v13.pdf\n- `pages/annual-reports-index__07.html` - pages - https://dcdd.nt.gov.au/__data/assets/pdf_file/0003/1568064/dcdd-financials-dcdd-annual-report-2024-25-v13.pdf\n- `pages/annual-reports-index__08.html` - pages - https://dcdd.nt.gov.au/__data/assets/pdf_file/0007/1568068/nt-fleet-financials-dcdd-annual-report-2024-25-v13.pdf\n- `pages/annual-reports-index__09.html` - pages - https://dcdd.nt.gov.au/__data/assets/pdf_file/0004/1568065/dcs-financials-dcdd-annual-report-2024-25-v13.pdf\n- `pages/annual-reports-index__10.html` - pages - https://dcdd.nt.gov.au/__data/assets/pdf_file/0010/1568062/appendices-dcdd-annual-report-2024-25-v13.pdf\n- `pages/annual-reports-index__11.html` - pages - https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2023-2024/2023-24-dcdd-annual-report-full.pdf\n- `pages/annual-reports-index__12.html` - pages - https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2022-2023/2022-23-dcdd-annual-report-full.pdf\n- `pages/annual-reports-index__13.html` - pages - https://dcdd.nt.gov.au/media/documents/annual-reports/2021-22-dcdd-annual-report-full.pdf\n- `pages/annual-reports-index__14.html` - pages - https://dcdd.nt.gov.au/media/documents/annual-reports/2020-21-dcdd-annual-report.pdf\n- `pages/annual-reports-index__15.html` - pages - https://dcdd.nt.gov.au/media/documents/annual-reports/2019-20-dcis-annual-report-full.pdf\n- `pages/annual-reports-index__16.html` - pages - https://dcdd.nt.gov.au/media/documents/annual-reports/2018-19-dcis-annual-report-full.pdf\n- `pages/annual-reports-index__17.html` - pages - https://dcdd.nt.gov.au/media/documents/annual-reports/2017-18-annual-report-full.pdf\n- `pages/annual-reports-index__18.html` - pages - https://dcdd.nt.gov.au/media/documents/annual-reports/2016-17-dcis-annual-report-full.pdf\n- `pages/annual-reports-index__19.html` - pages - https://dcdd.nt.gov.au/media/documents/annual-reports/2015-16-annual-report-dcis.pdf\n- `pages/annual-reports-index__20.html` - pages - https://dcdd.nt.gov.au/media/documents/annual-reports/2014-15-annual-report-dcis.pdf\n- `pages/annual-reports-index__21.html` - pages - https://dcdd.nt.gov.au/media/documents/annual-reports/2013-14-annual-report-dcis.pdf\n- `pages/annual-reports-index__22.html` - pages - https://dcdd.nt.gov.au/media/documents/annual-reports/2012-13-annual-report-dcis.pdf\n- `pages/annual-reports-index__23.html` - pages - https://dcdd.nt.gov.au/media/documents/annual-reports/2011-12-annual-report-dbe.pdf\n- `pages/annual-reports-index__24.html` - pages - https://dcdd.nt.gov.au/media/documents/annual-reports/2010-11-annual-report-dbe.pdf\n- `pages/annual-reports-index__25.html` - pages - https://dcdd.nt.gov.au/media/documents/annual-reports/2009-10-annual-report-dbe.pdf\n- `pages/annual-reports-index__26.html` - pages - https://dcdd.nt.gov.au/media/documents/annual-reports/2008-09-annual-report-dbe.pdf\n- `pages/annual-reports-index__27.html` - pages - https://dcdd.nt.gov.au/media/documents/annual-reports/2007-08-annual-report-dcis.pdf\n- `pages/annual-reports-index__28.html` - pages - https://dcdd.nt.gov.au/media/documents/annual-reports/2006-07-annual-report-dcis.pdf\n- `pages/annual-reports-index__29.html` - pages - https://dcdd.nt.gov.au/media/documents/annual-reports/2005-06-annual-report-dcis.pdf\n- `pages/contact.html` - pages - https://dcdd.nt.gov.au/contacts\n- `pages/homepage.html` - pages - https://dcdd.nt.gov.au/\n- `pages/news-latest.html` - pages - https://dcdd.nt.gov.au/news\n- `pages/structure.html` - pages - https://dcdd.nt.gov.au/shared-services-government\n\n## Gaps To Fix\n\n- No corporate plan text source found.\n- No global comparison/case-study sources found.", "legislation_md": "# Department of Corporate and Digital Development - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:46:27.223489+00:00\n**Entity ID**: S-NT-010\n**Jurisdiction**: Northern Territory\n**Portfolio**: Digital\n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 43\n- Unique legislation references found: 22\n\n| Type | Count |\n|---|---:|\n| Act | 22 |\n\n## Legislation References\n\n### Financial Management Act 1995\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 95\n**Register search**: https://legislation.nt.gov.au/Search?searchText=Financial+Management+Act+1995\n\n**Sources**:\n- `pages/annual-reports-index.html`\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- des a record and insight into activities we have undertaken towards achieving our business outcomes as identified in the 2022-23 Budget.\nThis annual report is prepared in accordance with section 28 of the\nPublic Sector Employment and Management Act 1993\n, the\nFinancial Management Act 1995\nand the\nInformation Act 2002\n.\nCurrent annual report\nRead the full\n2024-25 Department of Corporate and Digital Development annual report\nPDF (6.2 MB)\n.\nView by section:\nIntroduction\nPDF (820.1 KB)\nThe department\nPDF (442.4 KB)\nOur customers\nPDF (246.9 KB)\nPer\n Source: `pages/annual-reports-index.html`\n- d Management Act 1993, I am pleased to\nsubmit the Department of Corporate and Digital Development (DCDD) 2020-21 annual report setting out\nthe activities and achievements of the department.\nPursuant to the Public Sector Employment and Management Act 1993, the Financial Management Act 1995\nand the Information Act 2002, I advise that to the best of my knowledge and belief:\na) proper records of all transactions affecting DCDD are kept and employees under my control\nobserve the provisions of the Financial Management Act 1995, the Financial Managem\n Source: `annual-reports/2020-21.pages.jsonl`\n- nagement Act 1993, the Financial Management Act 1995\nand the Information Act 2002, I advise that to the best of my knowledge and belief:\na) proper records of all transactions affecting DCDD are kept and employees under my control\nobserve the provisions of the Financial Management Act 1995, the Financial Management\nRegulations and Treasurer’s Directions\nb) procedures within DCDD afford proper internal control, a current description of such procedures\nare recorded in the accounting and property manual, which has been prepared in accordance with\n Source: `annual-reports/2020-21.pages.jsonl`\n- nt\nRegulations and Treasurer’s Directions\nb) procedures within DCDD afford proper internal control, a current description of such procedures\nare recorded in the accounting and property manual, which has been prepared in accordance with\nthe requirements of the Financial Management Act 1995\nc) no indication of fraud, malpractice, major breach of legislation or delegation, major error in, or\nomission from, the accounts and records exists\nd) in accordance with section 15 of the Financial Management Act 1995, the internal audit capacity\navailable t\n Source: `annual-reports/2020-21.pages.jsonl`\n- accordance with\nthe requirements of the Financial Management Act 1995\nc) no indication of fraud, malpractice, major breach of legislation or delegation, major error in, or\nomission from, the accounts and records exists\nd) in accordance with section 15 of the Financial Management Act 1995, the internal audit capacity\navailable to DCDD is adequate, and the results of internal audits have been reported to me\ne) the financial statements included in the annual report have been prepared from proper accounts\nand records and are in accordance with th\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### Public Sector Employment and Management Act 1993\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 11\n**Register search**: https://legislation.nt.gov.au/Search?searchText=Public+Sector+Employment+and+Management+Act+1993\n\n**Sources**:\n- `pages/annual-reports-index.html`\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- t meets our legislative reporting obligations and provides a record and insight into activities we have undertaken towards achieving our business outcomes as identified in the 2022-23 Budget.\nThis annual report is prepared in accordance with section 28 of the\nPublic Sector Employment and Management Act 1993\n, the\nFinancial Management Act 1995\nand the\nInformation Act 2002\n.\nCurrent annual report\nRead the full\n2024-25 Department of Corporate and Digital Development annual report\nPDF (6.2 MB)\n.\nView by section:\nIntroduction\nPDF (820.1 KB)\nThe department\nPDF (442.4\n Source: `pages/annual-reports-index.html`\n- 3\nEmail: dcdd.comms@nt.gov.au\nWebsite: dcdd.nt.gov.au\n\n[page 3]\n3\nLetter of Representation to the Minister\nThe Hon Paul Kirby MLA\nMinister for Corporate and Digital Development\nParliament House\nDarwin NT 0800\nDear Minister\nIn accordance with section 28 of the Public Sector Employment and Management Act 1993, I am pleased to\nsubmit the Department of Corporate and Digital Development (DCDD) 2020-21 annual report setting out\nthe activities and achievements of the department.\nPursuant to the Public Sector Employment and Management Act 1993, the Financial Management\n Source: `annual-reports/2020-21.pages.jsonl`\n- [page 4]\nINTRODUCTION\n4\nPurpose of the Report\nThe 2020-21 Annual Report of the Department of Corporate and Digital\nDevelopment has been prepared by the Chief Executive Officer (CEO) in\norder to comply with annual reporting requirements under section 28\nof the Public Sector Employment and Management Act 1993 (PSEMA),\nsections 11 and 13 of the Financial Management Act 1995 and the\nInformation Act 2002.\nIts primary purpose is to report to the Minister on DCDD’s performance in 2020-21 against approved budget\noutputs and performance measures. Other audiences include\n Source: `annual-reports/2020-21.pages.jsonl`\n- e Minister in the Northern Territory Legislative Assembly, primarily as an accounting and\nreporting mechanism for the department’s income and financial expenditure for the year ending 30 June 2022.\nThe report complies with annual reporting requirements in the Public Sector Employment and Management Act 1993, the\nFinancial Management Act 1995 and the Information Act 2002.\nThis annual report is published online at dcdd.nt.gov.au. Alternative document formats are available upon request from\nthe department.\nRelated reporting\nThe Department of Corporate and Digital D\n Source: `annual-reports/2021-22.pages.jsonl`\n- e: +61 8 8999 1413\nEmail: dcdd.comms@nt.gov.au\nWeb: www.nt.gov.au/dcdd\n\n[page 3]\nLetter to the Minister\nThe Hon Ngaree Ah Kit MLA\nMinister for Corporate and Digital Development\nParliament House\nDarwin NT 0800\nDear Minister\nIn accordance with section 28 of the Public Sector Employment and Management Act 1993, I am pleased to submit the\nDepartment of Corporate and Digital Development (DCDD) 2022-23 Annual Report setting out the activities and\nachievements of the department.\nPursuant to the Public Sector Employment and Management Act 1993, the Financial Management\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### Treasurer’s Directions. The Financial Management Act 1995\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 7\n**Register search**: https://legislation.nt.gov.au/Search?searchText=Treasurer%E2%80%99s+Directions.+The+Financial+Management+Act+1995\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- have been\nprepared in accordance with the historical cost convention.\nThe financial statements have been prepared in accordance with\nthe requirements of the Financial Management Act 1995 and The form of DCDD financial statements is consistent with the\nrelated Treasurer’s Directions. The Financial Management Act 1995 requirements of Australian Accounting Standards. The effects\nrequires DCDD to prepare financial statements for each year of all relevant new and revised Standards and Interpretations\nended 30 June based on the form determined by the Treasurer. issued by the A\n Source: `annual-reports/2020-21.pages.jsonl`\n- tements: Department of Corporate and Digital Development\n2 Statement of significant accounting policies\na) Statement of Compliance\nThe financial statements have been prepared in accordance with the requirements of the Financial Management Act 1995\nand related Treasurer’s Directions. The Financial Management Act 1995 requires DCDD to prepare financial statements\nfor each year ended 30 June based on the form determined by the Treasurer. The form of DCDD financial statements\nshould include:\n1) Certification of the Financial Statements\n2) Comprehensive Operating Statement\n3)\n Source: `annual-reports/2022-23.pages.jsonl`\n- from vehicle lease income derived from client agencies.\n2 Statement of significant accounting policies\na) Statement of compliance\nThe Financial Statements have been prepared in accordance with the requirements of the Financial Management Act\n1995 and related Treasurer’s Directions. The Financial Management Act 1995 requires NT Fleet to prepare Financial\nStatements for each year ended 30 June based on the form determined by the Treasurer. The form of NT Fleet’s\nFinancial Statements should include:\n1) Certification of the Financial Statements\n2) Comprehensive Operating St\n Source: `annual-reports/2022-23.pages.jsonl`\n- resources which DCS controls to undertake its functions.\n2 Statement of significant accounting policies\na) Statement of compliance\nThe Financial Statements have been prepared in accordance with the requirements of the Financial Management\nAct 1995 and related Treasurer’s Directions. The Financial Management Act 1995 requires Data Centre Services to\nprepare Financial Statements for each year ended 30 June based on the form determined by the Treasurer. The form\nof DCS’ Financial Statements should include:\n1) Certification of the Financial Statements\n2) Comprehensive Operat\n Source: `annual-reports/2022-23.pages.jsonl`\n- t Annual Report 2023-24\n\n[page 72]\nFinancial\nStatements\n70\n2. Statement of material accounting policies\na) Statement of Compliance\nThe Financial Statements have been prepared in accordance with the requirements of the\nFinancial Management Act 1995 and related Treasurer’s Directions. The Financial Management Act\n1995 requires DCDD to prepare Financial Statements for each year ended 30 June based on the form\ndetermined by the Treasurer. The form of DCDD Financial Statements should include:\n1. Certification of the Financial Statements\n2. Comprehensive Operating Statement\n3.\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Pursuant to the Public Sector Employment and Management Act 1993\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://legislation.nt.gov.au/Search?searchText=Pursuant+to+the+Public+Sector+Employment+and+Management+Act+1993\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ister\nIn accordance with section 28 of the Public Sector Employment and Management Act 1993, I am pleased to\nsubmit the Department of Corporate and Digital Development (DCDD) 2020-21 annual report setting out\nthe activities and achievements of the department.\nPursuant to the Public Sector Employment and Management Act 1993, the Financial Management Act 1995\nand the Information Act 2002, I advise that to the best of my knowledge and belief:\na) proper records of all transactions affecting DCDD are kept and employees under my control\nobserve the provisions of the Financial Managem\n Source: `annual-reports/2020-21.pages.jsonl`\n- ister\nIn accordance with section 28 of the Public Sector Employment and Management Act 1993, I am pleased to submit the\nDepartment of Corporate and Digital Development (DCDD) 2022-23 Annual Report setting out the activities and\nachievements of the department.\nPursuant to the Public Sector Employment and Management Act 1993, the Financial Management Act 1995 and the\nInformation Act 2002, I advise that to the best of my knowledge and belief:\na. proper records of all transactions affecting DCDD are kept and employees under my control observe the\nprovisions of the Financial Managem\n Source: `annual-reports/2022-23.pages.jsonl`\n- ister\nIn accordance with section 28 of the Public Sector Employment and Management Act 1993, I am pleased to\nsubmit the Department of Corporate and Digital Development (DCDD) 2023-24 Annual Report setting out\nthe activities and achievements of the department.\nPursuant to the Public Sector Employment and Management Act 1993, the Financial Management Act 1995\nand the Information Act 2002, I advise that to the best of my knowledge and belief:\na. proper records of all transactions affecting DCDD are kept and employees under my control observe\nthe provisions of the Financial Managem\n Source: `annual-reports/2023-24.pages.jsonl`\n- ister\nIn accordance with section 28 of the Public Sector Employment and Management Act 1993, I am pleased to\nsubmit the Department of Corporate and Digital Development (DCDD) 2024–25 Annual Report setting out\nthe activities and achievements of the department.\nPursuant to the Public Sector Employment and Management Act 1993, the Financial Management Act 1995 and\nthe Information Act 2002, I advise that to the best of my knowledge and belief:\na. p roper records of all transactions affecting DCDD are kept and employees under my control observe\nthe provisions of the Financial Manage\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Under the Public Sector Employment and Management Act 1993\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://legislation.nt.gov.au/Search?searchText=Under+the+Public+Sector+Employment+and+Management+Act+1993\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ion\nThere were five workers compensation cases open at the submitted in the period and four were closed. This left five\nbeginning of the reporting period, four new claims were cases open at 30 June 2021.\nLegislative compliance\nEmployment instruction reporting\nUnder the Public Sector Employment and Management Act 1993 (PSEMA), Employment Instructions provide direction to\nagencies on human resource matters.\nDCDD complied with its obligations under each Employment Instruction throughout 2021-22.\nDepartment of Corporate and Digital Development Annual Report 2021-22\n\n[page 50]\n Source: `annual-reports/2021-22.pages.jsonl`\n- which 4 were accepted and 3 were disputed. Five cases were closed during the reporting period.\nDepartment of Corporate and Digital Development Annual Report 2022-23 | 52\n\n[page 53]\nSection 4: Our people\nLegislative compliance\nEmployment instruction reporting\nUnder the Public Sector Employment and Management Act 1993 (PSEMA), Employment Instructions provide direction\nto agencies on human resource matters. DCDD complied with its obligations under each Employment Instruction\nthroughout 2022-23.\nPublic sector principles\nPart 1A, sections 5A to 5F of PSEMA lists the general p\n Source: `annual-reports/2022-23.pages.jsonl`\n- nine new claims were submitted, of which five were accepted, one deferred and\nthree were disputed / denied.\nDepartment of Corporate and Digital Development Annual Report 2023-24\n\n[page 24]\nOur\npeople\n22\nLegislative compliance\nEmployment Instruction reporting\nUnder the Public Sector Employment and Management Act 1993 (PSEMA), Employment\nInstructions provide direction to agencies on human resource matters. DCDD complied with\nits obligations under each Employment Instruction throughout 2023-24.\nPublic sector principles\nPart 1A, sections 5A to 5F of PSEMA lists the general p\n Source: `annual-reports/2023-24.pages.jsonl`\n- services.\nThe program strengthens our commitment\nto creating a safe, inclusive and supportive\nworkplace.\n48 Department of Corporate and Digital Development Annual Report 2024–25\n\n[page 49]\nOur workforce\nEmployment Instructions\nEmployment Instruction reporting\nUnder the Public Sector Employment and Management Act 1993 (PSEMA), Employment Instructions provide\ndirection to agencies on human resource matters. DCDD complied with its obligations under each Employment\nInstruction throughout 2024–25.\nPublic sector principles in Part 1A, sections 5A to 5F of PSEMA are the general\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Australian Accounting Standards Board. The Financial Management Act 1995\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://legislation.nt.gov.au/Search?searchText=Australian+Accounting+Standards+Board.+The+Financial+Management+Act+1995\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- financial statements are general purpose financial statements and have been prepared in accordance with\nthe requirements of the Financial Management Act 1995, related Treasurer’s Directions and Australian Accounting\nStandards and Interpretations issued by the Australian Accounting Standards Board. The Financial Management\nAct 1995 requires the DCDD to prepare financial statements for the year ended 30 June based on the form\ndetermined by the Treasurer. The form of agency financial statements should include:\n• a certification of the financial statements\n• a comprehensive operating state\n Source: `annual-reports/2024-25.pages.jsonl`\n- financial statements are general purpose financial statements and have been prepared in accordance with\nthe requirements of the Financial Management Act 1995, related Treasurer’s Directions and Australian Accounting\nStandards and Interpretations issued by the Australian Accounting Standards Board. The Financial Management\nAct 1995 requires NT Fleet to prepare financial statements for the year ended 30 June based on the form\ndetermined by the Treasurer. The form of agency financial statements should include:\n• a certification of the financial statements\n• a comprehensive operating state\n Source: `annual-reports/2024-25.pages.jsonl`\n- financial statements are general purpose financial statements and have been prepared in accordance with\nthe requirements of the Financial Management Act 1995, related Treasurer’s Directions and Australian Accounting\nStandards and Interpretations issued by the Australian Accounting Standards Board. The Financial Management\nAct 1995 requires Data Centre Services to prepare financial statements for the year ended 30 June based on the\nform determined by the Treasurer. The form of agency financial statements should include:\n• a certification of the financial statements\n• a comprehensive ope\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Fair Work Act 2009\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://legislation.nt.gov.au/Search?searchText=Fair+Work+Act+2009\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n\n**Evidence contexts**:\n- omplaints made to the Anti-Discrimination Commission in this reporting period.\nFair Work Commission\nThe Fair Work Commission is Australia’s national workplace relations tribunal. It is an independent body with power to carry\nout a range of functions under the Fair Work Act 2009, to ensure a safe environment is maintained.\nThere were no disputes of actions for DCDD staff made to Fair Work Commission in this reporting period.\nNT WorkSafe\nDCDD is committed to provide a safe, healthy and secure learning and working environment for all e\n Source: `annual-reports/2020-21.pages.jsonl`\n- ligations\nunderwork health and safety.\nThe Fair Work Commission is Australia's national workplace There were no complaints made to NT WorkSafe in\nrelations tribunal. It is an independent body with power this period.\nto carry out a range of functions under the Fair Work Act\n2009, to ensure a safe environment is maintained.\nThere were two disputes of actions for DCDD staff made\nto Fair Work Commission in this reporting period.\nDDeeppaarrttmmeenntt ooff CCoorrppoorraattee aanndd DDiiggiittaall DDeevveellooppmmeenntt AAnnnnuuaall RReepp\n Source: `annual-reports/2021-22.pages.jsonl`\n- omplaints made to the Anti-Discrimination Commission in this reporting period.\nFair Work Commission\nThe Fair Work Commission is Australia’s national workplace relations tribunal. It is an independent body with power\nto carry out a range of functions under the Fair Work Act 2009, to ensure a safe environment is maintained.\nThere were 2 disputes of actions for DCDD staff made to Fair Work Commission in this reporting period.\nNT WorkSafe\nDCDD is committed to provide a safe, healthy and secure learning and working environment for all em\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### Independent Commissioner Against Corruption Act 2017\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://legislation.nt.gov.au/Search?searchText=Independent+Commissioner+Against+Corruption+Act+2017\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n\n**Evidence contexts**:\n- fine the department’s eliminated in accordance with DCDD’s Improper Conduct\nattitude towards risk and outline the level of risk the Investigations and Reporting Policy, and as defined under the\ndepartment is willing to accept in order to achieve its strategic Independent Commissioner Against Corruption Act 2017.\ngoals. The statement:\nWhistleblowers\n• allows for a better understanding of our strategic goals,\nEmployees with a concern of improper conduct, including\nculture, context and sensitivity to risk\npotential fraud, corruption and dishonesty are encouraged to\n• c\n Source: `annual-reports/2020-21.pages.jsonl`\n- oyees are encouraged to recognise and report relevant governance committees.\nsuspicions of improper conduct to ensure it is quickly\nexposed and eliminated in accordance with DCDD’s\nImproper Conduct Investigations and Reporting Policy, and\nas defined under the Independent Commissioner Against\nCorruption Act 2017.\nDepartment of Corporate and Digital Development Annual Report 2021-22\n\n[page 54]\nCorporate\ngovernance\n54\nInternal audits and reviews\nIn accordance with the Financial Management Act 1995 the department has an internal audit function to assist the\nAccountable\n Source: `annual-reports/2021-22.pages.jsonl`\n- nvestigations and reporting\nEmployees are encouraged to recognise and report suspicions of improper conduct to ensure it is quickly exposed\nand eliminated in accordance with DCDD’s Improper Conduct Investigations and Reporting Policy, and as defined\nunder the Independent Commissioner Against Corruption Act 2017.\nWhistleblowers\nEmployees with a concern of improper conduct, including potential fraud, corruption and dishonesty are encouraged\nto communicate their allegations or suspicions without fear of reprisal. The department has a Whistleblower Policy\nto clearly out\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### Northern Territory Anti-Discrimination Act 1992\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://legislation.nt.gov.au/Search?searchText=Northern+Territory+Anti-Discrimination+Act+1992\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n\n**Evidence contexts**:\n- o complaints from the Buy Local Industry Advocate for DCDD procurements in 2020-21.\nAnti-Discrimination\nIf employees experience discrimination in the workplace they can lodge a complaint to the NT Anti-Discrimination Commission,\nwho will assess the complaint. The Northern Territory Anti-Discrimination Act 1992 outlines discrimination and conduct, and the\nprocess for resolution of complaints of alleged acts of discrimination.\nThere were no complaints made to the Anti-Discrimination Commission in this reporting period.\nFair Work Commission\nThe Fair Work Commission is\n Source: `annual-reports/2020-21.pages.jsonl`\n- n in the\nin relation to the department. These enquiries were workplace they can lodge a complaint to the NT\naddressed by the Ombudsman’s Office and finalised Anti-Discrimination Commission, who will assess the\nwithout requiring formal notification. complaint. The Northern Territory Anti-Discrimination\nAct 1992 outlines discrimination and conduct, and the\nBuy local industry advocate process for resolution of complaints of alleged acts\nof discrimination.\nThe Buy Local Industry Advocate is an independent\nThere were no complaints made to the Anti-Discrimination\nlink be\n Source: `annual-reports/2021-22.pages.jsonl`\n- industry briefings and meets throughout the year to discuss procurement activities.\nAnti-discrimination\nIf employees experience discrimination in the workplace they can lodge a complaint to the NT Anti-Discrimination\nCommission, who will assess the complaint. The Northern Territory Anti-Discrimination Act 1992 outlines\ndiscrimination and conduct, and the process for resolution of complaints of alleged acts of discrimination.\nThere were no complaints made to the Anti-Discrimination Commission in this reporting period.\nFair Work Commission\nThe Fair Work Commission is\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### FMA) and the Information Act 2002\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://legislation.nt.gov.au/Search?searchText=FMA%29+and+the+Information+Act+2002\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ancial statements for the department and its two government\nbusiness divisions for the year ending 30 June 2024.\nThe report complies with annual reporting requirements in the Public Sector Employment and\nManagement Act 1993, the Financial Management Act 1995 (FMA) and the Information Act 2002.\nRelated reporting\nThe DCDD includes two government business divisions (GBDs), NT Fleet and Data Centre Services,\nestablished under the FMA and determined by the Treasurer.\nUnder the FMA, financial statements must be prepared separately, based on commercial a\n Source: `annual-reports/2023-24.pages.jsonl`\n- ss our agency.\nPurpose of the report\nDCDD’s 2024–25 Annual Report has been prepared in accordance with the annual reporting requirements outlined\nin Section 28 of the Public Sector Employment and Management Act 1993 (PSEMA), the Financial Management Act\n1995 (FMA) and the Information Act 2002. It describes the objectives, performance and operations over the past\n12 months and highlights our achievements.\nThe report is tabled by the Minister for Corporate and Digital Development in the Northern Territory Legislative\nAssembly as DCDD's major account\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Appendix I. FREEDOM OF INFORMATION The Information Act 2002\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://legislation.nt.gov.au/Search?searchText=Appendix+I.+FREEDOM+OF+INFORMATION+The+Information+Act+2002\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n\n**Evidence contexts**:\n- e Financial Management Act 1995 the department has an internal audit function to assist the Accountable\nOfficer. A strategic audit plan is managed by the internal audit function and monitored by the Audit Committee. The 2020-21\ninternal audits can be found at Appendix I.\nFREEDOM OF INFORMATION\nThe Information Act 2002 allows for access to government and personal information. In 2020-21 DCDD received 182 FOI\napplications and other payment receipts on behalf of other agencies.\n11 new FOI requests were lodged in 2020-21 and one was carried forward from 2019-20 in relation to\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### DCDD Staff Public Sector Employment Management Act 1993\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://legislation.nt.gov.au/Search?searchText=DCDD+Staff+Public+Sector+Employment+Management+Act+1993\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n\n**Evidence contexts**:\n- Plan\nDirect Policies\nBoard Divisional Business Governance Enterprise\nPlans Commi(cid:6)ees Services Framework\nOpera(cid:19)onal Governance Commi(cid:6)ee\nGovernance Commi€ee Service Statements\nPlans Plans\nLeadership Group\nPerformance Indicators\nStaff myPlans\nDCDD Staff Public Sector Employment\nManagement Act 1993\nDepartment of Corporate and Digital Development Annual Report 2022-23 | 55\n\n[page 56]\nSection 5: Department governance\nControls and compliance\nEnsuring adequate internal controls are in place and monitoring compliance with those controls.\nRisk management\nThe\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### Data Breach Policy and Data Breach Response Plan. Freedom of Information The Information Act 2002\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://legislation.nt.gov.au/Search?searchText=Data+Breach+Policy+and+Data+Breach+Response+Plan.+Freedom+of+Information+The+Information+Act+2002\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n\n**Evidence contexts**:\n- heir work.\nData breaches\nThese are required to be approved by the Executive\nManagement Board, Chief Executive or Governance\nRequirements and management of data breach incidents Committee.\nto protect confidential information held within DCDD\nare set out in the Data Breach Policy and Data Breach\nResponse Plan.\nFreedom of Information\nThe Information Act 2002 allows for access to government and personal information. In 2021-22 DCDD received five\nFreedom of Information (FOI) applications.\nOf the five applications handled during the 2021-22 financial year, there were four applications for personal information\nand on\n Source: `annual-reports/2021-22.pages.jsonl`\n\n### EMPLOYMENT INSTRUCTIONS Under the Public Sector Employment and Management Act 1993\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://legislation.nt.gov.au/Search?searchText=EMPLOYMENT+INSTRUCTIONS+Under+the+Public+Sector+Employment+and+Management+Act+1993\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n\n**Evidence contexts**:\n- y ways to mitigate future incidents. Responders (Fire Wardens and First Aid Officers)\nAggregated WHS incident data and management actions are\n• interactive virtual panel discussion on employee work life\nreported to EMB each quarter.\nbalance options available.\nEMPLOYMENT INSTRUCTIONS\nUnder the Public Sector Employment and Management Act 1993, Employment Instructions provide direction to departments on\nhuman resource management matters. The department’s performance against each Employment Instruction is detailed below.\nNumber 1 – Filling Vacancies\n273 Requests to Fill (RTF) were completed\n108 vaca\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### Employment and Management Act 1993\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://legislation.nt.gov.au/Search?searchText=Employment+and+Management+Act+1993\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- Executive or Governance\narise to maintain the department’s integrity.\nCommittee.\nAccounting and Property Manual\nGifts and benefits\nThe Accounting and Property Manual sets\nThe Code of Conduct under the Public Sector out finance procedures and internal controls\nEmployment and Management Act 1993 and to be applied across the department to\nDCDD’s Gifts and Benefits Policy outline ensure DCDD’s processes are in accordance\nclear direction for the conduct of employees with the Financial Management Act 1995 and\nin relation to gifts and benefits. Treasurer’\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### FOI) The Information Act 2002\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://legislation.nt.gov.au/Search?searchText=FOI%29+The+Information+Act+2002\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- t 1995. Findings raised through this process are\nmonitored and reported through the Risk Management and Audit Committee. A summary of\nexternal and performance management system audits undertaken during 2023-24 is set out in\nAppendix E.\nFreedom of information (FOI)\nThe Information Act 2002 allows for access to government and personal information.\nThe table below provides a breakdown of DCDD’s FOI applications processed in accordance with\nthe Information Act 2022 during 2023-24.\nFOI application summary Total\nApplications carried forward from pre\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Financial A) ACCRUED CONTRACT REVENUE Management Act 1995\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://legislation.nt.gov.au/Search?searchText=Financial+A%29+ACCRUED+CONTRACT+REVENUE+Management+Act+1995\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n\n**Evidence contexts**:\n- ts lifetime expected credit losses and\nrepresents the amount of receivables DCS estimates are likely The expected loss rates are based on historical observed\nto be uncollectible and are considered doubtful. loss rates.\nIn accordance with the provisions of the Financial\nA) ACCRUED CONTRACT REVENUE\nManagement Act 1995, receivables are written-off when there\nAccrued contract revenue arises from contracts with customers is no reasonable expectation of recovery. Indicators that there\nwhere DCS’ right to consideration in exchange for goods is no reasonable expectation of recov\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### Northern Territory Government Business Division Act 1995\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://legislation.nt.gov.au/Search?searchText=Northern+Territory+Government+Business+Division+Act+1995\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n\n**Evidence contexts**:\n- TY\nThe Financial Statements have been prepared in accordance The Financial Statements cover DCS as an individual\nwith the requirements of the Financial Management Act 1995 reporting entity.\nand related Treasurer’s Directions. The Financial Management\nDCS is a Northern Territory Government Business Division\nAct 1995 requires Data Centre Services to prepare Financial\n(GBD) established under the Interpretation Act 1978 and\nStatements for each year ended 30 June based on the form\nspecified in the Administrative Arrangements Order.\ndetermined by the Treasurer. The form of DC\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### PSEMA), the Financial Management Act 1995\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://legislation.nt.gov.au/Search?searchText=PSEMA%29%2C+the+Financial+Management+Act+1995\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- er inclusion, recognition, and\nrespect across our agency.\nPurpose of the report\nDCDD’s 2024–25 Annual Report has been prepared in accordance with the annual reporting requirements outlined\nin Section 28 of the Public Sector Employment and Management Act 1993 (PSEMA), the Financial Management Act\n1995 (FMA) and the Information Act 2002. It describes the objectives, performance and operations over the past\n12 months and highlights our achievements.\nThe report is tabled by the Minister for Corporate and Digital Development in the Northern Territory Legislati\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Penalties (Recovery) Act 2001\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://legislation.nt.gov.au/Search?searchText=Penalties+%28Recovery%29+Act+2001\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- model, detailed in Appendix A.\nAdministered legislation\nDCDD is responsible for administering the following legislation:\n• Information Act 2002 Part 9 (except provisions about archives management) as it relates to NTG records\nmanagement\n• Fines and Penalties (Recovery) Act 2001 which relates to recovery of fines and penalties and associated\nenforcement activities.\nCommunity support\nWhile DCDD’s primary focus is on supporting government operations, we also contributed to the community:\n• accommodation assistance was provided to 36 no\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Plans Leadership Group Performance Indicators DCDD Staff Public Sector Employment Management Act 1993\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://legislation.nt.gov.au/Search?searchText=Plans+Leadership+Group+Performance+Indicators+DCDD+Staff+Public+Sector+Employment+Management+Act+1993\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n\n**Evidence contexts**:\n- 31)on and Policies\nStrategic Plan\nBudget Paper No. 3\nOutputs and Outcomes\nDCDD Annual Business Plan\nBoard\nEnterprise\nServices Framework\nGovernance\nDivisional Business Plans\nCommi(cid:30)ee\nGovernance Commi(cid:30)ees\nPlans\nService Statements\nOpera(cid:31)onal Plans\nLeadership Group\nPerformance Indicators\nDCDD Staff\nPublic Sector Employment\nManagement Act 1993\n\n[page 54]\n54\nDepartment of CORPORATE AND DIGITAL DEVELOPMENT | Annual Report 2020-21\nCORPORATE\nGOVERNANCE\nStrategic Plan\nDCDD’s Strategic Plan 2019-2021 has been designed to The Strategic Plan guides decision making and is a tool for the\nbe adaptable to chan\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### Work Health and Safety Act 2011\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://legislation.nt.gov.au/Search?searchText=Work+Health+and+Safety+Act+2011\n\n**Sources**:\n- `pages/structure.html`\n\n**Evidence contexts**:\n- services that support agencies to meet the accommodation requirements of government agencies.\nAccess the asbestos register\nDCDD leased government properties have been checked for asbestos and material containing asbestos.\nThe checks were carried out under the\nWork Health and Safety Act 2011\n.\nBuilding owners have provided an asbestos register and management plan for properties that may be affected.\nTo find out more read the\nasbestos register\n.\nWorkforce services\nDCDD provides workforce decision support and development services, human capital ini\n Source: `pages/structure.html`\n\n## Files Scanned\n\n- `pages/about.html` (page)\n- `pages/annual-reports-index.html` (page)\n- `pages/annual-reports-index__00.html` (page)\n- `pages/annual-reports-index__01.html` (page)\n- `pages/annual-reports-index__02.html` (page)\n- `pages/annual-reports-index__03.html` (page)\n- `pages/annual-reports-index__04.html` (page)\n- `pages/annual-reports-index__05.html` (page)\n- `pages/annual-reports-index__06.html` (page)\n- `pages/annual-reports-index__07.html` (page)\n- `pages/annual-reports-index__08.html` (page)\n- `pages/annual-reports-index__09.html` (page)\n- `pages/annual-reports-index__10.html` (page)\n- `pages/annual-reports-index__11.html` (page)\n- `pages/annual-reports-index__12.html` (page)\n- `pages/annual-reports-index__13.html` (page)\n- `pages/annual-reports-index__14.html` (page)\n- 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(pdf_pages)\n- `annual-reports/2023-24.pages.jsonl` (pdf_pages)\n- `annual-reports/2024-25.pages.jsonl` (pdf_pages)\n- `strategies/corporate-services-roadmap.pages.jsonl` (pdf_pages)\n- `strategies/dcdd-strategic-plan-2024-2028.pages.jsonl` (pdf_pages)", "global_initiatives_md": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": "A trusted and valued partner in government.", "vision_source_page": 12, "purposes": "To deliver specialised services, advice and solutions that empower our customers to succeed.", "purposes_source_page": 12, "how_we_deliver": "We embrace bold ideas and problem solving to deliver meaningful solutions.", "how_we_deliver_source_page": 12, "government_priorities": [ { "text": "ENABLING GOVERNMENT PRIORITIES", "source_page": 12 }, { "text": "ENGAGING OUR CUSTOMERS", "source_page": 12 }, { "text": "EVOLVING OUR BUSINESS", "source_page": 12 } ], "outcomes": [ { "name": "Outcome 1: Enabling government priorities", "description": "Services and solutions that enable the delivery of government priorities.", "key_activities": [ "Partner with agencies in meeting their responsibilities", "Use our expertise to grow public sector capability in partnership with agencies", "Support government priorities by leading, governing and facilitating effective information sharing to benefit all Territorians" ], "source_page": 12 }, { "name": "Outcome 2: Engaging our customers", "description": "Expert advice, tools and partnerships through the OneNTG model that empower an agile, high-performing workforce.", "key_activities": [ "Support corporate and digital transformational capability in agencies", "Simplify systems and processes making it easier for the public to interact and conduct business with government" ], "source_page": 12 }, { "name": "Outcome 3: Evolving our business", "description": "A skilled and valued workforce, with a culture of working together and collaborating across teams.", "key_activities": [ "Foster a healthy, inclusive and diverse workplace", "Maintain and grow expertise to empower an agile, high-performing workforce" ], "source_page": 12 } ], "values": [ "Commitment to service", "Innovation", "Ethical practice", "Accountability", "Impartiality", "Diversity", "Respect" ], "values_framework_name": "APS Values", "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "ICT Service Centre queries resolved on first contact", "target": "70%", "source_page": 26 }, { "code": "CCE02", "measure": "Average annual unscheduled outages per core system", "target": "0", "source_page": 26 }, { "code": "CCE03", "measure": "Availability of core across government systems", "target": "99%", "source_page": 26 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "ICT Service Centre queries resolved on first contact", "result": "76%", "status": "Achieved", "source_page": 26 }, { "code": "CCE02", "measure": "Average annual unscheduled outages per core system", "result": "2", "status": "Achieved", "source_page": 26 }, { "code": "CCE03", "measure": "Availability of core across government systems", "result": "99.99%", "status": "Achieved", "source_page": 26 } ], "_source_urls": { "annual_report_url": "https://dcdd.nt.gov.au/__data/assets/pdf_file/0011/1568063/dcdd-annual-report-2024-25-v13.pdf", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "S-NT-010", "entity_name": "Department of Corporate and Digital Development", "folder_name": "Department-of-Corporate-and-Digital-Development", "category": "Citizen Services", "scale": "small", "title": "Plain-language service pages and proactive status updates", "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.", "quote": "[Page 45]\nPerformance\nand\nachievements\n43\nFuture priorities 2024-25\nAdvise and support DTBAR to develop a Improve connectivity across remote Territory\nDigital Industry Growth Strategy communities using new technologies,\nincluding use of Low Earth Orbit satellite\nservices\nExplore ways to improve digital confidence of Continue to coordinate agencies'\nNTG staff across the Territory participation in national strategic data\nsharing projects\nRefresh and review the Digital Government Advocate for better telecommunications\nRoadmap to ensure appropriate planning for services in remote NT locations and\nmajor digital investment is maintained initiatives to improve digital inclusion\nCollaborate with the Commonwealth to\nstandardise how governments deliver digital\ncredentials such as digital driver licences\nDepartment of Corporate and Digital Development Annual Report 2023-24", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2023-24.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2023-2024/2023-24-dcdd-annual-report-full.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-NT-010", "entity_name": "Department of Corporate and Digital Development", "folder_name": "Department-of-Corporate-and-Digital-Development", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "[Page 45]\nPerformance\nand\nachievements\n43\nFuture priorities 2024-25\nAdvise and support DTBAR to develop a Improve connectivity across remote Territory\nDigital Industry Growth Strategy communities using new technologies,\nincluding use of Low Earth Orbit satellite\nservices\nExplore ways to improve digital confidence of Continue to coordinate agencies'\nNTG staff across the Territory participation in national strategic data\nsharing projects\nRefresh and review the Digital Government Advocate for better telecommunications\nRoadmap to ensure appropriate planning for services in remote NT locations and\nmajor digital investment is maintained initiatives to improve digital inclusion\nCollaborate with the Commonwealth to\nstandardise how governments deliver digital\ncredentials such as digital driver licences\nDepartment of Corporate and Digital Development Annual Report 2023-24", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2023-24.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2023-2024/2023-24-dcdd-annual-report-full.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-NT-010", "entity_name": "Department of Corporate and Digital Development", "folder_name": "Department-of-Corporate-and-Digital-Development", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "2021-22 2021-22 2022-23\nKey performance indicators\nEstimate Actual Budget\nData service requests resolved 14 100 13 745 14 000\nDatasets published on the open data portal 850 863 880\nKey achievements in 2021-22\nCompleted the OneNTG Data Platform architecture with the Developed the prototype 360 Degree View of the\ndesign concept proven through implementation of the Child digital solution to prove this capability as part\n360 Degree View of the Child project. of the CARE program on behalf of Territory Families,\nHousing and Communities.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2021-22.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2021-22-dcdd-annual-report-full.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-NT-010", "entity_name": "Department of Corporate and Digital Development", "folder_name": "Department-of-Corporate-and-Digital-Development", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "2021-22 2021-22 2022-23\nKey performance indicators\nEstimate Actual Budget\nData service requests resolved 14 100 13 745 14 000\nDatasets published on the open data portal 850 863 880\nKey achievements in 2021-22\nCompleted the OneNTG Data Platform architecture with the Developed the prototype 360 Degree View of the\ndesign concept proven through implementation of the Child digital solution to prove this capability as part\n360 Degree View of the Child project. of the CARE program on behalf of Territory Families,\nHousing and Communities.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2021-22.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2021-22-dcdd-annual-report-full.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-NT-010", "entity_name": "Department of Corporate and Digital Development", "folder_name": "Department-of-Corporate-and-Digital-Development", "category": "Procurement & Delivery", "scale": "small", "title": "Procurement lessons library for repeat purchases", "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.", "quote": "[pages 56,57,58]\n(EMB) and its supporting committees membership for 2020-21 are outlined in Appendix G.\nresponsible for focusing on key governance requirements\nDiagram 7 - DCDD corporate governance committee structure\nChief Execu(cid:21)ve\nAudit\nAudit Commi(cid:7)ee\nExecu(cid:21)ve\nManagement Board\nReforms ICT\nProcurement People Finance WH&S Risk\nGovernance Governance\nProcurement Workforce Finance Work Health Risk\nGovernance Management Governance & Safety Management\nCommi(cid:7)ee Commi(cid:7)ee Commi(cid:7)ee Management Commi(cid:7)ee\nCommi(cid:7)ee\nBuilding\nICT\nManagement\nProcurement Digital\nCommi(cid:7)ees Cyber\nProjects\nSecurity\nSteering\nCommi(cid:7)ee\nCommi(cid:7)ee\nDROC CROC\nDigital Corporate\nReforms Reforms\nProjects\nOversight Oversight\nSteering\nCommi(cid:7)ee Commi(cid:7)ee\nCommi(cid:7)ees\nProjects", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "annual-reports/2020-21.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2020-21-dcdd-annual-report.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-NT-010", "entity_name": "Department of Corporate and Digital Development", "folder_name": "Department-of-Corporate-and-Digital-Development", "category": "Procurement & Delivery", "scale": "large", "title": "Portfolio delivery office for major investments", "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.", "quote": "[pages 56,57,58]\n(EMB) and its supporting committees membership for 2020-21 are outlined in Appendix G.\nresponsible for focusing on key governance requirements\nDiagram 7 - DCDD corporate governance committee structure\nChief Execu(cid:21)ve\nAudit\nAudit Commi(cid:7)ee\nExecu(cid:21)ve\nManagement Board\nReforms ICT\nProcurement People Finance WH&S Risk\nGovernance Governance\nProcurement Workforce Finance Work Health Risk\nGovernance Management Governance & Safety Management\nCommi(cid:7)ee Commi(cid:7)ee Commi(cid:7)ee Management Commi(cid:7)ee\nCommi(cid:7)ee\nBuilding\nICT\nManagement\nProcurement Digital\nCommi(cid:7)ees Cyber\nProjects\nSecurity\nSteering\nCommi(cid:7)ee\nCommi(cid:7)ee\nDROC CROC\nDigital Corporate\nReforms Reforms\nProjects\nOversight Oversight\nSteering\nCommi(cid:7)ee Commi(cid:7)ee\nCommi(cid:7)ees\nProjects", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "annual-reports/2020-21.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2020-21-dcdd-annual-report.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-NT-010", "entity_name": "Department of Corporate and Digital Development", "folder_name": "Department-of-Corporate-and-Digital-Development", "category": "Staff Productivity", "scale": "small", "title": "Reusable briefing and summary assistant for internal documents", "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.", "quote": "[Page 42]\nOur people snapshot\n1,224 1,171.15 47.72%\nheadcount FTE of staff have more than 10 years\ngovernment service\n14.11% 3.23% 7.11%\nof our staff are from culturally and of our staff identify as having of our people identify\nlinguistically diverse backgrounds a disability as being Aboriginal\n43.24 54 46.24%\nyears average age of staff people work in regional areas of staff work in digital roles\n47.97% 30% 1,151\nof staff work in corporate roles staff supported with flexible people completed the OneNTG\nwork arrangements Appropriate Workplace\nBehaviours training\n55 4,569 78%\nparticipants in our early attendances at staff have myPlans in place\ncareer programs professional development\n75 467 15\nnew DCDD staff attended the staff had flu vaccinations DCDD teams and\nDCDD Induction Program across the department\n80\n91 366 people participating in the Virgin\nPulse Global Challenge", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "annual-reports/2021-22.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2021-22-dcdd-annual-report-full.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "S-NT-010", "entity_name": "Department of Corporate and Digital Development", "folder_name": "Department-of-Corporate-and-Digital-Development", "category": "Staff Productivity", "scale": "large", "title": "Department-wide knowledge and briefing platform", "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.", "quote": "[Page 42]\nOur people snapshot\n1,224 1,171.15 47.72%\nheadcount FTE of staff have more than 10 years\ngovernment service\n14.11% 3.23% 7.11%\nof our staff are from culturally and of our staff identify as having of our people identify\nlinguistically diverse backgrounds a disability as being Aboriginal\n43.24 54 46.24%\nyears average age of staff people work in regional areas of staff work in digital roles\n47.97% 30% 1,151\nof staff work in corporate roles staff supported with flexible people completed the OneNTG\nwork arrangements Appropriate Workplace\nBehaviours training\n55 4,569 78%\nparticipants in our early attendances at staff have myPlans in place\ncareer programs professional development\n75 467 15\nnew DCDD staff attended the staff had flu vaccinations DCDD teams and\nDCDD Induction Program across the department\n80\n91 366 people participating in the Virgin\nPulse Global Challenge", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "annual-reports/2021-22.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2021-22-dcdd-annual-report-full.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "S-NT-010", "entity_name": "Department of Corporate and Digital Development", "folder_name": "Department-of-Corporate-and-Digital-Development", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "[Page 138]\nFinancial\nStatements\n138\n2021 Maturity analysis for financial liabilities\nCarrying More than 5\nLess than a year 1 to 5 years Total\namount years\n$000 $000 $000 $000 $000\nLIABILITIES\nPayables1 294 294 - - 294\nLease liabilities 418 218 200 - 418\nTOTAL FINANCIAL LIABILITIES 712 512 200 - 712\n1 Total amounts disclosed exclude statutory amounts and accrued items.\nd) Market risk (ii) Price risk\nMarket risk is the risk the fair value of future cash flows of NT Fleet is not exposed to price risk as NT Fleet does not\na financial instrument will fluctuate because of changes in hold units in unit trusts.\nmarket prices.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2021-22.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2021-22-dcdd-annual-report-full.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-NT-010", "entity_name": "Department of Corporate and Digital Development", "folder_name": "Department-of-Corporate-and-Digital-Development", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "[Page 138]\nFinancial\nStatements\n138\n2021 Maturity analysis for financial liabilities\nCarrying More than 5\nLess than a year 1 to 5 years Total\namount years\n$000 $000 $000 $000 $000\nLIABILITIES\nPayables1 294 294 - - 294\nLease liabilities 418 218 200 - 418\nTOTAL FINANCIAL LIABILITIES 712 512 200 - 712\n1 Total amounts disclosed exclude statutory amounts and accrued items.\nd) Market risk (ii) Price risk\nMarket risk is the risk the fair value of future cash flows of NT Fleet is not exposed to price risk as NT Fleet does not\na financial instrument will fluctuate because of changes in hold units in unit trusts.\nmarket prices.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2021-22.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/2021-22-dcdd-annual-report-full.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-NT-010", "entity_name": "Department of Corporate and Digital Development", "folder_name": "Department-of-Corporate-and-Digital-Development", "category": "Regulation & Policy", "scale": "small", "title": "Regulatory burden scan for forms, guidance, and reporting", "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.", "quote": "[Page 38]\nSection 3: Performance and achievements\nCorporate and shared services\nKey achievements in 2022-23\n´ Delivered targeted fraud and corruption education ´ Reviewed DCDD delegations to align with the\nto DCDD employees during International Fraud 2021-2025 NTPS Enterprise Bargaining Agreement\nAwareness Week. and updated legislation and policy.\n´ Completed the review of the DCDD cost allocation ´ Completed a review of Enterprise Services Framework\nmodel and implemented revised processes. and Service Statements.\n´ Reviewed DCDD business continuity plans. ´ Managed the department’s audit program.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2022-23.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2022-2023/2022-23-dcdd-annual-report-full.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-NT-010", "entity_name": "Department of Corporate and Digital Development", "folder_name": "Department-of-Corporate-and-Digital-Development", "category": "Regulation & Policy", "scale": "large", "title": "Adaptive regulation program with live feedback loops", "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.", "quote": "[Page 38]\nSection 3: Performance and achievements\nCorporate and shared services\nKey achievements in 2022-23\n´ Delivered targeted fraud and corruption education ´ Reviewed DCDD delegations to align with the\nto DCDD employees during International Fraud 2021-2025 NTPS Enterprise Bargaining Agreement\nAwareness Week. and updated legislation and policy.\n´ Completed the review of the DCDD cost allocation ´ Completed a review of Enterprise Services Framework\nmodel and implemented revised processes. and Service Statements.\n´ Reviewed DCDD business continuity plans. ´ Managed the department’s audit program.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2022-23.pdf (https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2022-2023/2022-23-dcdd-annual-report-full.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] } ], "legislation_administered": [], "artifacts": [ { "category": "annual-reports", "year": "2024-25", "url": "https://dcdd.nt.gov.au/__data/assets/pdf_file/0011/1568063/dcdd-annual-report-2024-25-v13.pdf", "file": "annual-reports/2024-25.pdf", "bytes": 6469253, "link_text": "2024-25 Department of Corporate and Digital Development annual report PDF (6.2 MB)" }, { "category": "annual-reports", "year": "2023-24", "url": "https://dcdd.nt.gov.au/media/documents/annual-reports/annual-report-2023-2024/2023-24-dcdd-annual-report-full.pdf", "file": "annual-reports/2023-24.pdf", "bytes": 2027437, "link_text": "2023-24 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