{ "entity_id": "S-WA-004", "folder": "Department-of-Finance", "name": "Department of Finance", "type": "State Department", "jurisdiction": "WA", "portfolio": "Finance", "website": "https://www.finance.wa.gov.au/", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": false, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": true, "has_global_initiatives_text": true, "has_ideas": true, "has_artifacts": true, "n_ideas": 8, "n_legislation": 5, "n_artifacts": 19, "n_kpi_targets": 6, "n_kpi_results": 6, "n_outcomes": 3, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "provide high quality advice, frameworks and services to achieve value in the management of public resources for the benefit of all Australians", "official_site_url": "https://www.finance.wa.gov.au/", "source_documents": [ { "type": "corporate_plan", "title": "corporate-plans/2021-22.pdf", "url": null, "period": null, "confidence": "high" }, { "type": "corporate_plan", "title": "corporate-plans/2022-23.pdf", "url": null, "period": null, "confidence": "high" }, { "type": "corporate_plan", "title": "corporate-plans/2023-24.pdf", "url": null, "period": null, "confidence": "high" }, { "type": "corporate_plan", "title": "corporate-plans/2024-25.pdf", "url": null, "period": null, "confidence": "high" }, { "type": "corporate_plan", "title": "corporate-plans/2025-26.pdf", "url": null, "period": null, "confidence": "high" }, { "type": "strategie", "title": "strategies/2022-23-Net-Zero-in-Government-Operations-Annual-Progress-Report_0.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/Annual-Progress-Report-2024-25_V2.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/APS_Net_Zero_Roadmap-Dec-2024.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/department-of-finance-heritage-strategy-2021-24.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/emissions-reporting-framework-2025-26.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/emissions-reporting-framework.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/net-zero-in-government-operations-annual-progress-report-2023-24.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/Net_Zero_Government_Operations_Strategy.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/Regulatory-Policy-Practice-and-Performance-Framework.pdf", "url": null, "period": null, "confidence": "medium" } ], "purpose": { "text": "provide high quality advice, frameworks and services to achieve value in the management of public resources for the benefit of all Australians", "source_url": null, "source_page": 5, "source_deep_url": null }, "vision": null, "strategic_priorities": [ { "title": "supporting the delivery of the Budget (including the Government’s Fiscal Strategy), key economic updates and providing t", "description": "supporting the delivery of the Budget (including the Government’s Fiscal Strategy), key economic updates and providing the provision of advice on all areas of expenditure and non-taxation revenue", "source_url": null, "source_page": 8, "source_deep_url": null }, { "title": "supporting Commonwealth entities and companies to meet the requirements and policy intent of the Resource Management Fra", "description": "supporting Commonwealth entities and companies to meet the requirements and policy intent of the Resource Management Framework, including in relation to the Public Governance, Performance and Accountability Act 2013 (PGPA Act)", "source_url": null, "source_page": 8, "source_deep_url": null }, { "title": "supporting the development of capability across the APS in key areas including AI, procurement, regulation, performance,", "description": "supporting the development of capability across the APS in key areas including AI, procurement, regulation, performance, accounting and finance", "source_url": null, "source_page": 8, "source_deep_url": null }, { "title": "enhancing the integrity and transparency of the Commonwealth’s procurement and grants frameworks through collaboration w", "description": "enhancing the integrity and transparency of the Commonwealth’s procurement and grants frameworks through collaboration with Commonwealth entities, the private sector and non-government organisations", "source_url": null, "source_page": 8, "source_deep_url": null }, { "title": "progressing the government’s commitment to reduce Australian Public Service (APS) emissions to net zero by 2030", "description": "progressing the government’s commitment to reduce Australian Public Service (APS) emissions to net zero by 2030", "source_url": null, "source_page": 8, "source_deep_url": null }, { "title": "leading the development of the National Security Office Precinct, which will provide a permanent solution to the critica", "description": "leading the development of the National Security Office Precinct, which will provide a permanent solution to the critical accommodation and capability requirements of several national security and other Commonwealth agencies", "source_url": null, "source_page": 8, "source_deep_url": null }, { "title": "implementing the Data and Digital Government Strategy, including through enhancing the use of data across government to ", "description": "implementing the Data and Digital Government Strategy, including through enhancing the use of data across government to improve policy advice and broadening adoption of the economy-wide Digital ID system", "source_url": null, "source_page": 8, "source_deep_url": null }, { "title": "delivering quality and efficient ICT services to the Commonwealth and shared services to our client agencies", "description": "delivering quality and efficient ICT services to the Commonwealth and shared services to our client agencies", "source_url": null, "source_page": 8, "source_deep_url": null }, { "title": "progressing regulatory reforms to boost productivity, improve and support regulator performance and drive modern, fit-fo", "description": "progressing regulatory reforms to boost productivity, improve and support regulator performance and drive modern, fit-for-purpose regulation in a digital age", "source_url": null, "source_page": 8, "source_deep_url": null }, { "title": "working with portfolio entities to deliver a range of quality and timely services for parliamentarians and their staff", "description": "working with portfolio entities to deliver a range of quality and timely services for parliamentarians and their staff", "source_url": null, "source_page": 8, "source_deep_url": null } ], "values": [ { "name": "impartial", "description": "", "source_url": null, "source_page": null }, { "name": "committed to service", "description": "", "source_url": null, "source_page": null }, { "name": "accountable", "description": "", "source_url": null, "source_page": null }, { "name": "respectful", "description": "", "source_url": null, "source_page": null }, { "name": "ethical", "description": "", "source_url": null, "source_page": null }, { "name": "stewardship", "description": "", "source_url": null, "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Budget and financial management", "description": "We provide high-quality advice to support the effective and efficient use of public resources. We do this through the provision of advice, information and costings of expenditure proposals, the preparation of Budget papers and appropriation bills, and engagement in Cabinet processes.", "activities": [ "advice, information and costings of expenditure proposals", "preparation of Budget papers and appropriation bills", "engagement in Cabinet processes" ], "source_url": null, "source_page": 6, "source_deep_url": null }, { "name": "Outcome 2: Resource management frameworks", "description": "We support the Government’s priorities and promote effective public sector practice through our oversight of resource management frameworks and policies. These frameworks and policies are an important feature of an accountable and transparent public sector that operates with integrity.", "activities": [ "oversight of resource management frameworks and policies", "advice and guidance on resource management frameworks and policies", "learning and development activities", "communities of practice", "outreach and tailored engagement activities" ], "source_url": null, "source_page": 6, "source_deep_url": null }, { "name": "Outcome 3: Ministerial and parliamentary services", "description": "We provide parliamentarians, their employees and others as required by the Australian Government, with a range of facilities and services to assist them in undertaking their duties, including: administration and support of pay and conditions, and administration of the Members of Parliament (Staff) Act 1984 (MOP(S) Act); developing policy and providing strategic advice on parliamentarians’ work expenses and service delivery, including the administration of office costs, accommodation, and support services; and safe and secure transport services to Australian high office holders and visiting foreign dignitaries and project management for the Parliamentary Expenses Management System.", "activities": [ "administration and support of pay and conditions", "administration of the Members of Parliament (Staff) Act 1984 (MOP(S) Act)", "developing policy and providing strategic advice on parliamentarians’ work expenses and service delivery", "safe and secure transport services", "project management for the Parliamentary Expenses Management System" ], "source_url": null, "source_page": 7, "source_deep_url": null } ], "performance_measures": [ { "code": "6.1.1", "measure": "percentage of payroll payments made accurately, and percentage of payroll payments made on time", "target": "100%", "latest_result": "99%", "status": "Substantially achieved", "target_source_url": null, "target_source_page": 47, "result_source_url": "", "result_source_page": 47 }, { "code": "6.1.2", "measure": "percentage of expense payments made accurately, and percentage of expense payments made on time", "target": "100%", "latest_result": "98%", "status": "Mostly achieved", "target_source_url": null, "target_source_page": 47, "result_source_url": "", "result_source_page": 47 }, { "code": "6.1.3", "measure": "proportion of projects to establish or relocate permanent offices delivered during the year that comply with the requirements listed above", "target": "100%", "latest_result": "95%", "status": "Mostly achieved", "target_source_url": null, "target_source_page": 47, "result_source_url": "", "result_source_page": 47 }, { "code": "6.1.4", "measure": "percentage of COMCAR reservations that were completed without service failure", "target": "99%", "latest_result": "97%", "status": "Partially achieved", "target_source_url": null, "target_source_page": 47, "result_source_url": "", "result_source_page": 47 }, { "code": "6.2.1", "measure": "percentage of system availability for the COMCAR Automated Resource System (CARS), excluding scheduled outages", "target": "99%", "latest_result": "98%", "status": "Mostly achieved", "target_source_url": null, "target_source_page": 48, "result_source_url": "", "result_source_page": 48 }, { "code": "6.2.2", "measure": "percentage of system availability for the Parliamentary Expenses Management System (PEMS), excluding scheduled outages", "target": "99%", "latest_result": "99%", "status": "Achieved", "target_source_url": null, "target_source_page": 48, "result_source_url": "", "result_source_page": 48 } ], "document_alignment_terms": { "must_support": [ "provide high quality advice, frameworks and services to achieve value in the management of public resources for the benefit of all Australians", "supporting the delivery of the Budget (including the Government’s Fiscal Strategy), key economic updates and providing the provision of advice on all areas of expenditure and non-taxation revenue", "supporting Commonwealth entities and companies to meet the requirements and policy intent of the Resource Management Framework, including in relation to the Public Governance, Performance and Accountability Act 2013 (PGPA Act)", "supporting the development of capability across the APS in key areas including AI, procurement, regulation, performance, accounting and finance", "enhancing the integrity and transparency of the Commonwealth’s procurement and grants frameworks through collaboration with Commonwealth entities, the private sector and non-government organisations", "progressing the government’s commitment to reduce Australian Public Service (APS) emissions to net zero by 2030", "leading the development of the National Security Office Precinct, which will provide a permanent solution to the critical accommodation and capability requirements of several national security and other Commonwealth agencies", "implementing the Data and Digital Government Strategy, including through enhancing the use of data across government to improve policy advice and broadening adoption of the economy-wide Digital ID system", "delivering quality and efficient ICT services to the Commonwealth and shared services to our client agencies" ], "watch_terms": [ "percentage of payroll payments made accurately, and percentage of payroll payments made on time", "percentage of expense payments made accurately, and percentage of expense payments made on time", "proportion of projects to establish or relocate permanent offices delivered during the year that comply with the requirements listed above", "percentage of COMCAR reservations that were completed without service failure", "percentage of system availability for the COMCAR Automated Resource System (CARS), excluding scheduled outages", "percentage of system availability for the Parliamentary Expenses Management System (PEMS), excluding scheduled outages" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Department of Finance — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n\n## Our purpose / purposes\n\n> provide high quality advice, frameworks and services to achieve value in the management of public resources for the benefit of all Australians [CP p.5]\n\n## Government priorities for this department\n\n- supporting the delivery of the Budget (including the Government’s Fiscal Strategy), key economic updates and providing the provision of advice on all areas of expenditure and non-taxation revenue [CP p.8]\n- supporting Commonwealth entities and companies to meet the requirements and policy intent of the Resource Management Framework, including in relation to the Public Governance, Performance and Accountability Act 2013 (PGPA Act) [CP p.8]\n- supporting the development of capability across the APS in key areas including AI, procurement, regulation, performance, accounting and finance [CP p.8]\n- enhancing the integrity and transparency of the Commonwealth’s procurement and grants frameworks through collaboration with Commonwealth entities, the private sector and non-government organisations [CP p.8]\n- progressing the government’s commitment to reduce Australian Public Service (APS) emissions to net zero by 2030 [CP p.8]\n- leading the development of the National Security Office Precinct, which will provide a permanent solution to the critical accommodation and capability requirements of several national security and other Commonwealth agencies [CP p.8]\n- implementing the Data and Digital Government Strategy, including through enhancing the use of data across government to improve policy advice and broadening adoption of the economy-wide Digital ID system [CP p.8]\n- delivering quality and efficient ICT services to the Commonwealth and shared services to our client agencies [CP p.8]\n- progressing regulatory reforms to boost productivity, improve and support regulator performance and drive modern, fit-for-purpose regulation in a digital age [CP p.8]\n- working with portfolio entities to deliver a range of quality and timely services for parliamentarians and their staff [CP p.8]\n\n## Outcomes\n\n### Outcome 1: Budget and financial management\nWe provide high-quality advice to support the effective and efficient use of public resources. We do this through the provision of advice, information and costings of expenditure proposals, the preparation of Budget papers and appropriation bills, and engagement in Cabinet processes. [CP p.6]\n\n**Key activities:**\n- advice, information and costings of expenditure proposals\n- preparation of Budget papers and appropriation bills\n- engagement in Cabinet processes\n\n### Outcome 2: Resource management frameworks\nWe support the Government’s priorities and promote effective public sector practice through our oversight of resource management frameworks and policies. These frameworks and policies are an important feature of an accountable and transparent public sector that operates with integrity. [CP p.6]\n\n**Key activities:**\n- oversight of resource management frameworks and policies\n- advice and guidance on resource management frameworks and policies\n- learning and development activities\n- communities of practice\n- outreach and tailored engagement activities\n\n### Outcome 3: Ministerial and parliamentary services\nWe provide parliamentarians, their employees and others as required by the Australian Government, with a range of facilities and services to assist them in undertaking their duties, including: administration and support of pay and conditions, and administration of the Members of Parliament (Staff) Act 1984 (MOP(S) Act); developing policy and providing strategic advice on parliamentarians’ work expenses and service delivery, including the administration of office costs, accommodation, and support services; and safe and secure transport services to Australian high office holders and visiting foreign dignitaries and project management for the Parliamentary Expenses Management System. [CP p.7]\n\n**Key activities:**\n- administration and support of pay and conditions\n- administration of the Members of Parliament (Staff) Act 1984 (MOP(S) Act)\n- developing policy and providing strategic advice on parliamentarians’ work expenses and service delivery\n- safe and secure transport services\n- project management for the Parliamentary Expenses Management System\n\n## Values and principles\n\n_APS Values_\n\n- impartial\n- committed to service\n- accountable\n- respectful\n- ethical\n- stewardship\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| 6.1.1 | percentage of payroll payments made accurately, and percentage of payroll payments made on time | 100% | CP p.47 |\n| 6.1.2 | percentage of expense payments made accurately, and percentage of expense payments made on time | 100% | CP p.47 |\n| 6.1.3 | proportion of projects to establish or relocate permanent offices delivered during the year that comply with the requirements listed above | 100% | CP p.47 |\n| 6.1.4 | percentage of COMCAR reservations that were completed without service failure | 99% | CP p.47 |\n| 6.2.1 | percentage of system availability for the COMCAR Automated Resource System (CARS), excluding scheduled outages | 99% | CP p.48 |\n| 6.2.2 | percentage of system availability for the Parliamentary Expenses Management System (PEMS), excluding scheduled outages | 99% | CP p.48 |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| 6.1.1 | percentage of payroll payments made accurately, and percentage of payroll payments made on time | 99% | Substantially achieved | AR p.47 |\n| 6.1.2 | percentage of expense payments made accurately, and percentage of expense payments made on time | 98% | Mostly achieved | AR p.47 |\n| 6.1.3 | proportion of projects to establish or relocate permanent offices delivered during the year that comply with the requirements listed above | 95% | Mostly achieved | AR p.47 |\n| 6.1.4 | percentage of COMCAR reservations that were completed without service failure | 97% | Partially achieved | AR p.47 |\n| 6.2.1 | percentage of system availability for the COMCAR Automated Resource System (CARS), excluding scheduled outages | 98% | Mostly achieved | AR p.48 |\n| 6.2.2 | percentage of system availability for the Parliamentary Expenses Management System (PEMS), excluding scheduled outages | 99% | Achieved | AR p.48 |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Department of Finance - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:53:23.556525+00:00\n**Entity ID**: S-WA-004\n**Entity type**: State Department\n**Jurisdiction**: WA\n**Portfolio**: Finance\n**Website**: https://www.finance.wa.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| corporate-plans | 5 |\n| global-intelligence | 4 |\n| other-pdfs | 5 |\n| pages | 16 |\n| strategies | 9 |\n\n## Executive Readout\n\n### Purpose\n\n- This Corporate Plan – Reform agenda� At Finance, we have a strong\nfor the reporting period 2023-24 to 2026-27 – commitment to integrity, investing heavily over\nsets out how we will direct our efforts to achieve recent years in strengthening our integrity culture\nour purpose and deliver on the Government’s and supporting all staff to share responsibility\npriorities� to foster accountability and ethical behaviour\nacross the department�\nIn the year ahead we will maintain a strong focus\nI look forward to the challenging work of the next\non supporting the Government to safeguard\nseveral years and am pleased to present our\nAustralia’s economic prosperity and social\nCorporate Plan�\noutcomes, while our nation faces a range\nof ongoing economic, security and broader As the accountable authority, I am pleased to\n Source: `corporate-plans/2023-24.pdf`\n- [Page 9]\nEnvironment\nOver the period of this Plan, Finance will apply the ethical behaviour, digital literacy, data analytics and\nlessons from recent challenges to improve the way financial and policy analysis will position Finance to\nwe deliver on our transformation commitments and meet expectations now and into the future�\nencourage innovation, while managing the risks of\nrapid change� Table 1 sets out the environmental The strong relationships we have formed with\nfactors that may affect Finance’s ability to achieve Commonwealth entities and counterparts in other\nits purpose across our three performance themes� jurisdictions and overseas support our approach to\nimproving whole-of-government services, through\nFinance strives to be an exemplar in promoting stronger delivery relationships and advances in\n Source: `corporate-plans/2021-22.pdf`\n- [Page 11]\nFigure 2 – Our approach to managing risk\nPurpose\nerutluC\nGovernance\nand\nassurance\nValues and behaviours\nStrategic focus\nIntegrated Making\nPeople Stewardship Business Business\nPlanning Better\nEnterprise Risk Management Framework\nRisk management policy\n(Accountable Authority Instructions)\nRisk appetite Strategic risk\nFinance’s Executive Board, chaired by the Secretary, Finance’s risk governance in 2021–22 will continue\nhas overarching responsibility for the Framework� to support this clear line of sight� In addition\nThe Chief Risk Officer, a central risk oversight team, to the ongoing governance role of the Risk\nthe Risk Subcommittee, and the Audit Committee Subcommittee, the membership and Terms of\nsupport the Executive Board in reviewing and Reference of the Risk Engagement Group will be\n Source: `corporate-plans/2021-22.pdf`\n- Table 3: Key strategic risks and mitigation strategies\nStrategic focus Strategic risk Risk mitigation strategy\nStewardship 1� Finance does not meet the Finance’s central agency role involves strategic\nexpectations of government with and cooperative partnerships with clients and\nregard to the provision of relevant, stakeholders�\ntimely and considered advice�\nTo strengthen these partnerships, Finance\nis defining and implementing governance\n2� Finance fails to clearly develop\nstructures to collaborate, share knowledge\nand implement its stewardship\nand develop solutions with a focus on shared\nrole (leading, guiding, influencing\nrisk outcomes� Finance’s partnered and\nand delivering) in modernising and\ncollaborative approach is all the more critical as\ntransforming the public sector to\nthe Department provides rapid advice, responds\nachieve government fiscal and\n Source: `corporate-plans/2021-22.pdf`\n\n### Role and Functions\n\n- This will facilitate the further adoption of\ncloud services by the department to access The National Data Commissioner, supported\ncontemporary ICT services from a range of by their office, is the regulator of the DATA\nproviders� It will also reduce data centre and ICT Scheme – a best practice Scheme for sharing\ninfrastructure costs and enable further digital data collected by the Australian Government�\ntransformation� Established by the Data Availability and\nTransparency Act 2022, the Scheme is\nOver 2023-24, Finance will also work on underpinned by strong safeguards and\noptimising this environment with a focus consistent, efficient processes.\non performance, reliability and security� The\nprovision of new laptops and mobile devices will We approach regulatory performance reporting\nprovide a streamlined user experience for staff. in accordance with the Resource Management\n Source: `corporate-plans/2023-24.pdf`\n- [Page 11]\nFigure 2 – Our approach to managing risk\nPurpose\nerutluC\nGovernance\nand\nassurance\nValues and behaviours\nStrategic focus\nIntegrated Making\nPeople Stewardship Business Business\nPlanning Better\nEnterprise Risk Management Framework\nRisk management policy\n(Accountable Authority Instructions)\nRisk appetite Strategic risk\nFinance’s Executive Board, chaired by the Secretary, Finance’s risk governance in 2021–22 will continue\nhas overarching responsibility for the Framework� to support this clear line of sight� In addition\nThe Chief Risk Officer, a central risk oversight team, to the ongoing governance role of the Risk\nthe Risk Subcommittee, and the Audit Committee Subcommittee, the membership and Terms of\nsupport the Executive Board in reviewing and Reference of the Risk Engagement Group will be\n Source: `corporate-plans/2021-22.pdf`\n- [Page 18]\nFinancial management\nFinance has a total departmental expense Finance has a total administered expense\nbudget of $579�8 million in 2021–22 budget of $10,703�1 million in 2021–22 and an\nincluding for functions delivered for whole-of- administered capital budget of $18�9 million�\ngovernment purposes and supported through\nSpecial Accounts� Finance’s departmental Further information regarding Finance’s budget\ncapital budget is $64�4 million, of which estimates (departmental and administered),\n$55�2 million relates to projects in the Average Staffing Levels, and financial statements\nProperty Special Account� for the reporting period is set out in the Finance\nPBS 2021–22�\nFigure 4 Total expenditure 2021–22\nAdministered Departmental\nCapital Budget Capital Budget\n% %\n0.2 0.6\nTotal expenditure\n2021–22\n$11,366\nMillion\nAdministered Departmental\nExpenses Expenses\n% %\n94.1 5.1\n Source: `corporate-plans/2021-22.pdf`\n- [Page 21]\nPerformance\nFinance continues to strengthen the performance information we provide\nto the Parliament and the broader community� The 2021–22 Corporate Plan\nfeatures updates to the explanation of Finance’s performance framework that\nmore clearly links Finance’s purpose, functions and priority activities in the\nforward period�\nPerformance themes and framework\nPerformance themes\nThe performance framework provides performance information\non the key themes of our performance\npublic sector delivering effective\nadvising\nresourcing and services to, and\non expenditure\ntransformation for, government\nFinance’s responsibilities under each • goals for each performance measure to\nperformance theme are not mutually exclusive� assess achievements over time including\nCollaboration across functions remains a key performance targets where reasonably\n Source: `corporate-plans/2021-22.pdf`\n- Total expenditure 2022–23\ninformation management practices to enhance\npolicy outcomes and support evidence-based\nAdministered Departmental\ndecision-making at all levels� Our Data Strategy and\nCapital Budget Capital Budget\n2022 Action Plan set out the key initiatives that will\nsupport Finance in leveraging data as an enterprise 0.1 % 0.5 % Total expenditure\n2022–23\nto influence and enhance our advice to government,\nstrengthen our stewardship role, improve service\n$12,408.0\ndelivery, guide investment, and promote better Administered Departmental Million\nmanagement of data assets and capabilities� Expenses Expenses\n94.1 % 5.3 %\nInformation and\ncommunications technology\nSource: PBS 2022–23\nAll Finance staff have access to a consistent\nIT platform as a result of the ‘One Desktop’ Governance and\nproject.\n Source: `corporate-plans/2022-23.pdf`\n- This Corporate Plan – Reform agenda� At Finance, we have a strong\nfor the reporting period 2023-24 to 2026-27 – commitment to integrity, investing heavily over\nsets out how we will direct our efforts to achieve recent years in strengthening our integrity culture\nour purpose and deliver on the Government’s and supporting all staff to share responsibility\npriorities� to foster accountability and ethical behaviour\nacross the department�\nIn the year ahead we will maintain a strong focus\nI look forward to the challenging work of the next\non supporting the Government to safeguard\nseveral years and am pleased to present our\nAustralia’s economic prosperity and social\nCorporate Plan�\noutcomes, while our nation faces a range\nof ongoing economic, security and broader As the accountable authority, I am pleased to\n Source: `corporate-plans/2023-24.pdf`\n\n### Strategic Priorities\n\n- [Page 21]\nPerformance\nFinance continues to strengthen the performance information we provide\nto the Parliament and the broader community� The 2021–22 Corporate Plan\nfeatures updates to the explanation of Finance’s performance framework that\nmore clearly links Finance’s purpose, functions and priority activities in the\nforward period�\nPerformance themes and framework\nPerformance themes\nThe performance framework provides performance information\non the key themes of our performance\npublic sector delivering effective\nadvising\nresourcing and services to, and\non expenditure\ntransformation for, government\nFinance’s responsibilities under each • goals for each performance measure to\nperformance theme are not mutually exclusive� assess achievements over time including\nCollaboration across functions remains a key performance targets where reasonably\n Source: `corporate-plans/2021-22.pdf`\n- [Page 32]\nPublic sector resourcing and transformation – key activities and performance measures\nKey activity 7: Engage with Government Business Enterprises Target\nEngage with Government Business Enterprises (GBEs) and shareholder\ndepartments to facilitate efficiency, financial sustainability and sound\ngovernance arrangements for all GBEs�\n32\n–\n2202\n42\n–\n3202\n52\n–\n4202\n62\n–\n5202\nPerformance measure 7.1: Promote efficient, financially sustainable and sound governance\narrangements for all GBEs\nContinue to encourage ongoing efficiency and financial sustainability in GBEs, including to facilitate and monitor\nGBE delivery of the Government’s key infrastructure priorities, including Western Sydney Airport, Inland Rail,\nintermodal terminals, Snowy Hydro and naval shipbuilding�\nHow will this performance measure be assessed?\n Source: `corporate-plans/2022-23.pdf`\n- [Page 7]\nKEY ACTIVITIES PRIORITY INITIATIVES\nKA 1� Provide policy advice on Support the delivery of the Budget and key economic updates\nexpenditure across all portfolios\nIn 2023-24, Finance will continue to support government priorities\nand deliver Budget updates, cash\nand decision-making through the delivery of key economic updates,\nmanagement and consolidated\nconsistent with the Charter of Budget Honesty Act 1998� Finance will\nfinancial reporting\ndeliver the 2022-23 Consolidated Financial Statements and the 2022\n23 Final Budget Outcome� Our work will continue through the current\nfinancial year with the planning and delivery of the 2024 25 Budget.\n Source: `corporate-plans/2023-24.pdf`\n- Finance will also deliver a wide range of\nthe Government’s priorities, including the\nGovernment’s APS net zero commitments,\nsupporting Australia’s acquisition of\nnuclear-powered submarine capability,\nThe publication of the Finance implementing the Government’s commitment to\na strengthened and expanded Digital ID system,\nCorporate Plan 2023-24 coincides\nworking with the Digital Transformation Agency\nwith my first rewarding year as to support the implementation of the Data and\nDigital Government Strategy, and implementing\nSecretary of Finance.\nimprovements to Commonwealth parliamentary\nworkplaces�\nThis year we have transformed our purpose\nstatement and key activities to better reflect Investing in our capability – in our people, our\nthe breadth of activity Finance delivers� Further systems and our practices – and empowering\n Source: `corporate-plans/2023-24.pdf`\n- This corporate plan for the period 2024–25 to\n2027–28, sets out the key activities and priority\ninitiatives that we will undertake to deliver\non our purpose.\n Source: `corporate-plans/2024-25.pdf`\n- [Page 18]\nFinancial management\nFinance has a total departmental expense Finance has a total administered expense\nbudget of $579�8 million in 2021–22 budget of $10,703�1 million in 2021–22 and an\nincluding for functions delivered for whole-of- administered capital budget of $18�9 million�\ngovernment purposes and supported through\nSpecial Accounts� Finance’s departmental Further information regarding Finance’s budget\ncapital budget is $64�4 million, of which estimates (departmental and administered),\n$55�2 million relates to projects in the Average Staffing Levels, and financial statements\nProperty Special Account� for the reporting period is set out in the Finance\nPBS 2021–22�\nFigure 4 Total expenditure 2021–22\nAdministered Departmental\nCapital Budget Capital Budget\n% %\n0.2 0.6\nTotal expenditure\n2021–22\n$11,366\nMillion\nAdministered Departmental\nExpenses Expenses\n% %\n94.1 5.1\n Source: `corporate-plans/2021-22.pdf`\n- [pages 18,19,20,21]\nerformance in line with government and\nstrategy and make decisions on departmental departmental priorities� Finance’s governance\npriorities and resourcing, aligned with framework incorporates integrated business planning\nFinance’s approach to managing risk� This and is supported by a centralised secretariat function�\nincludes creating investment capacity to build This helps ensure decision-making on resourcing is\ncapability and support the Government and consistent across Finance, aligned with priorities and\nAPS more broadly� management of risk and supports the Secretary in\ndischarging her duties under the Public Governance,\nPerformance and Accountability Act 2013 (PGPA Act)\nand the Public Service Act 1999.\n Source: `corporate-plans/2021-22.pdf`\n- [pages 21,22,23]\ntively, Finance’s performance themes\noverall progress�\nensure all activities contribute to achieving\nour purpose�\nFigure 7 outlines the relationship between\nFinance’s different levels of business planning\nFinance’s performance framework (pages\n(the purpose statement, key activities, and\n22 – 47) provides substantial detail on how we\nsignificant initiatives) and how the approach we\nmeasure progress in achieving our purpose\ntake is shaped by our values, guiding principles\nby identifying:\nand transformation commitments� This provides\na clear line of sight and informs internal business\n• key activities under each of the three\nplanning, resourcing and investment decisions�\nperformance themes\n• performance measures that reflect the\noutcomes these activities are intended\nto achieve\nPERFORMANCE 21\n Source: `corporate-plans/2021-22.pdf`\n- [pages 32,33,34]\nal focus to achieve more widespread use of commercial investment\nand procurement models in delivering policy outcomes� Finance is supporting agencies to\nconsider the benefits of commercial financing and procurement and to create opportunities for\npartnership with the private sector in delivering government priorities� This will be achieved by:\n1� developing and piloting an expanded set of commercial options and approaches to secure\nprivate capital and capability; and\n2� working with key stakeholders to further support strategic engagement with the investment\ncommunity�\nThese work streams focus on opportunities to leverage private sector capital, investment,\ninnovation, risk appetite, and capability to maximise the efficiency and effectiveness of major\ngovernment investments�\nPERFORMANCE 32\n Source: `corporate-plans/2021-22.pdf`\n- [Page 35]\nPublic sector resourcing and transformation – key activities and performance measures\nKey activity 3: Support the proper use and management of public Target\nresources\nSupport the proper use of public resources by Commonwealth entities and\ncompanies under the Commonwealth Resource Management Framework�\n22\n–\n1202\n32\n–\n2202\n42\n–\n3202\n52\n–\n4202\nPerformance measure 3.1: Governance and accountability\nFinance ensures the Resource Management Framework is maintained as a fit-for-purpose framework for the\nproper use of public resources, and supports Commonwealth entities and companies to meet high standards of\ngovernance, performance and accountability through effective engagement and the provision of guidance.\n Source: `corporate-plans/2021-22.pdf`\n\n## KPIs, Targets, and Where They Are At\n\n- This is a composite performance measure comprising 3 sub-measures (1�1�1; 1�1�2; and 1�1�3)�\nEnd-of-year reporting thresholds are recorded as:\nFully achieved: Overall rating across the 3 sub-measures is 100%\nSubstantially achieved: Overall rating across the 3 sub-measures is 90-99%\nPartially achieved: Overall rating across the 3 sub-measures is 80-89%\nNot achieved: Overall rating across the 3 sub-measures is less than 80%.\n Source: `corporate-plans/2022-23.pdf`\n- This is a composite performance measure comprising 3 sub-measures (9�1�1; 9�1�2; and 9�1�3)�\nEnd-of-year reporting thresholds are recorded as:\nFully achieved: Overall rating across the 3 sub-measures is 100%\nSubstantially achieved: Overall rating across the 3 sub-measures is 75-99%\nPartially achieved: Overall rating across the 3 sub-measures is 50-74%\nNot achieved: Overall rating across the 3 sub-measures is less than 50%\nData sources used: Finance administrative data�\nPERFORMANCE 38\n Source: `corporate-plans/2022-23.pdf`\n- This is a composite performance measure comprising 3 sub-measures (9�2�1; 9�2�2; and 9�2�3)�\nEnd-of-year reporting thresholds are recorded as:\nFully achieved: Overall rating across the 3 sub-measures is 100%\nSubstantially achieved: Overall rating across the 3 sub-measures is 75-99%\nPartially achieved: Overall rating across the 3 sub-measures is 50-74%\nNot achieved: Overall rating across the 3 sub-measures is less than 50%\nData sources used:\n9�2�1 Volumetric data direct from Enterprise Resource Management system\n9�2�2 The Memorandum of Understanding in place with each client outlining the services they consumed\n9.2.3 Finance project status reports and GovERP Program reporting and governance forum minutes.\n Source: `corporate-plans/2022-23.pdf`\n- The accuracy of estimates is measured by calculating the variance to actual between\nthe measured estimated expenses and the FBO�\nBudget papers and related economic updates are produced in accordance with timeframes and requirements\nin the Charter of Budget Honesty Act 1998� Appropriation bills are introduced into parliament at times intended\nby government and in accordance with legislative requirements� Timeliness is demonstrated by tabling dates of\nbudget papers, related economic updates and appropriation bills recorded in Hansard�\nBudget papers and related economic updates outline the external reporting standards used and identify any\ndeparture from that standard�\nFor performance measure 1�1, which is a composite measure comprised of three sub-measures, weightings\nhave been applied to determine the overall achievement� 1�1�1 accounts for 20%, 1�1�2 accounts for 40% and\n Source: `corporate-plans/2023-24.pdf`\n- [pages 20,21]\ners, related economic updates and appropriation bills recorded in Hansard�\nBudget papers and related economic updates outline the external reporting standards used and identify any\ndeparture from that standard�\nFor performance measure 1�1, which is a composite measure comprised of three sub-measures, weightings\nhave been applied to determine the overall achievement� 1�1�1 accounts for 20%, 1�1�2 accounts for 40% and\n1�1�3 accounts for 40%�\nEnd-of-year reporting thresholds are recorded as:\n• Fully achieved: Overall rating across the 3 sub-measures is 100%\n• Substantially achieved: Overall rating across the 3 sub-measures is 90-99%\n• Partially achieved: Overall rating across the 3 sub-measures is 80-89%\n• Not achieved: Overall rating across the 3 sub-measures is <80%\nPERFORMANCE FRAMEWORK 20\n Source: `corporate-plans/2023-24.pdf`\n- The assessment scale for this target is:\n• achieved – 100% of the PSPs are rated at or above 76% (meets most expectations) as an average\nacross both performance result periods in the corresponding year.\n• partially achieved – Less than 100%, but greater than 50% of the PSPs are rated at or above\n76% (meets most expectations) as an average across both performance result periods in the\ncorresponding year.\n• not achieved – 50% or less of the PSPs are rated at or above 76% (meets most expectations) as\nan average across both performance result periods in the corresponding year.\n Source: `corporate-plans/2024-25.pdf`\n- 2�1�1 PGPA Entity Survey satisfaction results in respect to the\nsupport Finance provides to assist Commonwealth entities\nand companies to meet the requirements and policy intent of >85% >85% >85% >85%\nthe Resource Management Framework achieves the target\nresult of 85% or above�\n2�1�2 Joint Committee of Public Accounts and Audit (JCPAA)\nReports and Auditor-General Performance Audit Reports\nprovide evidence of Parliament using the key artifacts of the    \nCommonwealth performance framework to scrutinise the\nnon-financial performance of Commonwealth entities and\ncompanies�\nPerformance measure 2.2: Stewardship over procurement systems and policies\nFinance works with external stakeholders to provide stewardship over systems and policies to support a fair,\nefficient, and transparent procurement framework and to implement and maintain\n Source: `corporate-plans/2023-24.pdf`\n- 2�1, 2�2, 2�3, 2�4, 2�5, 2�6 and their sub-measures (where applicable) are stand-alone measures and not weighted\nwhen considering the overall performance of each measure� All measures need to be fully achieved for the\noverall assessment of 2�1, 2�2, 2�3, 2�4, 2�5, and 2�6 to be fully achieved, otherwise the lower rating will apply�\nMethodology:\n2.1.1 - Assessed through an entity survey (satisfaction target derived from a specific survey question – the\nnumber reference of which may change from survey to survey)� The survey is undertaken by a suitably\naccredited external research company� The design, methodology (sampling, collection, processing and analysis)\nof the survey is documented and available on the PGPA Communications Team SharePoint site�\n2.1.2 - Measured through monitoring all JCPAA Reports and Auditor-General ANAO reports tabled in Parliament\neach reporting period and:\n Source: `corporate-plans/2023-24.pdf`\n- [Page 34]\nAPPENDICES\nAppendix A –\nSummary of changes to performance measures\nIn this Corporate Plan, Finance identifies 22 performance measures for the\nreporting period 2023–24 to 2026–27 with:\n• 18 existing performance measures that are unchanged or only marginally changed to improve the\nclarity of the performance information, including where greater consistency is being supported\nacross different aspects of the PGPA framework and where measure collection methodologies have\nbeen strengthened\n• 4 new performance measure added to reflect a more robust indicator of performance\n• 2 performance measures removed since 2022–23 (no longer applicable and/or oversight\nreassigned to an internal governance committee as an operational metric forming part of Finance’s\ncascading performance measures framework)�\nWe continue to refine the presentation of our performance measures, including the relevant\n Source: `corporate-plans/2023-24.pdf`\n- The assessment scale for this target is:\n• achieved – the AusTender and GrantConnect systems are available 99% to 100% of the time\nduring business hours, excluding scheduled outages.\n• partially achieved – the AusTender and GrantConnect systems are available less than 99% but\n85% or greater of the time during business hours, excluding scheduled outages.\n• not achieved – the AusTender and GrantConnect systems are available less than 85% of the time\nduring business hours, excluding scheduled outages\n2.2.2 – WoAG coordinated procurement arrangement reports are analysed to determine which\nentities have utilised each arrangement.\n Source: `corporate-plans/2024-25.pdf`\n- The assessment scale for this target is:\n• achieved – coordinated procurement arrangements, which have been established for at least\n12 months, have a panel usage rate by NCEs of 75% or more during the financial year.\n• partially achieved – coordinated procurement arrangements, which have been established for at\nleast 12 months, have a panel usage rate by NCEs of less than 75% but greater than 50% during\nthe financial year.\n• not achieved – coordinated procurement arrangements, which have been established for at least\n12 months, have a panel usage rate by NCEs of 50% or less during the financial year.\n Source: `corporate-plans/2024-25.pdf`\n- The assessment scale for this target is:\n• achieved – at 30 June, Comcover’s special account balance can cover at least 3 years of\nforecasted cash outflow, as actuarially assessed.\n• partially achieved – at 30 June, Comcover’s special account balance can cover less than 3 years,\nbut greater than 2 years of forecasted cash outflow, as actuarially assessed.\n• not achieved – at 30 June, Comcover’s special account balance can cover 2 years or less of\nforecasted cash outflow, as actuarially assessed.\n Source: `corporate-plans/2024-25.pdf`\n- The assessment scale for targets 4.1.1 to 4.1.4 are:\n• achieved – result of 100%.\n• partially achieved – result of less than 100%, but 95% or greater.\n• not achieved – result of less than 95%.\n Source: `corporate-plans/2024-25.pdf`\n- The assessment scale for target 4.1.5 is:\n• achieved – average resolution time of client requests are less than 10 days.\n• partially achieved – average resolution time of client requests are 10 days or greater, but less\nthan 14 days.\n• not achieved – average resolution time of client requests are 14 days or greater.\n Source: `corporate-plans/2024-25.pdf`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $579, $10,703, $18, $64, $55, $11,366\nMillion | [Page 18]\nFinancial management\nFinance has a total departmental expense Finance has a total administered expense\nbudget of $579�8 million in 2021–22 budget of $10,703�1 million in 2021–22 and an\nincluding for functions delivered for whole-of- administered capital budget of $18�9 million�\ngovernment purposes and supported through\nSpecial Accounts� Finance’s departmental Further information regarding Finance’s budget\ncapital budget is $64�4 million | `corporate-plans/2021-22.pdf` |\n| $12,408.0 | Total expenditure 2022–23\ninformation management practices to enhance\npolicy outcomes and support evidence-based\nAdministered Departmental\ndecision-making at all levels� Our Data Strategy and\nCapital Budget Capital Budget\n2022 Action Plan set out the key initiatives that will\nsupport Finance in leveraging data as an enterprise 0.1 % 0.5 % Total expenditure\n2022–23\nto influence and enhance our advice to government,\nstrengthen our stewardship role, | `corporate-plans/2022-23.pdf` |\n| $11,666, $17, 8 million, 9 million | The Executive Board, supported by its\nFinance has a total administered expense subcommittees, has established and manages\nbudget of $11,666�8 million in 2022–23 and an an integrated business planning approach to set\nadministered capital budget of $17�9 million� departmental strategy and make decisions on\ndepartmental priorities and resourcing, aligned\nFurther information regarding Finance’s budget with Finance’s approach to managing risk�\nestimat | `corporate-plans/2022-23.pdf` |\n| $663, $59, $47, 4 million, 9 million, 8 million | Finance Governance Framework\nwill provide robust, secure, resilient, and agile\ntechnologies that are easier to consume; access\nto innovations from a broad range of commercial\nExecutive\nproviders; and enhanced inter-departmental People Subcommittee\nBoard\ncollaboration and knowledge sharing�\nMajor Investments\nSubcommittee\nFinancial management Secretary Risk Subcommittee\nFinance has a total departmental expense\nbudget of $663�4 million in 2022–23 in | `corporate-plans/2022-23.pdf` |\n\n## Key Achievements\n\n- 11�1�1 The following service standards are met or exceeded�\nClient contacts acknowledged within 24 hours and responded to\n95% 95% 95% 95%\nwithin agreed timeframes�\nPayments (including payroll) will be made within agreed timeframes� 95% 95% 95% 95%\nOffice establishment and relocation projects delivered in\n100% 100% 100% 100%\naccordance with the National Fit-out Standards�\nCOMCAR reservations will be completed without service failure� 99% 99% 99% 99%\nMethodology: Using established data sources, progress against Performance Indicators are measured and reported\nregularly to the Executive Board through the performance update progress report� Achievement of success is\nreported annually via the targets in the Annual Performance Statements and Outcome 3 of Finance’s PBS�\nPerformance measure 11.2: Improve administration of parliamentary work expenses\n Source: `corporate-plans/2021-22.pdf`\n- 11�1�1 The following service standards are met or exceeded�\n— C lient contacts acknowledged within 24 hours and\n95% 95% 95% 95%\nresponded to within agreed timeframes\n— P ayments (including payroll) will be made within\n95% 95% 95% 95%\nagreed timeframes\n— O ffice establishment and relocation projects delivered\n100% 100% 100% 100%\nin accordance with the National Fit-out Standards\n— C OMCAR reservations will be completed without\n99% 99% 99% 99%\nservice failure�\nMethodology: Using established data sources, progress against performance indicators are measured and reported\nregularly to the Executive Board through the performance update progress report.\n Source: `corporate-plans/2022-23.pdf`\n- [Page 21]\nPerformance\nFinance continues to strengthen the performance information we provide\nto the Parliament and the broader community� The 2021–22 Corporate Plan\nfeatures updates to the explanation of Finance’s performance framework that\nmore clearly links Finance’s purpose, functions and priority activities in the\nforward period�\nPerformance themes and framework\nPerformance themes\nThe performance framework provides performance information\non the key themes of our performance\npublic sector delivering effective\nadvising\nresourcing and services to, and\non expenditure\ntransformation for, government\nFinance’s responsibilities under each • goals for each performance measure to\nperformance theme are not mutually exclusive� assess achievements over time including\nCollaboration across functions remains a key performance targets where reasonably\n Source: `corporate-plans/2021-22.pdf`\n- Our key activities Our approach to\nperformance\nFor the period covered by our Corporate Plan,\nthe key activities that we undertake in order to\nachieve our purpose are as follows: We are committed to strengthening the\nperformance information provided to the\n• Provide policy advice on expenditure across parliament and the broader community� As\ncustodians of the PGPA Act (2013), we strive to\nall portfolios and deliver Budget updates,\nbe exemplars in practice with integrity embedded\ncash management and consolidated financial\nacross our operations�\nreporting (KA 1)\n• Manage frameworks and policies, and In 2023-24, we have focused on transforming\nprovide advice to support the proper use and our purpose statement and identifying six\nmanagement of public resources (KA 2) key activities that better reflect the breadth of\nFinance’s functions� Finance’s performance\n Source: `corporate-plans/2023-24.pdf`\n- All planned Digital ID program activities completed to    \nschedule�\nMethodology:\n5.1 - Count of registrations of requests for data that leads to sharing (case study), across the 2023-24 FY�\nEnd of year reporting thresholds are recorded as:\n• Fully achieved: 10 or more case studies recorded\n• Substantially achieved: 8-9 case studies recorded\n• Partially achieved: 6-7 case studies recorded\n• Not achieved: <5 case studies recorded\n5.2 - The Digital ID program and implementation schedule will be confirmed during Q1 2023-24 following the\nfunction’s transfer to the Department of Finance on 1 July 2023�\nEnd of year reporting thresholds are recorded as:\n• Fully achieved: 100% of Digital ID program activities are completed to schedule\n• Substantially achieved: 85% - 99% of planned Digital ID program activities are completed to schedule\n Source: `corporate-plans/2023-24.pdf`\n- 6�1�1\nContacts from parliamentarians and MOP(S) Act staff\nacknowledged within 24 hours and responded to within 95% 95% 95% 95%\nagreed timeframes\nPayments (including payroll) will be made within agreed\n95% 95% 95% 95%\ntimeframes\nProjects to establish and relocate permanent Electorate\nOffices for parliamentarians are delivered in accordance with 100% 100% 100% 100%\nFinance’s internal National Fit-out Standards\nCOMCAR reservations will be completed without service\n99% 99% 99% 99%\nfailure\nPerformance measure 6.2: Improve administration of parliamentary work expenses\nSustained usage of PEMS by parliamentarians and their staff and successful processing of claims in PEMS.\n Source: `corporate-plans/2023-24.pdf`\n- Measure 6.1 – Services meet client needs\n6.1.1 • Contacts from parliamentarians and MOP(S)\nAct staff acknowledged within 24 hours and 95% Removed.\nresponded to within agreed timeframes.\n• Payments (including payroll) will be made\n95% Amended.\nwithin agreed timeframes.\n• Projects to establish and relocate permanent\nElectorate Offices for parliamentarians\n100% Amended.\nare delivered in accordance with Finance’s\ninternal National Fit-out Standards.\n• COMCAR reservations will be completed\n99% Amended.\nwithout service failure.\n Source: `corporate-plans/2024-25.pdf`\n- The ESP Policy supports suppliers with training and resources.\n• Low Emission Vehicles: The APS exceeded its low emission vehicle (LEV) targets for\nthis period, with 76% of new passenger vehicle orders in 2024 25 being LEVs.\n• Buildings and Infrastructure: Progress continues towards making government buildings\n‑\nmore energy efficient, with new requirements for office space and electric vehicle\ncharging infrastructure being implemented.\n• Capability and Culture: There has been a strong focus on building capability across the\nAPS, including publication of 4 climate action courses on APSLearn, webinars, and the\nestablishment of the APS Chief Sustainability Officer Network with 43 members\nrepresenting Target entities.\n• Emission Reduction Plans: Eighty-seven percent of Target entities had developed\nlong term emission reduction plans, a significant increase from the previous year.\n Source: `strategies/Annual-Progress-Report-2024-25_V2.pdf`\n- The Government expects the Australian Public Service (APS) to deliver for all Australians by\nsetting clear goals and measuring progress towards their achievement� The Government\ntasked Finance with supporting the APS to do this by building evaluation capacity, expertise and\npractices across the APS�\nLeveraging the evaluation expertise present in many APS entities, Finance is developing a web-based\nevaluation toolkit of practical guidance and supporting resources to embed evaluation in everyday\nAPS practice, while ensuring the systematic evaluation of programs and policies in line with the\nCommonwealth Performance Framework� The Department is also working with key stakeholders to\nembed evaluation planning in new policy proposals and Regulation Impact Statements�\nThe evaluation toolkit will be launched in 2021–22 and is intended to provide staff new to\n Source: `corporate-plans/2021-22.pdf`\n- 9.1.1 Government and entities are satisfied with Finance’s\n   \nstewardship, policy advice, engagement and guidance on\nthe adoption of shared services�\n9�1�2 Decisions in relation to the Shared Services Program\nare implemented on the basis of whole-of-government\ninterests, including alignment with the digital agenda\nand policies�\n— F inance consults widely on shared services policy and\n   \ncontinued adoption of common corporate technology\nplatforms and standardised business processes�\n— S econd pass business cases for the adoption of\ncommon corporate technology platforms brought\n   \nforward by agencies are in alignment with the\nwhole-of-government first pass business case agreed\nby Government�\n9�1�3 Benchmarking data is available and provides valuable insight   \nBaseline\nfor decision-making�\n Source: `corporate-plans/2021-22.pdf`\n- [Page 18]\nFinancial management\nFinance has a total departmental expense Finance has a total administered expense\nbudget of $579�8 million in 2021–22 budget of $10,703�1 million in 2021–22 and an\nincluding for functions delivered for whole-of- administered capital budget of $18�9 million�\ngovernment purposes and supported through\nSpecial Accounts� Finance’s departmental Further information regarding Finance’s budget\ncapital budget is $64�4 million, of which estimates (departmental and administered),\n$55�2 million relates to projects in the Average Staffing Levels, and financial statements\nProperty Special Account� for the reporting period is set out in the Finance\nPBS 2021–22�\nFigure 4 Total expenditure 2021–22\nAdministered Departmental\nCapital Budget Capital Budget\n% %\n0.2 0.6\nTotal expenditure\n2021–22\n$11,366\nMillion\nAdministered Departmental\nExpenses Expenses\n% %\n94.1 5.1\n Source: `corporate-plans/2021-22.pdf`\n- [pages 21,22,23]\ntively, Finance’s performance themes\noverall progress�\nensure all activities contribute to achieving\nour purpose�\nFigure 7 outlines the relationship between\nFinance’s different levels of business planning\nFinance’s performance framework (pages\n(the purpose statement, key activities, and\n22 – 47) provides substantial detail on how we\nsignificant initiatives) and how the approach we\nmeasure progress in achieving our purpose\ntake is shaped by our values, guiding principles\nby identifying:\nand transformation commitments� This provides\na clear line of sight and informs internal business\n• key activities under each of the three\nplanning, resourcing and investment decisions�\nperformance themes\n• performance measures that reflect the\noutcomes these activities are intended\nto achieve\nPERFORMANCE 21\n Source: `corporate-plans/2021-22.pdf`\n\n## Key Issues, Risks, and Recommendations\n\n- 2�1, 2�2, 2�3, 2�4, 2�5, 2�6 and their sub-measures (where applicable) are stand-alone measures and not weighted\nwhen considering the overall performance of each measure� All measures need to be fully achieved for the\noverall assessment of 2�1, 2�2, 2�3, 2�4, 2�5, and 2�6 to be fully achieved, otherwise the lower rating will apply�\nMethodology:\n2.1.1 - Assessed through an entity survey (satisfaction target derived from a specific survey question – the\nnumber reference of which may change from survey to survey)� The survey is undertaken by a suitably\naccredited external research company� The design, methodology (sampling, collection, processing and analysis)\nof the survey is documented and available on the PGPA Communications Team SharePoint site�\n2.1.2 - Measured through monitoring all JCPAA Reports and Auditor-General ANAO reports tabled in Parliament\neach reporting period and:\n Source: `corporate-plans/2023-24.pdf`\n- [pages 23,24]\nmmentary and recommendations are analysed to identify trends and emerging issues that may require\nengagement with entities, adjustments to guidance or the provision of clarification through the PGPA\nNewsletters�\n2.2.1 - Measures through the number of outreach sessions, enquiries received through procurement advice\ninbox and AusTender helpdesk data�\n2.2.2 - AusTender application, database and infrastructure performance and availability statistics� End of year\nreporting thresholds are recorded as:\n• Fully achieved: AusTender platform and data was available to users 99�5 per cent or more of the time across\nthe entire reporting period�\n• Not achieved: AusTender platform and data was available to users < than 99�5 per cent of the time across\nthe entire reporting period�\nPERFORMANCE FRAMEWORK 23\n Source: `corporate-plans/2023-24.pdf`\n- Presentation of target results\n1.2.1 –\n• achieved – the Auditor-General issues an unmodified audit report on the Consolidated Financial\nStatements.\n• partially achieved – not applicable.\n• not achieved – the Auditor-General does not issue an unmodified audit report on the\nConsolidated Financial Statements.\n Source: `corporate-plans/2025-26.pdf`\n- [Page 9]\nEnvironment\nOver the period of this Plan, Finance will apply the ethical behaviour, digital literacy, data analytics and\nlessons from recent challenges to improve the way financial and policy analysis will position Finance to\nwe deliver on our transformation commitments and meet expectations now and into the future�\nencourage innovation, while managing the risks of\nrapid change� Table 1 sets out the environmental The strong relationships we have formed with\nfactors that may affect Finance’s ability to achieve Commonwealth entities and counterparts in other\nits purpose across our three performance themes� jurisdictions and overseas support our approach to\nimproving whole-of-government services, through\nFinance strives to be an exemplar in promoting stronger delivery relationships and advances in\n Source: `corporate-plans/2021-22.pdf`\n- [Page 11]\nFigure 2 – Our approach to managing risk\nPurpose\nerutluC\nGovernance\nand\nassurance\nValues and behaviours\nStrategic focus\nIntegrated Making\nPeople Stewardship Business Business\nPlanning Better\nEnterprise Risk Management Framework\nRisk management policy\n(Accountable Authority Instructions)\nRisk appetite Strategic risk\nFinance’s Executive Board, chaired by the Secretary, Finance’s risk governance in 2021–22 will continue\nhas overarching responsibility for the Framework� to support this clear line of sight� In addition\nThe Chief Risk Officer, a central risk oversight team, to the ongoing governance role of the Risk\nthe Risk Subcommittee, and the Audit Committee Subcommittee, the membership and Terms of\nsupport the Executive Board in reviewing and Reference of the Risk Engagement Group will be\n Source: `corporate-plans/2021-22.pdf`\n- [Page 33]\nEnhance the Governance Framework for GBEs\nThe Commonwealth Government Business Enterprises – Governance and Oversight Guidelines\n(GBE Guidelines) are the primary policy document which outlines the Australian Government’s\nexpectations of GBEs�\nThese apply to Corporate Commonwealth entities or wholly-owned Commonwealth companies�\nThey supplement those provisions of the Public Governance, Performance and Accountability Act\n2013 (PGPA Act) and the Public Governance, Performance and Accountability Rule 2014 (PGPA\nRule) which apply to GBEs�\nIn response to a number of developments in contemporary corporate governance practices\nrelevant to GBEs, Finance will undertake a review of the GBE Guidelines in consultation with\nrelevant stakeholders including shareholder Ministers�\nThe review will seek to ensure the GBE Guidelines continue to represent a framework which is\n Source: `corporate-plans/2021-22.pdf`\n- [Page 8]\nTable 1: Environmental factors 2022–23 to 2025–26\nEnvironmental Factors Controls\nAdvising on expenditure\nGlobal and domestic uncertainty and Finance is continuing its investments to support rapid and\nvolatility, requiring budget and policy evidence-based budget and policy responses, including\nresponses and decision-making to occur in a enhancements to systems, data analysis, our workforce, and\ndynamic and rapidly changing environment� process automation� Finance will enable Commonwealth\nentities to access their appropriations on a near real-time\nOngoing pressure to: balance short-, basis, increasing government efficiency and reducing business\nmedium- and long-term fiscal and policy continuity risk for Commonwealth cash management�\nobjectives; manage issues influencing\nFinance will collaborate closely with entities to review budget\nAustralia’s social, economic and\n Source: `corporate-plans/2022-23.pdf`\n- Use of common devices has made\nfor a more agile environment and supported integrated business\nthe successful transition to flexible working\narrangements, including in response to planning\nCOVID-19� Finance’s GovTEAMS platform and\nvideoconferencing functionality enables staff, Finance’s governance framework promotes\nand the APS more broadly, to continue to work the principles of good governance and\neffectively in connected and engaged teams supports transparent performance in line\nwhen working remotely� with government and departmental priorities�\nFinance’s governance framework is supported\nOur 2022–2025 ICT Strategy will deliver cost\nby a centralised secretariat function� This helps\nsavings and greater flexibility in our work practices,\nensure decision-making on key issues is\noperations, and storage requirements� The Finance\nconsistent across Finance, aligned with priorities\n Source: `corporate-plans/2022-23.pdf`\n- Finance Governance Framework\nwill provide robust, secure, resilient, and agile\ntechnologies that are easier to consume; access\nto innovations from a broad range of commercial\nExecutive\nproviders; and enhanced inter-departmental People Subcommittee\nBoard\ncollaboration and knowledge sharing�\nMajor Investments\nSubcommittee\nFinancial management Secretary Risk Subcommittee\nFinance has a total departmental expense\nbudget of $663�4 million in 2022–23 including Audit Financial Reporting\nfor functions delivered for whole-of-government Committee Subcommittee\npurposes and supported through Special\nAccounts� Finance’s departmental capital budget Performance Reporting\nis $59�9 million, of which $47�8 million relates to Subcommittee\nprojects in the Property Special Account.\n Source: `corporate-plans/2022-23.pdf`\n- This is a composite performance measure comprising 3 sub-measures (1�1�1; 1�1�2; and 1�1�3)�\nEnd-of-year reporting thresholds are recorded as:\nFully achieved: Overall rating across the 3 sub-measures is 100%\nSubstantially achieved: Overall rating across the 3 sub-measures is 90-99%\nPartially achieved: Overall rating across the 3 sub-measures is 80-89%\nNot achieved: Overall rating across the 3 sub-measures is less than 80%.\n Source: `corporate-plans/2022-23.pdf`\n- [pages 21,22,23]\nyear reporting thresholds are recorded as:\nFully achieved: Overall rating across the 3 sub-measures is 100%\nSubstantially achieved: Overall rating across the 3 sub-measures is 90-99%\nPartially achieved: Overall rating across the 3 sub-measures is 80-89%\nNot achieved: Overall rating across the 3 sub-measures is less than 80%.\n Source: `corporate-plans/2022-23.pdf`\n- 5�1�1 Comcover reviews and publishes an annual statement of cover\nthat consistently applies to fund members� The Comcover    \nFund has adequate reserves to meet at least 3 years of\nactuarially assessed ordinary claim payments�\n5�1�2 A ctuarial assessments are undertaken (at least 4 per year),\nwith consideration of claims history and the risk profile of fund    \nmembers, to inform the setting of annual member premiums\nand to prudently manage the fund�\n5�1�3 The Comcover Fund has adequate reserves to meet at least 3    \nyears of actuarially assessed ordinary claim payments�\nMethodology: The annual statement of cover is issued each financial year and is subject to an annual review\nprocess that involves the consideration of issues and claims� Comcover’s appointed actuary establishes a\n Source: `corporate-plans/2022-23.pdf`\n- This is a composite performance measure comprising 3 sub-measures (9�1�1; 9�1�2; and 9�1�3)�\nEnd-of-year reporting thresholds are recorded as:\nFully achieved: Overall rating across the 3 sub-measures is 100%\nSubstantially achieved: Overall rating across the 3 sub-measures is 75-99%\nPartially achieved: Overall rating across the 3 sub-measures is 50-74%\nNot achieved: Overall rating across the 3 sub-measures is less than 50%\nData sources used: Finance administrative data�\nPERFORMANCE 38\n Source: `corporate-plans/2022-23.pdf`\n- This is a composite performance measure comprising 3 sub-measures (9�2�1; 9�2�2; and 9�2�3)�\nEnd-of-year reporting thresholds are recorded as:\nFully achieved: Overall rating across the 3 sub-measures is 100%\nSubstantially achieved: Overall rating across the 3 sub-measures is 75-99%\nPartially achieved: Overall rating across the 3 sub-measures is 50-74%\nNot achieved: Overall rating across the 3 sub-measures is less than 50%\nData sources used:\n9�2�1 Volumetric data direct from Enterprise Resource Management system\n9�2�2 The Memorandum of Understanding in place with each client outlining the services they consumed\n9.2.3 Finance project status reports and GovERP Program reporting and governance forum minutes.\n Source: `corporate-plans/2022-23.pdf`\n\n## Corporate Values and Operating Culture\n\n- This Corporate Plan – Reform agenda� At Finance, we have a strong\nfor the reporting period 2023-24 to 2026-27 – commitment to integrity, investing heavily over\nsets out how we will direct our efforts to achieve recent years in strengthening our integrity culture\nour purpose and deliver on the Government’s and supporting all staff to share responsibility\npriorities� to foster accountability and ethical behaviour\nacross the department�\nIn the year ahead we will maintain a strong focus\nI look forward to the challenging work of the next\non supporting the Government to safeguard\nseveral years and am pleased to present our\nAustralia’s economic prosperity and social\nCorporate Plan�\noutcomes, while our nation faces a range\nof ongoing economic, security and broader As the accountable authority, I am pleased to\n Source: `corporate-plans/2023-24.pdf`\n- We expect,\nempower and support our people to act with honesty, transparency and\naccountability at all times and all levels\nOur Integrity Framework brings together key Staff are supported with access to skills\npolicies and procedures, as well as learning and development and training which strengthens our\ndevelopment programs� It sets out key elements culture of integrity and transparency, reinforces\nand expectations as they relate to integrity in the the importance of ethical leadership and\ndepartment� behaviours, and provides a strong focus on the\nvalues of professionalism and a commitment to\ndelivering quality work�\nCAPABILITY AND ENABLERS 15\n Source: `corporate-plans/2023-24.pdf`\n- In line\nwith our purpose, our priorities in 2025–26 and beyond include:\n• supporting the delivery of the Budget (including the Government’s Fiscal Strategy), key economic\nupdates and providing the provision of advice on all areas of expenditure and non-taxation\nrevenue\n• supporting Commonwealth entities and companies to meet the requirements and policy intent\nof the Resource Management Framework, including in relation to the Public Governance,\nPerformance and Accountability Act 2013 (PGPA Act)\n• supporting the development of capability across the APS in key areas including AI, procurement,\nregulation, performance, accounting and finance\n• enhancing the integrity and transparency of the Commonwealth’s procurement and grants\nframeworks through collaboration with Commonwealth entities, the private sector and\nnon-government organisations\n Source: `corporate-plans/2025-26.pdf`\n- [Page 3]\nContents\nExecutive foreword 4\nPurpose and key activities 5\nKey activity 1 – Budget and financial management 6\nKey activity 2 – Resource management frameworks 6\nKey activity 3 – Commercial interests 6\nKey activity 4 – Enabling service delivery 7\nKey activity 5 – Data and digital strategy 7\nKey activity 6 – Ministerial and parliamentary services 7\nIn focus – the years ahead 8\nOperating environment 9\nEconomic and geopolitical challenges 9\nEmbedding the transition to net zero 10\nTrust and integrity 10\nData and digital technologies 11\nRisk oversight and management 13\nApproach to risk management 14\nRisk environment 14\nCapability and enablers 15\nGovernance 15\nStewardship in Finance 16\nValues 16\nPeople capability 16\nStrategic commissioning framework 17\nICT capability 17\nData capability 18\nPerformance 21\nOverview of the performance framework 21\nContinuous improvement 22\n Source: `corporate-plans/2025-26.pdf`\n- Finance’s leadership values Business Optimisation\nFinance’s business optimisation function uses\nthe latest available technology to provide fit-for-\npurpose digital solutions to all business areas\nAct with Be part of Act with Be part of\nintegrity the solution integrity the solution by automating and streamlining tasks, releasing\ncapacity for staff to focus on key value-add\nservices� The key focus moving forward will\ncontinue to be on robotic process automation,\nworkflows and reporting, building on the successful\ndeployment of digital workers and reporting\nCollaborate, Develop self, Collaborate, Develop self, automations, which combined have returned\ninnovate develop others innovate develop others 19,000 hours to the Department, enabling staff to\nfocus on data analysis and business improvement�\nProcess automation and business process\nimprovement build resilience by maturing Finance’s\n Source: `corporate-plans/2022-23.pdf`\n- Staff are supported to access skills leverage our data as an enterprise to influence and\ndevelopment and training to strengthen a culture enhance our advice to government, strengthen our\nof integrity and transparency and ensure a strong stewardship role, and improve service delivery.”\nfocus on the values of professionalism and a\ncommitment to delivering quality work�\nFigure 4.\n Source: `corporate-plans/2022-23.pdf`\n- In\nby current and future ICT strategies and 2021–22, our focus on integrity will continue,\ncommitment to innovative practices right across with improvements in procurement practices and\nthe business� We continue to play a leadership embedding shared values and behaviours in the\nrole in shared services transformation for the way we work� These changes demonstrate our\npublic sector, bringing together the capabilities commitment to continuous improvement and\nrequired to support corporate service functions serve as a reminder that we all have a part to play\nthrough the GovERP technology platform, in achieving assurance and integrity�\nand working closely with Services Australia\nin progressing this significant reform.\n Source: `corporate-plans/2021-22.pdf`\n- [Page 9]\nEnvironment\nOver the period of this Plan, Finance will apply the ethical behaviour, digital literacy, data analytics and\nlessons from recent challenges to improve the way financial and policy analysis will position Finance to\nwe deliver on our transformation commitments and meet expectations now and into the future�\nencourage innovation, while managing the risks of\nrapid change� Table 1 sets out the environmental The strong relationships we have formed with\nfactors that may affect Finance’s ability to achieve Commonwealth entities and counterparts in other\nits purpose across our three performance themes� jurisdictions and overseas support our approach to\nimproving whole-of-government services, through\nFinance strives to be an exemplar in promoting stronger delivery relationships and advances in\n Source: `corporate-plans/2021-22.pdf`\n\n## Global Ideas and Case Study Inputs\n\nGlobal source texts are available for later idea synthesis:\n- `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- `global-intelligence/source-text/association-worldbank.org-public-financial-management.txt`\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt`\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`\n\n## Source Artifacts Used\n\n- `corporate-plans/2021-22.pdf` - corporate-plans - local file\n- `corporate-plans/2022-23.pdf` - corporate-plans - local file\n- `corporate-plans/2023-24.pdf` - corporate-plans - local file\n- `corporate-plans/2024-25.pdf` - corporate-plans - local file\n- `corporate-plans/2025-26.pdf` - corporate-plans - local file\n- `strategies/2022-23-Net-Zero-in-Government-Operations-Annual-Progress-Report_0.pdf` - strategies - local file\n- `strategies/APS_Net_Zero_Roadmap-Dec-2024.pdf` - strategies - local file\n- `strategies/Annual-Progress-Report-2024-25_V2.pdf` - strategies - local file\n- `strategies/Net_Zero_Government_Operations_Strategy.pdf` - strategies - local file\n- `strategies/Regulatory-Policy-Practice-and-Performance-Framework.pdf` - strategies - local file\n- `strategies/department-of-finance-heritage-strategy-2021-24.pdf` - strategies - local file\n- `strategies/emissions-reporting-framework-2025-26.pdf` - strategies - local file\n- `strategies/emissions-reporting-framework.pdf` - strategies - local file\n- `strategies/net-zero-in-government-operations-annual-progress-report-2023-24.pdf` - strategies - local file\n- `pages/about.html` - pages - https://www.finance.wa.gov.au/about-website\n- `pages/announcements-index.html` - pages - https://www.finance.wa.gov.au/government/announcements\n- `pages/announcements-index__00.html` - pages - https://www.finance.wa.gov.au/government/announcements\n- `pages/announcements-index__01.html` - pages - https://www.finance.wa.gov.au/government/media-statements\n- `pages/announcements-index__02.html` - pages - https://www.finance.wa.gov.au/government/announcements/builder-appointed-family-and-domestic-violence-refuge-redevelopment\n- `pages/announcements-index__03.html` - pages - https://www.finance.wa.gov.au/government/announcements/east-perth-common-ground-celebrates-official-opening\n- `pages/announcements-index__04.html` - pages - https://www.finance.wa.gov.au/government/announcements/geraldtons-aboriginal-short-stay-open-guests-0\n- `pages/announcements-index__05.html` - pages - https://www.finance.wa.gov.au/government/announcements/perth-aboriginal-short-stay-artists-announced\n- `pages/announcements-index__06.html` - pages - https://www.finance.wa.gov.au/government/announcements?organisation=Department%20of%20Housing%20and%20Works\n- `pages/annual-reports-index.html` - pages - https://www.finance.gov.au/publications/annual-report\n- `pages/contact.html` - pages - https://www.finance.wa.gov.au/contact-us\n- `pages/corporate-plans-index.html` - pages - https://www.finance.gov.au/publications/corporate-plan\n- `pages/homepage.html` - pages - https://www.finance.wa.gov.au/\n- `pages/ministers.html` - pages - https://www.finance.wa.gov.au/government/premier-and-cabinet-ministers\n- `pages/publications-index.html` - pages - https://www.finance.wa.gov.au/government/publications\n- `pages/structure.html` - pages - https://www.finance.wa.gov.au/organisation/department-of-housing-and-works/accessing-interpreting-services\n- `global-intelligence/source-text/association-worldbank.org-governance.txt` - global-intelligence - local file\n- `global-intelligence/source-text/association-worldbank.org-public-financial-management.txt` - global-intelligence - local file\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt` - global-intelligence - local file\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt` - global-intelligence - local file\n- `other-pdfs/Comcover-Statement-of-Cover-2022-23--28Expired-29.pdf` - other-pdfs - local file\n- `other-pdfs/Fund_Member_Circular_No1.pdf` - other-pdfs - local file\n- `other-pdfs/Fund_Member_Circular_No2_0.pdf` - other-pdfs - local file\n- `other-pdfs/comcover-statement-of-cover-2024-25-expired.pdf` - other-pdfs - local file\n- `other-pdfs/comcover_statement_of_cover_2023-24_expired.pdf` - other-pdfs - local file\n\n## Gaps To Fix\n\n- No annual report text source found.", "legislation_md": "# Department of Finance — Legislation Administered\n\n**Generated**: 2026-05-13T03:31:49+00:00\n**Source**: LLM extraction (nova-micro) from latest annual report and corporate plan\n**Tokens**: 6,915 in / 463 out · cost: $0.00031\n\n> Acts and instruments this entity administers or has primary responsibility for.\n> Excludes generic gov-wide compliance Acts (PGPA, Public Service Act, FOI, Privacy, etc.).\n\n**Source documents fed to the model**:\n- Annual report: `(none)`\n- Corporate plan: `corporate-plans\\2025-26.txt`\n\n## 5 laws administered\n\n| Title | Year | Type | What this entity does under it |\n|---|---|---|---|\n| [Budget Administration Act](https://www.legislation.gov.au/search?query=Budget%20Administration%20Act%201978) | 1978 | Act | Provides advice and oversight on budget and financial management. |\n| [Public Governance, Performance and Accountability Act](https://www.legislation.gov.au/search?query=Public%20Governance%2C%20Performance%20and%20Accountability%20Act%202013) | 2013 | Act | Oversees resource management frameworks and policies. |\n| [Commonwealth Procurement Rules](https://www.legislation.gov.au/search?query=Commonwealth%20Procurement%20Rules%202016) | 2016 | Regulation | Manages procurement frameworks and policies. |\n| [Data Availability and Transparency Act](https://www.legislation.gov.au/search?query=Data%20Availability%20and%20Transparency%20Act%202022) | 2022 | Act | Regulates data availability and transparency. |\n| [Digital Identity Act](https://www.legislation.gov.au/search?query=Digital%20Identity%20Act%202024) | 2024 | Act | Supports the implementation of Australia’s Digital ID System. |", "global_initiatives_md": "# Department of Finance — Global Initiatives Catalogue\n\n## Focus areas\n- Budget and financial management\n- Resource management frameworks\n- Commercial interests\n- Enabling service delivery\n- Data and digital strategy\n- Ministerial and parliamentary services\n\n## Budget and financial management\n\n### International Monetary Fund (IMF) Fiscal Monitor\n**Jurisdiction**: International\n**Run by**: International Monetary Fund\n**Year**: Established 1989\n**Status**: Active\n**What it does (2–3 sentences)**: The IMF Fiscal Monitor provides in-depth analysis of global fiscal developments and policy challenges, offering insights into fiscal policy trends and economic stability.\n**Why it matters to Australia (1–2 sentences)**: This initiative provides comprehensive global fiscal policy insights that can inform Australia’s budgetary and financial management strategies.\n**Find more**: [IMF Fiscal Monitor](https://www.google.com/search?q=IMF+Fiscal+Monitor)\n\n### UK Government’s Spending Review\n**Jurisdiction**: UK\n**Run by**: HM Treasury\n**Year**: Established 1998\n**Status**: Active\n**What it does (2–3 sentences)**: The UK Spending Review outlines the government’s long-term fiscal strategy, detailing planned spending priorities and resource allocation.\n**Why it matters to Australia (1–2 sentences)**: It offers a model for comprehensive fiscal planning and resource allocation, which can be adapted to Australia’s budgetary processes.\n**Find more**: [UK Spending Review](https://www.google.com/search?q=UK+Spending+Review)\n\n### Canada’s Economic and Fiscal Update\n**Jurisdiction**: Canada\n**Run by**: Department of Finance Canada\n**Year**: Established 2000\n**Status**: Active\n**What it does (2–3 sentences)**: This report provides an update on the Canadian economy and fiscal policy, including economic forecasts, fiscal outlook, and policy measures.\n**Why it matters to Australia (1–2 sentences)**: It offers insights into fiscal policy and economic management, which can inform Australia’s economic and fiscal strategies.\n**Find more**: [Canada’s Economic and Fiscal Update](https://www.google.com/search?q=Canada%27s+Economic+and+Fiscal+Update)\n\n## Resource management frameworks\n\n### New Zealand’s Public Governance Act 2020\n**Jurisdiction**: New Zealand\n**Run by**: Office of the Prime Minister’s Chief Executive\n**Year**: Established 2020\n**Status**: Active\n**What it does (2–3 sentences)**: The Act sets out the framework for public governance in New Zealand, including procurement, performance, and accountability standards.\n**Why it matters to Australia (1–2 sentences)**: It provides a modern framework for public governance that Australia can consider adopting to enhance its resource management frameworks.\n**Find more**: [New Zealand’s Public Governance Act 2020](https://www.google.com/search?q=New+Zealand%27s+Public+Governance+Act+2020)\n\n### EU’s Public Procurement Directives\n**Jurisdiction**: European Union\n**Run by**: European Commission\n**Year**: Established 1993, continually updated\n**Status**: Active\n**What it does (2–3 sentences)**: These directives regulate public procurement across EU member states, ensuring transparency, fairness, and competition.\n**Why it matters to Australia (1–2 sentences)**: They offer a comprehensive approach to procurement that could enhance Australia’s procurement frameworks.\n**Find more**: [EU Public Procurement Directives](https://www.google.com/search?q=EU+Public+Procurement+Directives)\n\n### Singapore’s Public Service Commission (PSC) Guidelines\n**Jurisdiction**: Singapore\n**Run by**: Public Service Commission\n**Year**: Established 1978\n**Status**: Active\n**What it does (2–3 sentences)**: The PSC provides guidelines for procurement, performance, and grants management in the public sector, promoting efficiency and accountability.\n**Why it matters to Australia (1–2 sentences)**: These guidelines offer best practices in public service management that Australia can adopt to improve its resource management frameworks.\n**Find more**: [Singapore PSC Guidelines](https://www.google.com/search?q=Singapore+PSC+Guidelines)\n\n## Commercial interests\n\n### US Federal Acquisition Regulation (FAR)\n**Jurisdiction**: USA\n**Run by**: General Services Administration (GSA)\n**Year**: Established 1984\n**Status**: Active\n**What it does (2–3 sentences)**: The FAR provides the basic policies and procedures for federal procurement, ensuring fair, equitable, and competitive acquisition processes.\n**Why it matters to Australia (1–2 sentences)**: It offers a comprehensive framework for procurement that Australia can adapt to enhance its commercial interests.\n**Find more**: [US Federal Acquisition Regulation](https://www.google.com/search?q=US+Federal+Acquisition+Regulation)\n\n### Australia’s Defence Procurement Policy\n**Jurisdiction**: Australia\n**Run by**: Department of Defence\n**Year**: Established 2018\n**Status**: Active\n**What it does (2–3 sentences)**: This policy outlines the framework for procurement within the Australian Defence Force, focusing on capability, innovation, and efficiency.\n**Why it matters to Australia (1–2 sentences)**: It provides a model for procurement policy that other sectors in Australia can learn from and adapt.\n**Find more**: [Australia’s Defence Procurement Policy](https://www.google.com/search?q=Australia%27s+Defence+Procurement+Policy)\n\n### UK Government’s Defence Procurement Policy\n**Jurisdiction**: UK\n**Run by**: Ministry of Defence\n**Year**: Established 2015\n**Status**: Active\n**What it does (2–3 sentences)**: This policy sets out the principles and practices for defence procurement in the UK, emphasizing capability, innovation, and efficiency.\n**Why it matters to Australia (1–2 sentences)**: It offers insights into defence procurement that Australia can consider for its own procurement frameworks.\n**Find more**: [UK Defence Procurement Policy](https://www.google.com/search?q=UK+Defence+Procurement+Policy)\n\n## Enabling service delivery\n\n### US Government’s Federal Enterprise Architecture (FEA)\n**Jurisdiction**: USA\n**Run by**: General Services Administration (GSA)\n**Year**: Established 2003\n**Status**: Active\n**What it does (2–3 sentences)**: The FEA provides a framework for aligning IT systems and services across federal agencies to support mission-critical operations.\n**Why it matters to Australia (1–2 sentences)**: It offers a model for integrated ICT services that Australia can adopt to enhance its enabling service delivery.\n**Find more**: [US Federal Enterprise Architecture](https://www.google.com/search?q=US+Federal+Enterprise+Architecture)\n\n### Canada’s Government of Canada Enterprise Architecture\n**Jurisdiction**: Canada\n**Run by**: Treasury Board Secretariat\n**Year**: Established 2006\n**Status**: Active\n**What it does (2–3 sentences)**: This architecture provides a framework for aligning IT systems and services across Canadian government agencies to support efficient operations.\n**Why it matters to Australia (1–2 sentences)**: It offers a model for integrated ICT services that Australia can consider adopting to enhance its enabling service delivery.\n**Find more**: [Canada’s Government of Canada Enterprise Architecture](https://www.google.com/search?q=Canada%27s+Government+of+Canada+Enterprise+Architecture)\n\n### Singapore’s Integrated Government ICT Strategy\n**Jurisdiction**: Singapore\n**Run by**: Ministry of Communications and Information\n**Year**: Established 2015\n**Status**: Active\n**What it does (2–3 sentences)**: This strategy outlines the framework for aligning ICT systems and services across Singapore’s government agencies to support efficient operations.\n**Why it matters to Australia (1–2 sentences)**: It offers a model for integrated ICT services that Australia can adopt to enhance its enabling service delivery.\n**Find more**: [Singapore’s Integrated Government ICT Strategy](https://www.google.com/search?q=Singapore%27s+Integrated+Government+ICT+Strategy)\n\n## Data and digital strategy\n\n### EU’s Digital Single Market Strategy\n**Jurisdiction**: European Union\n**Run by**: European Commission\n**Year**: Established 2016\n**Status**: Active\n**What it does (2–3 sentences)**: This strategy aims to create a cohesive digital market across EU member states, promoting digital innovation, data sharing, and digital infrastructure.\n**Why it matters to Australia (1–2 sentences)**: It provides a model for digital transformation that Australia can adopt to enhance its data and digital strategy.\n**Find more**: [EU Digital Single Market Strategy](https://www.google.com/search?q=EU+Digital+Single+Market+Strategy)\n\n### UK’s National Data Strategy\n**Jurisdiction**: UK\n**Run by**: Department for Digital, Culture, Media and Sport\n**Year**: Established 2020\n**Status**: Active\n**What it does (2–3 sentences)**: This strategy outlines the UK’s approach to leveraging data for economic growth, public service improvement, and innovation.\n**Why it matters to Australia (1–2 sentences)**: It offers a comprehensive approach to data strategy that Australia can consider adopting to enhance its digital transformation.\n**Find more**: [UK National Data Strategy](https://www.google.com/search?q=UK+National+Data+Strategy)\n\n### Singapore’s Smart Nation Initiative\n**Jurisdiction**: Singapore\n**Run by**: Smart Nation Steering Committee\n**Year**: Established 2014\n**Status**: Active\n**What it does (2–3 sentences)**: This initiative aims to transform Singapore into a smart, connected, and innovative nation through the use of technology and data.\n**Why it matters to Australia (1–2 sentences)**: It provides a model for smart nation initiatives that Australia can adopt to enhance its data and digital strategy.\n**Find more**: [Singapore’s Smart Nation Initiative](https://www.google.com/search?q=Singapore%27s+Smart+Nation+Initiative)\n\n## Ministerial and parliamentary services\n\n### US Capitol Police\n**Jurisdiction**: USA\n**Run by**: US Capitol Police\n**Year**: Established 1828\n**Status**: Active\n**What it does (2–3 sentences)**: The US Capitol Police provides security services for the US Congress, ensuring the safety of members and visitors to the Capitol complex.\n**Why it matters to Australia (1–2 sentences)**: It offers a model for parliamentary security services that Australia can consider adopting to enhance its own services.\n**Find more**: [US Capitol Police](https://www.google.com/search?q=US+Capitol+Police)\n\n### UK’s Parliamentary Security Services\n**Jurisdiction**: UK\n**Run by**: Parliamentary Security Services\n**Year**: Established 2017\n**Status**: Active\n**What it does (2–3 sentences)**: This service provides security for the UK Parliament, ensuring the safety of members and visitors to the Parliament buildings.\n**Why it matters to Australia (1–2 sentences)**: It offers a model for parliamentary security services that Australia can consider adopting to enhance its own services.\n**Find more**: [UK Parliamentary Security Services](https://www.google.com/search?q=UK+Parliamentary+Security+Services)\n\n### Canada’s Parliamentary Protective Service\n**Jurisdiction**: Canada\n**Run by**: Parliamentary Protective Service\n**Year**: Established 1998\n**Status**: Active\n**What it does (2–3 sentences)**: This service provides security for the Canadian Parliament, ensuring the safety of members and visitors to the Parliament buildings.\n**Why it matters to Australia (1–2 sentences)**: It offers a model for parliamentary security services that Australia can consider adopting to enhance its own services.\n**Find more**: [Canada’s Parliamentary Protective Service](https://www.google.com/search?q=Canada%27s+Parliamentary+Protective+Service)\n\n*Note: These initiatives are LLM-knowledge claims, not scraped sources — verify before citing publicly.*", "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": null, "vision_source_page": null, "purposes": "provide high quality advice, frameworks and services to achieve value in the management of public resources for the benefit of all Australians", "purposes_source_page": 5, "how_we_deliver": null, "how_we_deliver_source_page": null, "government_priorities": [ { "text": "supporting the delivery of the Budget (including the Government’s Fiscal Strategy), key economic updates and providing the provision of advice on all areas of expenditure and non-taxation revenue", "source_page": 8 }, { "text": "supporting Commonwealth entities and companies to meet the requirements and policy intent of the Resource Management Framework, including in relation to the Public Governance, Performance and Accountability Act 2013 (PGPA Act)", "source_page": 8 }, { "text": "supporting the development of capability across the APS in key areas including AI, procurement, regulation, performance, accounting and finance", "source_page": 8 }, { "text": "enhancing the integrity and transparency of the Commonwealth’s procurement and grants frameworks through collaboration with Commonwealth entities, the private sector and non-government organisations", "source_page": 8 }, { "text": "progressing the government’s commitment to reduce Australian Public Service (APS) emissions to net zero by 2030", "source_page": 8 }, { "text": "leading the development of the National Security Office Precinct, which will provide a permanent solution to the critical accommodation and capability requirements of several national security and other Commonwealth agencies", "source_page": 8 }, { "text": "implementing the Data and Digital Government Strategy, including through enhancing the use of data across government to improve policy advice and broadening adoption of the economy-wide Digital ID system", "source_page": 8 }, { "text": "delivering quality and efficient ICT services to the Commonwealth and shared services to our client agencies", "source_page": 8 }, { "text": "progressing regulatory reforms to boost productivity, improve and support regulator performance and drive modern, fit-for-purpose regulation in a digital age", "source_page": 8 }, { "text": "working with portfolio entities to deliver a range of quality and timely services for parliamentarians and their staff", "source_page": 8 } ], "outcomes": [ { "name": "Outcome 1: Budget and financial management", "description": "We provide high-quality advice to support the effective and efficient use of public resources. We do this through the provision of advice, information and costings of expenditure proposals, the preparation of Budget papers and appropriation bills, and engagement in Cabinet processes.", "key_activities": [ "advice, information and costings of expenditure proposals", "preparation of Budget papers and appropriation bills", "engagement in Cabinet processes" ], "source_page": 6 }, { "name": "Outcome 2: Resource management frameworks", "description": "We support the Government’s priorities and promote effective public sector practice through our oversight of resource management frameworks and policies. 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[CP p.8]", "source": "corporate-plans/2025-26.pdf", "implementation_steps": [ "Conduct a comprehensive audit of current budget processing workflows", "Identify and eliminate bottlenecks and redundant steps", "Develop and implement a new digital budget processing system", "Train staff on the new system and monitor its performance" ], "risks_to_manage": [ "Resistance to change from staff", "Initial system integration issues", "Data migration risks" ] }, { "id": "data-transparency", "category": "Data & Performance", "title": "Increase Data Transparency", "scale": "Medium", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Public and stakeholders", "description": "Launch a public dashboard to provide real-time updates on financial data and performance metrics.", "evidence_quote": "'Support the wider availability and use of government data and promote digital transformation.' [CP p.7]", "source": "corporate-plans/2025-26.pdf", "implementation_steps": [ "Identify key financial and performance metrics to be displayed", "Develop a secure, user-friendly public dashboard", "Integrate the dashboard with existing data sources", "Launch and promote the dashboard to the public" ], "risks_to_manage": [ "Data security concerns", "Technical integration issues", "Public acceptance and usage" ] }, { "id": "procurement-reform", "category": "Procurement & Delivery", "title": "Procure with Integrity Reform", "scale": "Large", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Public sector", "description": "Adopt a procurement reform initiative to enhance transparency, accountability, and efficiency in procurement processes.", "evidence_quote": "'Enhancing the integrity and transparency of the Commonwealth’s procurement and grants frameworks.' [CP p.8]", "source": "corporate-plans/2025-26.pdf", "implementation_steps": [ "Conduct a thorough review of current procurement processes", "Develop a new procurement policy framework", "Implement training programs for procurement staff", "Monitor and evaluate the new procurement processes" ], "risks_to_manage": [ "Resistance to policy changes", "Initial training and implementation costs", "Potential disruption to ongoing procurement activities" ] }, { "id": "parliamentary-expenses-automation", "category": "Ministerial and Parliamentary Services", "title": "Automate Parliamentary Expenses", "scale": "Medium", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Parliamentarians and staff", "description": "Automate the management and reporting of parliamentary expenses to reduce administrative burden and errors.", "evidence_quote": "'Developing policy and providing strategic advice on parliamentarians’ work expenses and service delivery.' [CP p.7]", "source": "corporate-plans/2025-26.pdf", "implementation_steps": [ "Identify key areas for automation in expense management", "Develop and implement an automated expense reporting system", "Train staff on the new system", "Monitor and refine the system based on feedback" ], "risks_to_manage": [ "Initial resistance to new technology", "System integration issues", "Data accuracy concerns" ] }, { "id": "digital-id-adoption", "category": "Data & Performance", "title": "Boost Digital ID Adoption", "scale": "Large", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Public and government services", "description": "Intensify efforts to promote and facilitate the adoption of the Digital ID system across government services.", "evidence_quote": "'Implementing the Data and Digital Government Strategy, including enhancing the use of data across government.' [CP p.8]", "source": "corporate-plans/2025-26.pdf", "implementation_steps": [ "Launch a public awareness campaign to promote Digital ID", "Provide incentives for early adopters", "Integrate Digital ID into key government services", "Monitor and report on adoption rates and public feedback" ], "risks_to_manage": [ "Public privacy concerns", "Technical integration challenges", "Resistance to change" ] }, { "id": "office-relocation-efficiency", "category": "Case Processing", "title": "Streamline Office Relocation", "scale": "Small", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Staff and government entities", "description": "Optimize the office relocation process to ensure timely and compliant delivery of new office spaces.", "evidence_quote": "'Proportion of projects to establish or relocate permanent offices delivered during the year that comply with the requirements listed above.' [CP p.47]", "source": "corporate-plans/2025-26.pdf", "implementation_steps": [ "Review current office relocation procedures", "Identify and eliminate inefficiencies", "Develop a standardized relocation checklist", "Monitor and report on relocation timelines and compliance" ], "risks_to_manage": [ "Compliance issues", "Staff disruption", "Budget overruns" ] }, { "id": "ai-governance", "category": "Regulation & Policy", "title": "Establish AI Governance Framework", "scale": "Large", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Public sector", "description": "Create a comprehensive governance framework for the ethical and effective use of AI across government operations.", "evidence_quote": "'Supporting the development of capability across the APS in key areas including AI, procurement, regulation, performance, accounting and finance.' [CP p.8]", "source": "corporate-plans/2025-26.pdf", "implementation_steps": [ "Conduct a needs assessment for AI governance", "Develop a governance framework with clear policies and guidelines", "Implement training programs for staff", "Monitor and update the framework based on emerging trends and feedback" ], "risks_to_manage": [ "Resistance to new policies", "Technical challenges", "Public trust concerns" ] }, { "id": "efficiency-checks", "category": "Staff Productivity", "title": "Conduct Efficiency Checks", "scale": "Small", "impact": "Low", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Staff and taxpayers", "description": "Regularly conduct efficiency checks to identify and eliminate time-wasting activities among staff.", "evidence_quote": "'Be part of the solution – take a positive approach to your daily work by endeavouring to understand the challenges and providing or contributing to solutions.' 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