{ "entity_id": "S-TAS-005", "folder": "Department-of-Premier-and-Cabinet", "name": "Department of Premier and Cabinet", "type": "State Department", "jurisdiction": "TAS", "portfolio": "Premier", "website": "https://www.dpac.tas.gov.au/", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 18, "n_kpi_targets": 1, "n_kpi_results": 1, "n_outcomes": 1, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "The Department of Premier and Cabinet (DPAC) is the Tasmanian Government’s central agency which leads the Tasmanian State Service in supporting the Government to achieve the best possible outcomes for the Tasmanian community. [AR p.12]", "official_site_url": "https://www.dpac.tas.gov.au/", "source_documents": [ { "type": "annual_report", "title": "DPAC Annual Report 2023-24", "url": "https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf", "period": "2023-24", "confidence": "high" }, { "type": "strategie", "title": "DPAC Strategic Plan 2023-26", "url": "https://www.dpac.tas.gov.au/department/about_us/strategic_plan/DPAC-Strategic-Plan_Jan-24.pdf", "period": "2023", "confidence": "medium" }, { "type": "strategie", "title": "Cyber Security Policy", "url": "https://www.dpac.tas.gov.au/divisions/digital_strategy_and_services/resources/Tasmanian-Government-Cyber-Security-Policy-V1.1.pdf", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "Cyber Security Strategy", "url": "https://www.dpac.tas.gov.au/divisions/digital_strategy_and_services/resources/Tasmanian-Government-Cyber-Security-Strategy-2024-2028.PDF", "period": "2024", "confidence": "medium" }, { "type": "strategie", "title": "Email and Messaging Cyber Security Standard", "url": "https://www.dpac.tas.gov.au/divisions/digital_strategy_and_services/cybersecurity/Email_and_Messaging_Standard.pdf", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "Identity and Access Cyber Security Standard", "url": "https://www.dpac.tas.gov.au/divisions/digital_strategy_and_services/cybersecurity/Tasmanian_Government_Identity_~_Access_Cybersecurity_Standard.PDF", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "Incident Management Cyber Security Standard", "url": "https://www.dpac.tas.gov.au/divisions/digital_strategy_and_services/cybersecurity/Tasmanian_Government_Incident_Management_Cybersecurity_Standard.pdf", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/2017-Government-Workforce-Startegy-towards-2025-strategy-Womens-workforce-partic.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/anti-racism-strategy-action-plan.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/anti-racism-strategy-at-a-glance.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/anti-racism-strategy-summary.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/anti-racism-strategy-web.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/Creating-Inclusive-School-Communities-Action-Plan-document.pdf", "url": null, "period": null, "confidence": "medium" } ], "purpose": { "text": "The Department of Premier and Cabinet (DPAC) is the Tasmanian Government’s central agency which leads the Tasmanian State Service in supporting the Government to achieve the best possible outcomes for the Tasmanian community. [AR p.12]", "source_url": "", "source_page": 12, "source_deep_url": "" }, "vision": { "text": "We partner with others to advise on and deliver the government’s priorities ensuring the best possible outcomes for the Tasmanian community. [AR p.12]", "source_url": "", "source_page": 12, "source_deep_url": "" }, "strategic_priorities": [ { "title": "Ensure DPAC is an excellent place to work", "description": "Ensure DPAC is an excellent place to work", "source_url": "", "source_page": 24, "source_deep_url": "" }, { "title": "Lead the Premier’s priorities", "description": "Lead the Premier’s priorities", "source_url": "", "source_page": 24, "source_deep_url": "" }, { "title": "Lead digital transformation in Government and community", "description": "Lead digital transformation in Government and community", "source_url": "", "source_page": 24, "source_deep_url": "" }, { "title": "Maintain a contemporary State Service", "description": "Maintain a contemporary State Service", "source_url": "", "source_page": 24, "source_deep_url": "" } ], "values": [ { "name": "Respect", "description": "", "source_url": "", "source_page": null }, { "name": "Excellence", "description": "", "source_url": "", "source_page": null }, { "name": "Customer focus", "description": "", "source_url": "", "source_page": null }, { "name": "Working together", "description": "", "source_url": "", "source_page": null }, { "name": "Being professional", "description": "", "source_url": "", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Child and Youth Wellbeing", "description": "The Department is responsible for coordinating the Government’s implementation of the recommendations of the Commission of Inquiry into the Tasmanian Government’s Responses to Child Sexual Abuse in Institutional Settings. [AR p.19]", "activities": [ "whole-of-government coordination and information sharing", "governance arrangements, including secretariat functions", "monitoring and reporting on progress of implementing recommendations", "policy development", "victim-survivor and community engagement", "communications" ], "source_url": "", "source_page": 19, "source_deep_url": "" } ], "performance_measures": [ { "code": "CCE01", "measure": "Security and emergency management", "target": "Stability or improvement", "latest_result": "Target met", "status": "Achieved", "target_source_url": "", "target_source_page": 26, "result_source_url": "https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf", "result_source_page": 26 } ], "document_alignment_terms": { "must_support": [ "The Department of Premier and Cabinet (DPAC) is the Tasmanian Government’s central agency which leads the Tasmanian State Service in supporting the Government to achieve the best p", "We partner with others to advise on and deliver the government’s priorities ensuring the best possible outcomes for the Tasmanian community. [AR p.12]", "Ensure DPAC is an excellent place to work", "Lead the Premier’s priorities", "Lead digital transformation in Government and community", "Maintain a contemporary State Service" ], "watch_terms": [ "Security and emergency management" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Department of Premier and Cabinet — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)\n\n## Vision\n\n> We partner with others to advise on and deliver the government’s priorities ensuring the best possible outcomes for the Tasmanian community. [AR p.12](https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf#page=12) [CP p.12]\n\n## Our purpose / purposes\n\n> The Department of Premier and Cabinet (DPAC) is the Tasmanian Government’s central agency which leads the Tasmanian State Service in supporting the Government to achieve the best possible outcomes for the Tasmanian community. [AR p.12](https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf#page=12) [CP p.12]\n\n## How we deliver\n\n> We work in partnership with the communities we service and the agencies we lead to: effectively lead and facilitate whole-of-government solutions; provide valued advice to government; design and deliver fit-for-purpose systems, services and regulation; deliver on community priorities; build effective and respectful relationships; deliver great service; develop effective systems to make our work easier. [AR p.13](https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf#page=13) [CP p.13]\n\n## Government priorities for this department\n\n- Ensure DPAC is an excellent place to work [CP p.24]\n- Lead the Premier’s priorities [CP p.24]\n- Lead digital transformation in Government and community [CP p.24]\n- Maintain a contemporary State Service [CP p.24]\n\n## Outcomes\n\n### Outcome 1: Child and Youth Wellbeing\nThe Department is responsible for coordinating the Government’s implementation of the recommendations of the Commission of Inquiry into the Tasmanian Government’s Responses to Child Sexual Abuse in Institutional Settings. [AR p.19](https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf#page=19) [CP p.19]\n\n**Key activities:**\n- whole-of-government coordination and information sharing\n- governance arrangements, including secretariat functions\n- monitoring and reporting on progress of implementing recommendations\n- policy development\n- victim-survivor and community engagement\n- communications\n\n## Values and principles\n\n_DPAC Values_\n\n- Respect\n- Excellence\n- Customer focus\n- Working together\n- Being professional\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CCE01 | Security and emergency management | Stability or improvement | CP p.26 |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Security and emergency management | Target met | Achieved | [AR p.26](https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf#page=26)(https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf#page=26) |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Department of Premier and Cabinet - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:58:37.069050+00:00\n**Entity ID**: S-TAS-005\n**Entity type**: State Department\n**Jurisdiction**: TAS\n**Portfolio**: Premier\n**Website**: https://www.dpac.tas.gov.au/\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| annual-reports | 1 |\n| other-pdfs | 5 |\n| pages | 14 |\n| strategies | 12 |\n\n## Executive Readout\n\n### Purpose\n\n- The Strategic Plan 2023–26\nOUR VISION OUR DEPARTMENT OUR PEOPLE AND\nWORKPLACES\nWe partner with • Effectively lead and • Are empowered and\nothers to advise on and facilitate whole-of- supported to be innovative\ndeliver the government’s government solutions and curious\npriorities ensuring the best • Provide valued advice to • Build effective and\npossible outcomes for the government respectful partnerships\nTasmanian community\n• Design and deliver • Deliver great service\nfit-for-purpose systems, • Develop effective systems\nservices and regulation to make our work easier\n• Deliver on community\npriorities\nOur values underpin everything we do\nRESPECT + EXCELLENCE + PROFESSIONAL + CUSTOMER FOCUS + WORKING TOGETHER\nDPAC | Annual Report 2023-24 24\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n- OUR VISION OUR DEPARTMENT O\nW\nU\nO\nR\nR\nP\nK\nE\nP\nO\nLA\nPL\nC\nE\nE S\nAND\nR\nN ME\nNT POLICY AND\nP R IO\nE R\nWe partner with others to • Effectively lead • Are empowered and\nO\nV IT\nadvise on and deliver the and facilitate whole-of- supported to be innovative G\nIE\nS\ngovernment’s priorities ensuring government solutions and curious\nthe best possible outcomes\n• Provide • Build effective and\nfor the Tasmanian community\nvalued advice to government respectful partnerships STRATEGIC PLAN DIVISIONAL\nPRIORITIES\n• Design and deliver • Deliver great service Outlines our vision, plus\nhow we work with each What we’re focusing\nfit-for-purpose systems,\n• Develop effective systems other and partners. on at a high level.\nservices and regulation\nto make our work easier 01 Updated on an\n• Deliver annual basis.\non community priorities\n02\nOur values underpin everything we do 04\nThe detail of what\n Source: `strategies/DPAC-Strategic-Plan_Jan-24.pdf (https://www.dpac.tas.gov.au/department/about_us/strategic_plan/DPAC-Strategic-Plan_Jan-24.pdf)`\n- [Page 89]\nNOTE 13: Financial Instruments 158\n13.1 Risk Exposures 158\n13.2 Categories of financial assets and liabilities 161\n13.3 Comparison between carrying amount and net fair value of financial assets\nand liabilities 161\n13.4 Net fair values of financial assets and liabilities 162\nNOTE 14: Notes to Administered Statements 163\n14.1 Explanations of Material Variances between Budget and Actual outcomes –\nSchedule of Administered Income and Expenses 163\n14.2 Administered Revenue From Government 164\n14.3 Administered Grants and Subsidies 164\nNOTE 15: Transactions and Balances Relating to a Trustee or Agency Arrangement 165\nNOTE 16: Events Occurring After Balance Date 166\nNOTE 17: Other Material Accounting Policy Information and Judgements 168\n17.1 Objectives and funding 168\n17.2 Basis of accounting 169\n17.3 Reporting entity 169\n17.4 Functional and presentation currency 169\n17.\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n- [Page 124]\nVictoria and the Northern Territory.’299\nThe Closing the Gap Agreement includes a target\nto ‘increase the proportion of Aboriginal and Torres\nStrait Islander people living in appropriately sized\n(not overcrowded) housing to 88 per cent’ by 2031.300\nThe objectives of the Victorian Aboriginal Housing\nand Homelessness Framework include that Aboriginal\nVictorians should achieve quality housing outcomes in\na generation,301 and that the strategies put in place to\nachieve this objective must be guided by Aboriginal self-\ndetermination, with ‘housing responses… [to be] designed\nfor and delivered by Aboriginal people.’302 VACCA has\nadditionally recommended that the Government and media\noutlets ‘challenge negative perceptions of people facing\nhomelessness, including addressing systemic racism.’303\nRecommendation 116: The Government must have\n Source: `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pdf`\n\n### Role and Functions\n\n- [Page 75]\nOur finances 61\nOur people 30\nOur Ministerial responsibilities 28\nOur performance measures 46\nOur role 13\nOur strategic priorities 24\nOur values 12\nOur vision 12\nOutputs 28\nPolicy and Delivery Division 21\nPremier’s Economic and Social Recovery Advisory 56\nCouncil (PESRAC)\nPricing policies for goods and services 64\nProcurement 64\nProtecting privacy 64\nPublications 65, Appendix C\nPublic Interest Disclosures – public access to 64\ninformation on our decisions\nRelated trusts and boards 65\nRight to Information 65\nRisk management 66\nMessage from the Secretary 8\nStaffing information – DPAC 31\nStaffing information – MPS 36\nStaff movements - DPAC 32\nStaff movements - MPS 36\nStatement of Commitment to Child and Youth Safety 4\nState Service Management Office 23\nStatutory Office Holders 67\nSubmission to the Premier and Ministers 6\nSuperannuation Certificate 45\nWebsites 69, Appendix C\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n- The\nAchievements for phase 1 included:\ncourse empowered staff from councils\n• creating a deeper, 2-way dialogue, shown\nand organisations that provide services\nthrough ongoing engagement between\nto multicultural communities to develop\nVEOHRC and community partners – this has\nawareness and advocacy skills.\ncreated an emerging and informed bank of\n• An overwhelming 98% of participants\nstories illustrating the harm of racism and\nincreased their confidence to identify racism\nthe benefits of multiculturalism\nand their knowledge of VEOHRC’s functions.\n• running 22 customised education sessions\nAfter completing the course, 92% of\nwith more than 540 Muslim and African\nparticipants said they would report racism\nleaders and members across Victoria with\n(up from 58%).\nthe Islamic Council of Victoria, the Australian\n• The CRT was improved and broadly\nMuslim Women’s Centre for Human Rights\n Source: `strategies/anti-racism-strategy-web.pdf`\n- [Page 121]\nbeing fined $200, $1652 or $5000,284 there is significant\nfinancial pressure on families to whom the responsibility\nfalls to pay these fines.285 The COVID-19 Fines Community\nLawyers Working Group has rightly criticised the fact that\nthe COVID-19 fines issued to children exceed the amount\nof fines that can be imposed by a court, that fines are not\nbeing ‘registered with the Children’s Court through the\nspecialist Children and Young Persons Infringement Notice\nSystem (CAYPINS) process… [which] allows for enforcement\norders without criminal proceedings or a criminal record\nresulting,’ and that in some instances, fines have been\nwithdrawn and converted to criminal charges.286\nOn 9 December 2020, the Smart Justice for Young People\ncoalition ‘of forty Victorian youth advocates, legal\ncentres, Aboriginal and Torres Strait Islander services\n Source: `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pdf`\n- [Page 5]\nContents\nAcknowledgement of Aboriginal People and Country 3\nStatement of Commitment to Child and Youth Safety 4\nSubmission to the Premier and Ministers 6\nMessage from the Secretary 8\nKey achievements 10\nWho we are 12\nOrganisational chart 14\nOur divisions 15\nOur strategic priorities 24\nOur Ministerial responsibilities 28\nOur people 30\nSuperannuation Certificate 45\nOur performance measures 46\nKeeping Children Safe 54\nPremier’s Economic and Social Recovery Advisory Council (PESRAC) 56\nOur finances 61\nOur compliance report 62\nCompliance index 70\nAbbreviations 72\nIndex 74\nAppendices 76\nAppendix A: Department of Premier and Cabinet Financial\nStatements for the year ended 30 June 2024 77\nAppendix B: Legislation administered 172\nAppendix C: Publications and websites 176\nAppendix D: Procurement statistics 179\nContact us 192\n5 DPAC | Annual Report 2023-24\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n- Leads\nThe SSMO supports the Minister administering\nand supports key initiatives to achieve the\nthe State Service Act 2000 and the Head of the\nreform objectives and enables the TSS to deliver\nState Service (HoSS) to undertake the employer\non current and future workforce priorities.\nfunctions, powers and responsibilities, to\nensure the State Service is contemporary,\nTasmanian State Service\ncontinues to build capability and is fit for\nHuman Resource\npurpose for Tasmania today and into the future.\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n- This support also extends of Cabinet and Executive Council\nto the incumbent of the Associate Secretary\n• administering the appointments of Heads\nrole, which has been the case throughout the\nof Agencies and authorities\nmajority of 2023–24.\n• providing executive support to the\nOTS also provides executive support to a\nSecretary, DPAC\nnumber of governance committees including\n• coordinating the Premier’s and\nthe whole-of-government Secretaries Board\nministerial correspondence, managed\nand DPAC’s Executive Committee.\nby Departmental Liaison Officers in the\nCommunications Unit Premier’s and Ministerial Offices\nThe Communications Unit provides specialist • managing Ministerial Transport Services:\ncommunications advice and services to the team of drivers who provide a\na broad range of stakeholders including statewide professional transport service to\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n\n### Strategic Priorities\n\n- [Page 75]\nOur finances 61\nOur people 30\nOur Ministerial responsibilities 28\nOur performance measures 46\nOur role 13\nOur strategic priorities 24\nOur values 12\nOur vision 12\nOutputs 28\nPolicy and Delivery Division 21\nPremier’s Economic and Social Recovery Advisory 56\nCouncil (PESRAC)\nPricing policies for goods and services 64\nProcurement 64\nProtecting privacy 64\nPublications 65, Appendix C\nPublic Interest Disclosures – public access to 64\ninformation on our decisions\nRelated trusts and boards 65\nRight to Information 65\nRisk management 66\nMessage from the Secretary 8\nStaffing information – DPAC 31\nStaffing information – MPS 36\nStaff movements - DPAC 32\nStaff movements - MPS 36\nStatement of Commitment to Child and Youth Safety 4\nState Service Management Office 23\nStatutory Office Holders 67\nSubmission to the Premier and Ministers 6\nSuperannuation Certificate 45\nWebsites 69, Appendix C\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n- [Page 5]\nContents\nAcknowledgement of Aboriginal People and Country 3\nStatement of Commitment to Child and Youth Safety 4\nSubmission to the Premier and Ministers 6\nMessage from the Secretary 8\nKey achievements 10\nWho we are 12\nOrganisational chart 14\nOur divisions 15\nOur strategic priorities 24\nOur Ministerial responsibilities 28\nOur people 30\nSuperannuation Certificate 45\nOur performance measures 46\nKeeping Children Safe 54\nPremier’s Economic and Social Recovery Advisory Council (PESRAC) 56\nOur finances 61\nOur compliance report 62\nCompliance index 70\nAbbreviations 72\nIndex 74\nAppendices 76\nAppendix A: Department of Premier and Cabinet Financial\nStatements for the year ended 30 June 2024 77\nAppendix B: Legislation administered 172\nAppendix C: Publications and websites 176\nAppendix D: Procurement statistics 179\nContact us 192\n5 DPAC | Annual Report 2023-24\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n- It works collaboratively with all teams to\n• supporting the Motion for Respect achieve effective results.\n– Independent Project Manager by\nAcross 2023-24 the team has focused on:\ndeveloping policies and procedures that\nimplement recommendations from the • developing the Department of Premier and\nMotion for Respect: Report into Workplace Cabinet Wellbeing Strategy\nCulture in the Tasmanian Ministerial and\n• developing a new and approved Strategic\nParliamentary Services\nAsset Management Plan\n• supporting the expansion of Parliament\n• establishing an enterprise management\nto 35 seats by increasing the numbers of\nsolution to centralise service requests\nelectorate officers and ministerial staff\nand log maintenance incidents for the\n• developing the agency’s Belonging and Department’s property portfolio\nRespect Strategy that incorporates the\n• identifying and updating the Department’s\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n- Our performance measures\nUnit of Mea-\nMea- sure 2022–23 2023-24 2023-24 2024-25\nOutput Minister Performance Measure sure Type Actual Target Actual Target\n1.1 Premier Policy, project and % Ess 90 90 90 90\nStrategic program advice and\nPolicy and implementation\nAdvice meets the\nexpectations of\nstakeholders\n1.1 Premier The Premier and % Ess 85 90 97 97\nStrategic the Cabinet receive\nPolicy and high quality,\nAdvice1 rigorous and timely\npolicy advice\n1.1 Premier DPAC collaborates Satis- Ess Satis- Satis- Satis- Satis-\nStrategic with stakeholders fac- facto- facto- facto- facto-\nPolicy and to deliver key tory/ ry ry ry ry\nAdvice government Un-\npriorities to make satis-\na significant facto-\ndifference for the ry\npeople of Tasmania\n1.\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n- [Page 47]\nUnit of Mea-\nMea- sure 2022–23 2023-24 2023-24 2024-25\nOutput Minister Performance Measure sure Type Actual Target Actual Target\n2.1 Premier Right to % Eff 90 100 77 100\nManagement Information\nof Executive Requests\nGovernment responded to\nProcesses2 within statutory\ntimeframes\n2.1 Premier Documents % Eff 97 100 96 100\nManagement provided to Cabinet\nof Executive within agreed\nGovernment timeframes\nProcesses\n2.1 Premier Draft responses to % Eff 52 90 59 90\nManagement routine Ministerial\nof Executive correspondence\nGovernment actioned within 10\nProcesses days of receipt\n2.2 Premier Proportion of key % Ess 95 99 97 99\nPrincipal and clients that are\nSubordinate satisfied that the\nLegislation legislation drafted\nfor the client meets\nthe relevant, and\nimplementable\npolicy intentions in\na legally effective\nmanner\n2.2 Premier Percentage % Eff 99 100 100 100\nPrincipal and of achievable\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n- [pages 54,55,56]\nnt directed the funds on the following basis\nacross Government:\n• High priority funding needs to meet the State’s legal obligations to\nprevent harm, and minimise risk, to children and young people in\naccordance with existing legislative obligations;\n• Funding to progress the existing 30 interim response actions\nannounced by the Premier over 2022,\n• Projects must be delivered, and money expended, by 30 June 2024.\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n- DPAC budgeted and actual expenditure for 2023–24\nBudget Ex- Actual Ex-\npenditure penditure\nOutput Group $’000 $’000\nOutput Group 1 - MPS: Support for Members of 28,039 31,847\nParliament\nOutput Group 1: Support for Executive Decision 8,986 13,479\nMaking\nOutput Group 2: Government Processes and 16,123 14,860\nServices\nOutput Group 3: Electronic Services for Government 51,500 52,701\nAgencies\nOutput Group 4: State Service Management 6,349 11,396\nOutput Group 5: Security and Emergency 26,112 12,513\nManagement\nOutput Group 6: Local Government 6,464 7,576\nOutput Group 7: Community Partnerships and 338,264 348,374\nPriorities\nOutput Group 91: Grants and Subsidies ….\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n- [Page 104]\nOutput group 07 - Community Partnerships and Priorities\n2024 2024 2023\nBudget Actual Actual\n$’000 $’000 $’000\nIncome from continuing operations\nRevenue from appropriation1 332,082 328,722 173,968\nOther revenue2 699 5,257 11,509\nGrants3 2,171 8,936 3,060\nSale of goods and services 2,438 (1) 21\nTotal revenue from continuing operations 337,392 342,914 188,557\nExpenses from continuing operations\nSalaries and Wages 19,108 16,284 16,792\nSuperannuation 2,819 2,136 2,063\nOther Employee Expenses 83 34 44\nDepreciation 467 189 279\nAmortisation 3 61 9\nPatient and Client Services ….\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n- [Page 113]\ne) The decrease in Sale of goods and services compared to Budget is primarily due to the\nelimination of transactions between Output 2.1 Management of Executive Government\nProcesses and Output 3.3 Delivery of IT services.\nf) The higher than budgeted Other Revenue primarily related to additional revenue in Output\ngroup 07 - Community Partnerships and Priorities ($4.6 million) received for the Gambling\nSupport Program.\ng) The net loss on Statutory Receivable reflects an unbudgeted expected credit loss provision\non COVID-19 quarantine accomodation receivables transferred from Department of\nCommunities Tasmania as part of 2022–23 Administration restructure.\nh) The decrease in Employee benefits compared to budget is primarily related to Output\ngroup 70 - Commission of Inquiry (COI).\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n- Other variances include lower than budgeted expenditure for Output group 07 -\nCommunity Partnerships and Priorities ($4 million), and Output group 03 - Electronic Services\nfor Government Agencies ($2.8 million).\nm) The variance in Grants and subsidies compared to budget primarily reflects grants paid to\nCommunity Organisations for provision of support related to COI ($5.1 million), unbudgeted\nadditional grants provided to Community Organisations ($2.8 million) and grants paid under\nthe Disaster Ready Fund NPA ($1.0 million).\nn) The variance in Other expenses is primarily related to lower than budgeted expenditure\nin Output group 05 - Security and Emergency Management ($1.5 million) due to lower than\nexpected assistance to those impacted by the Northern Tasmania flooding event in\nOctober 2022.\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- Our performance measures\nUnit of Mea-\nMea- sure 2022–23 2023-24 2023-24 2024-25\nOutput Minister Performance Measure sure Type Actual Target Actual Target\n1.1 Premier Policy, project and % Ess 90 90 90 90\nStrategic program advice and\nPolicy and implementation\nAdvice meets the\nexpectations of\nstakeholders\n1.1 Premier The Premier and % Ess 85 90 97 97\nStrategic the Cabinet receive\nPolicy and high quality,\nAdvice1 rigorous and timely\npolicy advice\n1.1 Premier DPAC collaborates Satis- Ess Satis- Satis- Satis- Satis-\nStrategic with stakeholders fac- facto- facto- facto- facto-\nPolicy and to deliver key tory/ ry ry ry ry\nAdvice government Un-\npriorities to make satis-\na significant facto-\ndifference for the ry\npeople of Tasmania\n1.\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n- [Page 47]\nUnit of Mea-\nMea- sure 2022–23 2023-24 2023-24 2024-25\nOutput Minister Performance Measure sure Type Actual Target Actual Target\n2.1 Premier Right to % Eff 90 100 77 100\nManagement Information\nof Executive Requests\nGovernment responded to\nProcesses2 within statutory\ntimeframes\n2.1 Premier Documents % Eff 97 100 96 100\nManagement provided to Cabinet\nof Executive within agreed\nGovernment timeframes\nProcesses\n2.1 Premier Draft responses to % Eff 52 90 59 90\nManagement routine Ministerial\nof Executive correspondence\nGovernment actioned within 10\nProcesses days of receipt\n2.2 Premier Proportion of key % Ess 95 99 97 99\nPrincipal and clients that are\nSubordinate satisfied that the\nLegislation legislation drafted\nfor the client meets\nthe relevant, and\nimplementable\npolicy intentions in\na legally effective\nmanner\n2.2 Premier Percentage % Eff 99 100 100 100\nPrincipal and of achievable\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n- [Page 48]\nUnit of Mea-\nMea- sure 2022–23 2023-24 2023-24 2024-25\nOutput Minister Performance Measure sure Type Actual Target Actual Target\n2.3 Premier Percentage of IT % Eff 95 100 87 100\nCorporate requests from\nSupport to Government House\nMinisterial and and MPS met within\nParliamentary agreed service\nOffices and level agreement\nthe Office of timeframes\nthe Governor3\n3.1 Business, Percentage % Ess 100 100 100 100\nInformation Industry of Tasmanian\nTechnology and Re- Government\nand Digital sources departments that\nServices are adopting key\nStrategy and digital policies\nPolicy\nDevelopment\n3.2 Premier Online Transactions % Ess 79 80 75 80\nManagement – Customer\nand Ongoing Satisfaction\nDevelopment\nof Service\nTasmania\n3.2 Premier Service Centres % Ess 82 90 85 90\nManagement – Customer\nand Ongoing Satisfaction\nDevelopment\nof Service\nTasmania\n3.2 Premier Contact Centre % Ess 81 90 82 90\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n- [Page 49]\nUnit of Mea-\nMea- sure 2022–23 2023-24 2023-24 2024-25\nOutput Minister Performance Measure sure Type Actual Target Actual Target\n4.1 Premier Percentage of % Eff 88 80 97 90\nState Service assessment/\nEmployment approvals\nand completed within\nManagement 15 working days\n4.1 Premier Number of public Num- Eff 5 5 4 4\nState Service data releases ber\nEmployment\nand\nManagement5\n4.2 Premier Enabling the % Act na 20 6 20\nDiversity and Aboriginal\nInclusion6 Employment\nStrategy -\nparticipation rate of\nSenior Leaders in\nscheduled Cultural\nRespect Training\n4.3 Premier Graduates Num- Act 34 24 38 32\nYouth ber\nrecruitment –\nnumber of\nAppointments\n4.3 Premier School Based Num- Act 7 12 11 11\nYouth Trainees ber\nrecruitment –\nnumber of\nAppointments\n5.1 Premier Response time to Busi- Eff 1.00 <5.00 1.00 <5.00\nSecurity and Local Government ness\nEmergency or State agencies Days\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n- [Page 50]\nUnit of Mea-\nMea- sure 2022–23 2023-24 2023-24 2024-25\nOutput Minister Performance Measure sure Type Actual Target Actual Target\n5.1 Premier Low ineligibility % Ess 0.31 <5.00 1.43 <5.00\nSecurity and rate in Tasmanian\nEmergency Government’s\nManage- Disaster Recovery\nment9,10 Funding\nArrangements claim\n6.1 Local Proportion of % Ess 89 80 79 80\nLocal Govern- councils that\nGovernment11 ment comply with\nthe statutory\nrequirements for\nStrategic Planning\nDocumentation\n6.1 Local Business days Days Eff 23 40 26 40\nLocal Govern- taken to complete\nGovernment ment a preliminary\nassessment of a\ncomplaint and\nprovide advice to\nthe complainant\n7.1 Disability Active NDIS Num- Act 13,371 14,300 14,145 15,460\nDisability Services participants ber\nServices\n7.1 Disability Number of % Act 0.8 1.0 0.6 1.0\nDisability Services Authorised\nServices restrictive practices\n(% of active NDIS\nparticipants)\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n- [Page 51]\nUnit of Mea-\nMea- sure 2022–23 2023-24 2023-24 2024-25\nOutput Minister Performance Measure sure Type Actual Target Actual Target\n7.3 Com- Percentage of % Ess 97 97 96 95\nCommunity munity applicants satisfied\nDevelopment Services with public\n– Policy Advice grants program\nand Ongoing administration\nCommunity\nDevelopment\n7.3 Com- New Seniors Cards Num- Ess 6,955 5,000 6,971 5,000\nCommunity munity issued ber\nDevelopment Services\n– Policy Advice\nand Ongoing\nCommunity\nDevelopment13\n7.3 Com- New Companion Num- Ess 458 300 439 300\nCommunity munity Cards issued ber\nDevelopment Services\n– Policy Advice\nand Ongoing\nCommunity\nDevelopment13\n7.3 Com- New Seniors Card Num- Ess 20 30 49 30\nCommunity munity Program Business ber\nDevelopment Services Partners\n– Policy Advice\nand Ongoing\nCommunity\nDevelopment\n7.3 Com- Number of new Num- Ess 3 3 2 3\nCommunity munity businesses, venues, ber\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n- [Page 52]\nUnit of Mea-\nMea- sure 2022–23 2023-24 2023-24 2024-25\nOutput Minister Performance Measure sure Type Actual Target Actual Target\n7.6 Women Representation % Act 47 50 48 50\nWomen’s and the of women on\nPolicy Preven- Government boards\ntion of and committees\nFamily\nViolence\n7.7 Veterans’ Number of Num- Ess 43 50 55 50\nVeterans’ Affairs applications ber\nAffairs submitted to the\nFrank MacDonald\nMemorial Prize\nEssay Competition\n7.7 Veterans’ Number of Num- Ess 30 40 31 30\nVeterans’ Affairs applications ber\nAffairs15 submitted to the\nTeddy Sheean VC\nMemorial Grants\nProgram\n7.8 Aborig- Actions on % Act 86 85 89 100\nAboriginal inal schedule against\nAffairs Affairs the milestones\nand timeframes\nidentified\n7.9 Aborig- Permit % Ess 100 100 100 100\nAboriginal inal recommendations\nHeritage and Affairs provided to\nLand the Director of\nNational Parks\nand Wildlife that\ninclude evidence\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n- Studies have linked 57% of opinion pieces and television\nracist posts on social media to violence current affairs segments portrayed\nagainst First Peoples, multicultural and race negatively, with Muslim\nmultifaith communities.27 Australians disproportionately\nnegatively depicted.34\n• First Peoples voices in the media\nare under-represented, historical\nRacism online\nand cultural contexts are often\n• 1 in 7 adults report being overlooked, and reporting often\nthe target of online hate reinforces paternalistic attitudes.35\nspeech in Australia.28 • As a result of the media’s coverage\n• First Peoples face online hate of ‘African gangs’, South Sudanese-\nspeech at more than twice the Australian young people reported\nnational average.29 facing more racism on public\n• Some studies have found that transport and in public spaces.\n Source: `strategies/anti-racism-strategy-web.pdf`\n- Meeting\nthis\ntarget\nwill\nmean\nthat,\non\nAn\nintegrated approach\nthe\nkey indicators\nused to measure progress\nthe\npreceding\n12 months and a summary\nof\n(aged\n15–64)\nby\n25\nper\ncent\nby\n2025.\nwill\nalso provide\nan overview of activity over\nmake\nabout working.\nannual\nbasis.\n Source: `strategies/2017-Government-Workforce-Startegy-towards-2025-strategy-Womens-workforce-partic.pdf`\n- Tasmania is leading the\nnation in its recruitment\nof 500 domestic violence\nsupport workers initiative, 24.\nwith 67 per cent of the\ntarget positions filled,\nUnder the Equal means Equal, Tasmanian Women’s Strategy\ncompared to just 5 per\n2022-2027, the Gender Budget Snapshot 2023-2024 shows\ncent nationwide, under the\nwomen in Tasmania have made significant progress towards\nFirst Action Plan 2023–2027\ngender equality in economic security over the past three\n(National Plan to End\nyears and are maintaining high rates of gender pay parity\nViolence against Women\nacross women in leadership and politics, above the national\nand Children).\ncomparison figures.\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n- Total expenses from continuing operations 512,087 494,534 329,849\nNet result from continuing operations (2,767) (3,623) (5,654)\nNet result (2,767) (3,623) (5,654)\nComprehensive result (2,767) (3,623) (5,654)\nThis Statement of Comprehensive Income should be read in conjunction with the\naccompanying notes.\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n- [Page 86]\nDepartment of Premier and Cabinet\nStatement of Changes in Equity for the\nyear ended 30 June 2024\nContributed Accumulated Total\nEquity Funds Equity\n$’000 $’000 $’000\nBalance as at 1 July 2023 (1,265) 3,069 1,805\nNet Result .... (3,623) (3,623)\nTotal Comprehensive Result .... (3,623) (3,623)\nTransactions with owners in their capacity as\nowners:\nTransfer between equity classifications 1,265 (1,265) ….\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n- Balance as at 30 June 2024 …. (1,818) (1,818)\nContributed Accumulated Total\nEquity Funds Equity\n$’000 $’000 $’000\nBalance as at 1 July 2022 (489) 8,723 8,235\nNet Result …. (5,654) (5,654)\nTotal Comprehensive Result …. (5,654) (5,654)\nAdministrative restructure - Contributions by\n(776) …. (776)\nowners\nTotal (776) …. (776)\nBalance as at 30 June 2023 (1,265) 3,069 1,805\nThis Statement of Changes in Equity should be read in conjunction with the accompanying notes.\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n- [Page 87]\nNotes to and forming part of the Financial\nStatements for the year ended 30 June\n2024\nContents\nStatement of Certification 78\nDepartment of Premier and Cabinet, Statement of Certification 81\nNOTE 1: Administered Financial Statements 90\n1.1 Schedule of Administered Income and Expenses 90\nNOTE 2: Departmental Output Schedules 91\n2.1 Output group information 91\n2.2 Reconciliation of total output groups comprehensive result to Statement of\nComprehensive Income 110\n2.3 Reconciliation of total output groups net assets to Statement of Financial Position 110\n2.4 Administered Output Schedule 110\nNOTE 3: Expenditure under Australian Government Funding Arrangements 111\nNOTE 4: Explanations of Material Variances between Budget and Actual Outcomes 112\n4.1 Statement of comprehensive income 112\n4.2 Statement of financial position 114\n4.3 Statement of cash flows 116\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $8.1 million, $8.3 million, 8.1 million, 8.3 million | 762 762 100\nOther expenses n) 2,166 1,034 (1,132) (52)\nNotes to Statement of Comprehensive Income variances\nVariations are primarily due to:\na) The variation in Appropriation revenue – operating is primarily due to the reallocation\nunder the Appropriation (Supplementary Appropriation) Act 2023 to Output 1.1 Strategic\nPolicy and Advice ($8.1 million) and Output 4.1 State Service Employment and Management\n($8.3 million). | `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)` |\n| $4.6 million, 4.6 million | [Page 113]\ne) The decrease in Sale of goods and services compared to Budget is primarily due to the\nelimination of transactions between Output 2.1 Management of Executive Government\nProcesses and Output 3.3 Delivery of IT services.\nf) The higher than budgeted Other Revenue primarily related to additional revenue in Output\ngroup 07 - Community Partnerships and Priorities ($4.6 million) received for the Gambling\nSupport Program.\ng) The net loss on | `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)` |\n| $4 million, $2.8 million, $5.1 million, $1.0 million, $1.5 million | Other variances include lower than budgeted expenditure for Output group 07 -\nCommunity Partnerships and Priorities ($4 million), and Output group 03 - Electronic Services\nfor Government Agencies ($2.8 million).\nm) The variance in Grants and subsidies compared to budget primarily reflects grants paid to\nCommunity Organisations for provision of support related to COI ($5.1 million), unbudgeted\nadditional grants provided to Community Organisations | `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)` |\n| $8.1 million, $8.3\nmillion, $11.3 million, 8.1 million, 8.3\nmillion, 11.3 million | Budgeted revenue and expenditure for this Output Group was reallocated under the\nAppropriation (Supplementary Appropriation) Act 2023 to Output 1.1 Strategic Policy and\nAdvice ($8.1 million) and Output 4.1 State Service Employment and Management ($8.3\nmillion). $11.3 million was transferred from the Department to other agencies. | `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)` |\n| $12 million, 12 million | The budgeted expenditure was transferred to other agencies under\nthe Appropriation (Supplementary Appropriation) Act 2023.\nj) The increased depreciation reflects additional Right-of-use Assets and Leasehold\nImprovements across various Department of Premier and Cabinet and Ministerial and\nParliamentary Support sites.\nk) The increased Amortisation reflects the amortisation related to various intangible assets\nincluding myServiceTas digital portal, | `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)` |\n| $1.2 million, $370,000, 1.2 million | [pages 114,115,116]\ns higher than budgeted Prepayments in\ncomparison to 2022–23 financial year, primarily in Supplies and consumables ($1.2 million) and\nInformation technology ($370,000).\ng) The variance in Payables primarily related to higher than budgeted Accrued expenses for the\ndelivery of IT services.\nh) The variance in Employee benefit liabilities reflects increasing probabilities for the\nDepartment’s long service leave liability in 2023–24 | `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)` |\n| $175.8 million, $154.7 million, $16.4 million, $5.5 million, 175.8 million, 154.7 million | This was an increase of $175.8 million compared to the prior\nyear primarily due to:\n- various administrative restructures that impacted the Department\n($154.7 million)\n- the Commission of Inquiry into the Tasmanian Government’s Responses\nto Child Sexual Abuse in Institutional Settings ($16.4 million)\n- the increase in size of the House of Assembly and other budget\npressures within Ministerial and Parliamentary Support\n($5.5 million). | `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)` |\n| 67 per cent | Tasmania is leading the\nnation in its recruitment\nof 500 domestic violence\nsupport workers initiative, 24.\nwith 67 per cent of the\ntarget positions filled,\nUnder the Equal means Equal, Tasmanian Women’s Strategy\ncompared to just 5 per\n2022-2027, the Gender Budget Snapshot 2023-2024 shows\ncent nationwide, under the\nwomen in Tasmania have made significant progress towards\nFirst Action Plan 2023–2027\ngender equality in economic security over the pas | `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)` |\n\n## Key Achievements\n\n- [pages 54,55,56]\nnt directed the funds on the following basis\nacross Government:\n• High priority funding needs to meet the State’s legal obligations to\nprevent harm, and minimise risk, to children and young people in\naccordance with existing legislative obligations;\n• Funding to progress the existing 30 interim response actions\nannounced by the Premier over 2022,\n• Projects must be delivered, and money expended, by 30 June 2024.\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n- [Page 44]\nC A S E S T U D I E S\nBarring Djinang employment strategy\nfor the Victorian Public Sector\nBarring Djinang – a Taungurung The strategy is being updated, with an\nphrase meaning ‘pathway of the feet’ – emphasis on accelerating progress on better\nemployment outcomes for First Peoples in\nis the Aboriginal employment strategy\nthe Victorian public sector through:\nfor the Victorian Public Sector.\n• building employment pathways into\nthe sector\nSince Barring Djinang was launched in 2018:\n• strengthening leadership capacity\n• 24 First Peoples graduates have completed\n• providing more ways for First Peoples\nthe graduate pathway program and entered\nstaff to connect across the sector.\nongoing public sector employment\nThe strategy will also focus on using anti-\n• 90 emerging First Peoples leaders\nracism models to strengthen cultural\nfrom across the sector took part in the\n Source: `strategies/anti-racism-strategy-web.pdf`\n- The Tasmanian Government directed the funds on the following basis\nacross Government:\n• High priority funding needs to meet the State’s legal obligations to\nprevent harm, and minimise risk, to children and young people in\naccordance with existing legislative obligations;\n• Funding to progress the existing 30 interim response actions\nannounced by the Premier over 2022,\n• Projects must be delivered, and money expended, by 30 June 2024.\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n- 328 Noting that the proportion of children in out-of-home-care with a completed\ncultural support plan at 30 June 2019 was lowest in Victoria and the Northern\nTerritory - Australian Institute of Health and Welfare, The Aboriginal and Torres 135\nStrait Islander Child Placement Principle Indicators 2018–19: Measuring progress\n(2020) 10\n Source: `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pdf`\n- Tasmania is leading the\nnation in its recruitment\nof 500 domestic violence\nsupport workers initiative, 24.\nwith 67 per cent of the\ntarget positions filled,\nUnder the Equal means Equal, Tasmanian Women’s Strategy\ncompared to just 5 per\n2022-2027, the Gender Budget Snapshot 2023-2024 shows\ncent nationwide, under the\nwomen in Tasmania have made significant progress towards\nFirst Action Plan 2023–2027\ngender equality in economic security over the past three\n(National Plan to End\nyears and are maintaining high rates of gender pay parity\nViolence against Women\nacross women in leadership and politics, above the national\nand Children).\ncomparison figures.\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n- [Page 49]\nUnit of Mea-\nMea- sure 2022–23 2023-24 2023-24 2024-25\nOutput Minister Performance Measure sure Type Actual Target Actual Target\n4.1 Premier Percentage of % Eff 88 80 97 90\nState Service assessment/\nEmployment approvals\nand completed within\nManagement 15 working days\n4.1 Premier Number of public Num- Eff 5 5 4 4\nState Service data releases ber\nEmployment\nand\nManagement5\n4.2 Premier Enabling the % Act na 20 6 20\nDiversity and Aboriginal\nInclusion6 Employment\nStrategy -\nparticipation rate of\nSenior Leaders in\nscheduled Cultural\nRespect Training\n4.3 Premier Graduates Num- Act 34 24 38 32\nYouth ber\nrecruitment –\nnumber of\nAppointments\n4.3 Premier School Based Num- Act 7 12 11 11\nYouth Trainees ber\nrecruitment –\nnumber of\nAppointments\n5.1 Premier Response time to Busi- Eff 1.00 <5.00 1.00 <5.00\nSecurity and Local Government ness\nEmergency or State agencies Days\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n- 2\ngoal\nand\nto address other\nworkforce gender\nearnings,\nand increased savings\nfor\nretirement.\nefforts\nwere\nnecessary\nto achieve the Brisbane\nand their\nfamilies by way of higher\nlifetime\ngender\nparticipation\ngap\nsince 2014, stronger\nadditional\nfinancial security for women\nprogress\nhad been made\ntowards reducing\nthe\nwomen’s\nworkforce participation\ninclude\nMinisters\nMeeting, Ministers\nagreed that while\nAt an individual\nlevel, the benefits\nof\nlifting\nAt\nthe 2017\nG20 Labour\nand Employment\nover their\nlives and to make genuine\nchoices.\nwomen\naged\n15-64 are\nin the labour force.\nboth women\nand men — to exercise\ncontrol\nii\n1\ncent\nas of\nMay 2017, meaning\nnearly 5.8 million\nEconomic\nindependence is an enabler\n—\nfor\nWomen’s\nworkforce participation\nis at 72.0\nper\nan\neconomic\npriority\nGood for\nwomen and families\nincreasing\nwomen’s workforce\nparticipation.\n Source: `strategies/2017-Government-Workforce-Startegy-towards-2025-strategy-Womens-workforce-partic.pdf`\n- The\nAchievements for phase 1 included:\ncourse empowered staff from councils\n• creating a deeper, 2-way dialogue, shown\nand organisations that provide services\nthrough ongoing engagement between\nto multicultural communities to develop\nVEOHRC and community partners – this has\nawareness and advocacy skills.\ncreated an emerging and informed bank of\n• An overwhelming 98% of participants\nstories illustrating the harm of racism and\nincreased their confidence to identify racism\nthe benefits of multiculturalism\nand their knowledge of VEOHRC’s functions.\n• running 22 customised education sessions\nAfter completing the course, 92% of\nwith more than 540 Muslim and African\nparticipants said they would report racism\nleaders and members across Victoria with\n(up from 58%).\nthe Islamic Council of Victoria, the Australian\n• The CRT was improved and broadly\nMuslim Women’s Centre for Human Rights\n Source: `strategies/anti-racism-strategy-web.pdf`\n- Planning work is\nunderway and will be completed by 2028.\n→ Finalising the strategic planning in the coming months for more\nthan 1 000 hectares of new land at Officer South in Melbourne’s\nsouth-east, with capacity for 22 000 jobs.\n→ Continuing the work to bring land to market in some of our priority\nprecincts including Arden which is expected to accommodate\n34 000 jobs; the Fishermans Bend Innovation Precinct projected to\nsupport up to 30 000 STEM jobs; and the East Werribee Precinct.\n→ Boosting regional employment options by unlocking land for jobs\nat regional greenfield locations at Avalon, Bendigo and Parwan,\nand delivering the Ballarat West Employment Zone - transforming\nmore than 400 hectares of surplus government land into industrial,\nwholesale, logistics, construction, commercial and residential areas\nand an Intermodal Freight Hub.\n Source: `other-pdfs/Economic-Growth-Statement.pdf`\n- [Page 86]\nThe Commonwealth Department of Health advice, as at\n13 November 2020, is that initial priority groups for a\nCOVID-19 vaccine include ‘[p]eople who have an increased\nrisk, relative to others, of developing severe disease or\ndying from COVID-19’, such as Aboriginal and Torres\nStrait Islander people, and ‘[p]eople at an increased risk\nof exposure, infection and transmission of COVID-19, or\nare in a setting with high transmission potential,’ such\nas people in correctional and detention facilities.183 On 9\nDecember, ‘a Health Department spokeswoman confirmed\nthe priority list also included prisoners and those in\ndetention facilities.’184\nVALS particularly highlights, and supports, the Australian\nGovernment’s position that vaccines are to be free and not\nmandatory.185 In order to maximise uptake of the vaccine\nin detention, health professionals independent of DJCS\n Source: `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pdf`\n- [Page 124]\nVictoria and the Northern Territory.’299\nThe Closing the Gap Agreement includes a target\nto ‘increase the proportion of Aboriginal and Torres\nStrait Islander people living in appropriately sized\n(not overcrowded) housing to 88 per cent’ by 2031.300\nThe objectives of the Victorian Aboriginal Housing\nand Homelessness Framework include that Aboriginal\nVictorians should achieve quality housing outcomes in\na generation,301 and that the strategies put in place to\nachieve this objective must be guided by Aboriginal self-\ndetermination, with ‘housing responses… [to be] designed\nfor and delivered by Aboriginal people.’302 VACCA has\nadditionally recommended that the Government and media\noutlets ‘challenge negative perceptions of people facing\nhomelessness, including addressing systemic racism.’303\nRecommendation 116: The Government must have\n Source: `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pdf`\n- NATSILS\nhas identified that cuts to JobKeeper and JobSeeker (with\nthe increase in the latter being the ‘first and highest\nincrease in a generation’) would see Aboriginal people\nfurther entrenched in poverty and the justice system.307\nAnd with an end to the moratorium on giving notices\nto vacate, and other emergency measures implemented\nthrough the Omnibus Act, VALS anticipates that persisting\n304 Hal Pawson, Cameron Parsell, COVID spurred action on rough sleepers but\ngreater homelessness challenges lie ahead (19 October 2020), available at https://\ntheconversation.com/covid-spurred-action-on-rough-sleepers-but-greater-\nhomelessness-challenges-lie-ahead-147102\n305 Department of Prime Minister and Cabinet statistics (16 October 2020)\n306 The Coronavirus Supplement is extending (10 November 2020), available at\nhttps://www.servicesaustralia.gov.au/individuals/news/coronavirus-supplement-\n Source: `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pdf`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 3]\nVaccination of People in Detention Must be a Priority 84\nTransparency, Oversight and OPCAT 87\nPolicing 92\nIssues and Recommendations Previously Highlighted\nby VALS on COVID-19 and Policing 93\nProtective Services Officers 95\nA Note on Preventative Detention 97\nThe Recovery Period – An Opportunity for\nPolice Reform that should not be Squandered 99\nAddressing Racism and Systemic Racism 99\nFostering a Culture of Respect for Human Rights\namong Police 103\nImplementation of the Recommendations of the Royal\nCommission into Aboriginal Deaths in Custody and Other\nRelevant Royal Commissions, Inquiries and Inquests 104\nThe Criminal Jurisdiction 112\nElectronic Monitoring 113\nProcedural Issues – Court 113\nKoori Courts 114\nThe Civil Jurisdiction 117\nInfringements 118\nAboriginal People have Received a Disproportionate\nNumber of COVID-19 Fines 118\nCOVID-19 Fining of Children 120\n Source: `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pdf`\n- [Page 67]\nstakeholders have called for bail reform, including\nVEOHRC, who recommended fast-tracking bail reform\nduring COVID-19 recovery.98\nRecommendation 35: The reverse-onus provisions in\nthe Bail Act should be repealed, particularly the ‘show\ncompelling reason’ and ‘exceptional circumstances’\nprovisions (sections 4AA, 4A, 4C, 4D and schedules 1 and\n2 of the Bail Act).99\nRecommendation 36: There should be a presumption\nin favour of bail for all offences, except in circumstances\nwhere there is a specific and immediate risk to the physical\nsafety of another person.\n Source: `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pdf`\n- [Page 74]\nit may have on prisoners with particular vulnerabilities,\nincluding Aboriginal and Torres Strait Islander people,\npeople with mental health issues and people living with\na disability.’134 The FCLC, in its COVID-19 recovery plan,\nrecommended that the ‘use of Protective Quarantine must\nbe necessary and proportionate to the risk of contracting\nor spreading COVID-19,’ that there be clarity regarding the\n‘medical basis for restrictions’ and that ‘accessible, up-to\ndate information about Protective Quarantine restrictions\nto prisoners, families, and legal representatives’ be\nprovided.135 Others have strongly advocated for an end\nto mandatory quarantine, such as the Human Rights Law\nCentre, which has ‘call[ed] for an end to 14-day mandatory\nquarantine for Victorian prisoners when they first enter jail\nbecause there’s no COVID-19 in the community… calling\n Source: `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pdf`\n- Recommendation 60: Facilities should not, by default, go\ninto complete “lock down” during a COVID-19 outbreak.150\nRecommendation 61: Staffing and other operational\nissues should be urgently addressed, to ensure lockdowns\ndo not occur as a result of inadequate staff to safely\nmanage the facility.151\nRecommendation 62: No one should be in effective\nsolitary confinement as a result of lockdown, particularly\nchildren and people with mental or physical disabilities,152\nor histories of trauma.\n Source: `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pdf`\n- V a c c i n a t i o n o f P e o p l e i n D e t e n t i o n\nM u s t b e a P r i o r i t y\nThe WHO’s framework for the allocation and prioritisation\nof COVID-19 vaccination includes the following principles:\n• ‘Equal Respect: Recognize and treat all human beings\nas having equal moral status and their interests as\ndeserving of equal moral consideration;’ and\n• ‘Human Well-Being: Protect and promote human well-\nbeing including health, social and economic security,\nhuman rights and civil liberties, and child development.’174\nUnder the latter, ‘[s]ocial groups unable to social distance’,\nsuch as those in detention facilities, have been identified\nas ‘[p]opulations with significantly elevated risk of being\ninfected,’ to be specifically considered under the objective\nof ‘[r]educ[ing] deaths and disease burden from the\nCOVID-19 pandemic’.175\n Source: `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pdf`\n- [pages 84,85,86]\nally considered under the objective\nof ‘[r]educ[ing] deaths and disease burden from the\nCOVID-19 pandemic’.175\nIn other jurisdictions, such as the US, linking the ethical\nprinciple of preventing death and illness to the vaccine\nobjective of ‘protect[ing] those at greatest risk of infection\nand further transmission’ has led to recommendations that\nboth detention staff and detained people be prioritised for\n173 Zach Hope, Intellectually disabled prisoners punished without oversight\n(24 October 2020), available at https://www.theage.com.au/national/victoria/\nintellectually-disabled-prisoners-punished-without-oversight-20201023-p5680g.\nhtml\n84 174 World Health Organization, WHO SAGE values framework for the allocation\nand prioritization of COVID-19 vaccination (14 September 2020) 2\n175 Ibid 10\n Source: `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pdf`\n- [Page 124]\nVictoria and the Northern Territory.’299\nThe Closing the Gap Agreement includes a target\nto ‘increase the proportion of Aboriginal and Torres\nStrait Islander people living in appropriately sized\n(not overcrowded) housing to 88 per cent’ by 2031.300\nThe objectives of the Victorian Aboriginal Housing\nand Homelessness Framework include that Aboriginal\nVictorians should achieve quality housing outcomes in\na generation,301 and that the strategies put in place to\nachieve this objective must be guided by Aboriginal self-\ndetermination, with ‘housing responses… [to be] designed\nfor and delivered by Aboriginal people.’302 VACCA has\nadditionally recommended that the Government and media\noutlets ‘challenge negative perceptions of people facing\nhomelessness, including addressing systemic racism.’303\nRecommendation 116: The Government must have\n Source: `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pdf`\n- In the June 2020 quarter, the Aboriginal jobactive caseload\nin Victoria increased to 8,911 from 6,063 in the previous\nquarter, a 47% increase.305 With supplements to JobSeeker\nand other payments being reduced on 1 January 2021\nfrom $250 to $150, and to end entirely on 1 April 2021,306\nthere is an increased risk of not only homelessness, but\na myriad of legal issues that arise from poverty.\n Source: `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pdf`\n- Minimum Standard\nManage the risks of a person contracting or spreading COVID-19 in the workplace\n1\nImplement and maintain a cleaning schedule across the workplace\n2\nPromote good hygiene procedures and practices (such as washing and/or sanitising\n3\nof hands)\nEnsure workers who have been instructed to quarantine or self-isolate don’t come\n4\nto the workplace\nEnsure physical distancing requirements are met by workers, contractors and others\n5 entering, leaving or moving around the workplace\nProvide information, training and supervision on how the risks of COVID-19 are to\n6 be managed and ensure all processes and procedures are applied by the workers\nProvide information and instruction to other people who attend the workplace\nabout how they are to comply with your processes and procedures, and make sure\n7\nthey apply them\n Source: `other-pdfs/DPAC_COVID-19_Safety_Plan_-_21_February_2022.pdf (https://www.dpac.tas.gov.au/__data/assets/pdf_file/0025/117970/DPAC_COVID-19_Safety_Plan_-_21_February_2022.pdf)`\n- There is a direct link between\nalso face unequal contact with the justice language difficulties and miscarriages\nsystem, with overpolicing identified as a of justice… The importance of free,\nchallenge.82 A study based on the experiences professional and appropriately skilled\nof young people from Pasifika and South interpreter services for CALD people\nSudanese backgrounds in Greater Dandenong who need free legal services cannot\nand Casey between 2016 and 2018 found be overstated.\nthat pre-emptive and ‘risk-based’ policing\n– W ritten submission from the Peninsula\ntactics resulted in targeted monitoring\nCommunity Legal Centre\nand surveillance.83 Uneven or biased use of\ndiscretionary powers (such as cautions or\ndiversions) can also lead multicultural young\npeople deeper into the justice system.84\nThe report Youth justice review and strategy:\nmeeting needs and reducing offending\n Source: `strategies/anti-racism-strategy-web.pdf`\n- Completed recommendations\nThe following recommendations have been completed by DPAC to date:\n• F-06: Agency heads should drive, and be held accountable for, a\npublic-sector-wide culture that proactively engages with major\ninvestment proponents.\n• F-07: The Australian and State Governments should reinvigorate the\nJoint Commonwealth and Tasmanian Economic Council.\n• F-29: Throughout the recovery period, the State Government should\nprovide broad guidance for people travelling interstate about\nthe circumstances under which Tasmanians will be required to\nquarantine upon return.\n• F-31: The State Government should ensure that the Food Security\nStrategy currently being prepared:\n- expands on recent trials of school lunch provision to include\ngreater school and community provision\n- adopts a local approach to community food security models and\nnot a ‘one size fits all’ approach\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n- Recommendation 42: There should be increased\ntransparency in relation to the operationalisation of\nprotective quarantine and isolation under the COVID-19\nOmnibus Act, and the safeguards that have been put in\nplace.113\nRecommendation 43: Regarding solitary confinement:\n• No person should ever be placed in solitary confinement,\nparticularly people (and especially children) with mental\nor physical disabilities, or histories of trauma.\n• Prolonged solitary confinement amounts to torture, and\nno people (especially children) should be subjected to\nthis.\n• Staffing and other operational issues should be urgently\naddressed, to ensure no one is subjected to solitary\n70 112 COVID-19 Omnibus (Emergency Measures) and Other Acts Amendment Act\n2020 s10, s20\n113 Ibid 18 and 22\n Source: `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pdf`\n- Any\nproposed, permanent increased powers must be subject\nto careful and proper scrutiny after the pandemic.’220\nP r o t e c t i v e S e r v i c e s O f f i c e r s\nProtective Service Officers (PSOs) have expansive powers,\nincluding arrest and apprehension (despite not having the\nsame degree of training as police) and significant issues\nhave been previously raised by the Independent Broad-\nbased Anti-Corruption Commission (IBAC) in relation to\nPSO conduct.221 The Police and Emergency Legislation\nAmendment Bill 2020 expands the areas in which PSOs\n215 Ibid 53-54\n216 Ibid 54, 55\n217 Ibid\n218 Ibid 54, 55\n219 Ibid 55\n220 Ibid\n221 IBAC, Transit Protective Services Officers - An exploration of corruption and 95\nmisconduct risks (22 December 2016), available at https://www.ibac.vic.gov.au/\npublications-and-resources/article/transit-protective-services-officers\n Source: `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pdf`\n- It works collaboratively with all teams to\n• supporting the Motion for Respect achieve effective results.\n– Independent Project Manager by\nAcross 2023-24 the team has focused on:\ndeveloping policies and procedures that\nimplement recommendations from the • developing the Department of Premier and\nMotion for Respect: Report into Workplace Cabinet Wellbeing Strategy\nCulture in the Tasmanian Ministerial and\n• developing a new and approved Strategic\nParliamentary Services\nAsset Management Plan\n• supporting the expansion of Parliament\n• establishing an enterprise management\nto 35 seats by increasing the numbers of\nsolution to centralise service requests\nelectorate officers and ministerial staff\nand log maintenance incidents for the\n• developing the agency’s Belonging and Department’s property portfolio\nRespect Strategy that incorporates the\n• identifying and updating the Department’s\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n\n## Corporate Values and Operating Culture\n\n- [Page 184]\nTotal Contract\nValue includ-\nContract ing Extension\nSupplier Business Name Location Title Period Options\nSeek Limited Cremorne, Online external job 19/12/23 to $175,000\nVictoria advertising services for 31/03/24\nthe Tasmanian State\nService\nCeba Pty Ltd (trading as ID Moonah, Supply of uniform for 05/10/23 to $180,000\nClothing) Tasmania Ministerial Drivers, 30/09/28\nTasmanian Government\nCouriers and Customer\nService Officers\nBentley Workspaces Pty Ltd Hobart, Supply of Workstations 11/01/24 to $182,838\nTasmania on level 5 at 15 Murray 30/06/24\nStreet, Hobart\nMonotype Limited London, Limited whole-of- 28/09/23 to $213,213\nEngland government font usage 27/09/30\nlicenses\nTascon Constructions Pty Moonah, Minor office fit-out 22/04/24 to $215,720\nLtd Tasmania works at Level 10, 15 31/05/24\nMurray Street, Hobart to\nconstruct an additional\nministerial suite required\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n- The Strategic Plan 2023–26\nOUR VISION OUR DEPARTMENT OUR PEOPLE AND\nWORKPLACES\nWe partner with • Effectively lead and • Are empowered and\nothers to advise on and facilitate whole-of- supported to be innovative\ndeliver the government’s government solutions and curious\npriorities ensuring the best • Provide valued advice to • Build effective and\npossible outcomes for the government respectful partnerships\nTasmanian community\n• Design and deliver • Deliver great service\nfit-for-purpose systems, • Develop effective systems\nservices and regulation to make our work easier\n• Deliver on community\npriorities\nOur values underpin everything we do\nRESPECT + EXCELLENCE + PROFESSIONAL + CUSTOMER FOCUS + WORKING TOGETHER\nDPAC | Annual Report 2023-24 24\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n- [pages 184,185,186,187,188]\nto $250,000\nTechnology Victoria development training 08/02/25\nin Business Analysis,\nMastering Time, New\nSupervisor and Leading\nthrough change\nIgnite Project Services Pty Lindisfarne, ICT Professional Services 22/02/24 to $277,000\nLtd Tasmania for the Tasmanian State 31/03/25\nService (TSS) Human\nResource Information\nSystem (HRIS) Program\nincluding, but not\nlimited to: Business\nAnalyst capability build,\ndevelopment of technical\nsystems documentation,\ndevelopment of review\nof solution and process\nmaps, business analytics\nand stakeholder\nconsultation\nTas City Building South Pty Cambridge, Minor office fit-out 15/04/24 to $327,320\nLtd Tasmania works to construct 30/06/24\noffices, meeting rooms,\nstaff amenities and\ncollaboration spaces at 1\nFranklin Wharf, Hobart\nDPAC | Annual Report 2023-24 184\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n- [Page 187]\nTotal Contract\nValue includ-\nContract ing Extension\nSupplier Business Name Location Title Period Options\nEngender Equality North Development of the 24/01/24 to $78,200\nHobart, Tasmanian and Rural 30/06/24\nTasmania Risk Assessment Training\n(TARRA) materials\nincluding a practice\ntraining guide, training\nframework, foundational\ntraining modules, Train\nthe Trainer modules and\ntraining manual and\nresources\nEmma-Jane Driscoll Spotswood, TSS HRIS Business Case: 01/07/24 to $80,000\nVictoria Tranche 1 – Analyst 30/09/24\nServices - ICT Professional\nServices related to the\ndevelopment of the next\nphase of the delivery of\nthe TSS HRIS\nWorkplace Research Kingston, Motion for Respect: Report 13/09/23 to $86,240\nAssociates Pty Ltd Australian into Workplace Culture in 28/02/24\nCapital the Tasmanian Ministerial\nTerritory and Parliamentar\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n- [Page 26]\nTasmanian State Service DPAC Values\nReform\nThe Department has reinforced its values of\nrespect, excellence, professional, customer\nDPAC continues to support the ongoing\nfocus and, working together to foster a positive\nimplementation of recommendations from the\nand supportive work environment through\nTasmanian State Service Review in collaboration\nseveral initiatives, including:\nwith agencies, the Secretaries Board and its\nsubcommittees.\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n- Table 2: Contracts awarded in 2023–24 with a value of $50,000 or over (GST exclusive) (excluding\nconsultancy contracts)\nTotal Contract\nValue includ-\nContract ing Extension\nSupplier Business Name Location Title Period Options\nGENOS International Pty Sydney, Provision of professional 05/04/24 to $50,000\nLtd1 New South development services for 04/04/25\nWales the Manager Essentials\nProgram and Tasmanian\nTraining Consortium\nservices\nHill Consulting HRS Taroona, Graduate Candidate 03/07/24 to $56,500\nTasmania Management Services to 30/09/24\nadminister the TasGRAD\nrecruitment campaign for\n2025\nFusion 5 Pty Ltd Melbourne, Citrix Universal 08/11/23 to $60,663\nVictoria Subscription to ensure 07/12/24\nongoing version currency\nand support for Citrix\nsoftware\nThe20 Pty Ltd Hobart, Elder Abuse Awareness 02/06/24 to $62,933\nTasmania campaign media 14/07/24\nplacement\n Source: `annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)`\n- VALS reiterates recommendations that it has previously\nmade, in The effectiveness of the Victoria Police Complaint\nSystem for VALS clients, that there should be an independent\noversight body into police complaints.247 That report also\nhighlighted the findings of the Koori Complaints Project:\n244 Indigenous deaths in custody report ‘largely worthless’, academics say (20\nDecember 2018), available at https://www.theguardian.com/australia-news/2018/\ndec/20/indigenous-deaths-in-custody-report-largely-worthless-academics-\nsay; The Joint response to the Deloitte Review of the implementation of the\nrecommendations of the Royal Commission into Aboriginal Deaths in Custody\n(2018), available at https://caepr.cass.anu.edu.au/research/publications/joint-\nresponse-deloitte-review-implementation-recommendations-royal-commission\n Source: `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pdf`\n- [pages 105,106,107,108]\nring police arrest in Melbourne’s north\nin induced coma, lawyer says (14 September 2020), available at https://www.abc.\nnet.au/news/2020-09-14/arrest-to-be-examined-by-victoria-police-professional-\nstandards/12661334\n246 Victorian Aboriginal Legal Service, Human Rights Law Centre, Australian\nLawyers Alliance, Flemington & Kensington Community Legal Centre, Joint Media\nRelease - Premier Andrews must ensure greater police accountability following\nrecent incidents of police violence (16 September 2020), available at https://\nwww.hrlc.org.au/news/2020/9/15/premier-andrews-must-ensure-greater-police-\naccountability-following-recent-incidents-of-police-violence 105\n247 Victorian Aboriginal Legal Service, The effectiveness of the Victoria Police\nComplaint System for VALS clients (December 2016) 7\n Source: `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pdf`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py ` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `annual-reports/2023-24.pdf` - annual-reports - https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf\n- `strategies/2017-Government-Workforce-Startegy-towards-2025-strategy-Womens-workforce-partic.pdf` - strategies - local file\n- `strategies/Creating-Inclusive-School-Communities-Action-Plan-document.pdf` - strategies - local file\n- `strategies/Email_and_Messaging_Standard.pdf` - strategies - https://www.dpac.tas.gov.au/divisions/digital_strategy_and_services/cybersecurity/Email_and_Messaging_Standard.pdf\n- `strategies/Tasmanian-Government-Cyber-Security-Policy-V1.1.pdf` - strategies - https://www.dpac.tas.gov.au/divisions/digital_strategy_and_services/resources/Tasmanian-Government-Cyber-Security-Policy-V1.1.pdf\n- `strategies/Tasmanian_Government_Identity_-_Access_Cybersecurity_Standard.pdf` - strategies - https://www.dpac.tas.gov.au/divisions/digital_strategy_and_services/cybersecurity/Tasmanian_Government_Identity_~_Access_Cybersecurity_Standard.PDF\n- `strategies/Tasmanian_Government_Incident_Management_Cybersecurity_Standard.pdf` - strategies - https://www.dpac.tas.gov.au/divisions/digital_strategy_and_services/cybersecurity/Tasmanian_Government_Incident_Management_Cybersecurity_Standard.pdf\n- `strategies/anti-racism-strategy-action-plan.pdf` - strategies - local file\n- `strategies/anti-racism-strategy-at-a-glance.pdf` - strategies - local file\n- `strategies/anti-racism-strategy-summary.pdf` - strategies - local file\n- `strategies/anti-racism-strategy-web.pdf` - strategies - local file\n- `strategies/DPAC-Strategic-Plan_Jan-24.pdf` - strategies - https://www.dpac.tas.gov.au/department/about_us/strategic_plan/DPAC-Strategic-Plan_Jan-24.pdf\n- `strategies/Tasmanian-Government-Cyber-Security-Strategy-2024-2028.pdf` - strategies - https://www.dpac.tas.gov.au/divisions/digital_strategy_and_services/resources/Tasmanian-Government-Cyber-Security-Strategy-2024-2028.PDF\n- `pages/about.html` - pages - https://www.dpac.tas.gov.au/department/about_us\n- `pages/contact.html` - pages - https://www.dpac.tas.gov.au/department/contact\n- `pages/homepage.html` - pages - https://www.dpac.tas.gov.au/\n- `pages/leadership.html` - pages - https://www.dpac.tas.gov.au/divisions/office_of_the_secretary\n- `pages/media-releases-index.html` - pages - https://www.dpac.tas.gov.au/exitmessage\n- `pages/media-releases-index__03.html` - pages - https://www.dpac.tas.gov.au/_designs/ministerial_intranet_design_2014/home/print.css\n- `pages/media-releases-index__04.html` - pages - https://www.dpac.tas.gov.au/exitmessage\n- `pages/ministerial-releases-index.html` - pages - https://www.dpac.tas.gov.au/_designs/ministerial_intranet_design_2014/home/default.css/background\n- `pages/news-latest.html` - pages - https://www.dpac.tas.gov.au/previous_news_and_features\n- `pages/strategies-index.html` - pages - https://www.dpac.tas.gov.au/divisions/digital_strategy_and_services\n- `pages/strategies-index__00.html` - pages - https://www.dpac.tas.gov.au/divisions/digital_strategy_and_services\n- `pages/strategies-index__01.html` - pages - https://www.dpac.tas.gov.au/divisions/digital_strategy_and_services/cybersecurity\n- `pages/strategies-index__02.html` - pages - https://www.dpac.tas.gov.au/divisions/digital_strategy_and_services/consultation\n- `pages/taskforces-index.html` - pages - https://www.dpac.tas.gov.au/resources_2013/homepage/for_and_about/literacy-advisory-panel\n- `other-pdfs/Economic-Growth-Statement.pdf` - other-pdfs - local file\n- `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pdf` - other-pdfs - local file\n- `other-pdfs/Timeline-of-anti-racism-reforms-in-Victoria.pdf` - other-pdfs - local file\n- `other-pdfs/When-inclusion-means-exclusion-report-2021.pdf` - other-pdfs - local file\n- `other-pdfs/DPAC_COVID-19_Safety_Plan_-_21_February_2022.pdf` - other-pdfs - https://www.dpac.tas.gov.au/__data/assets/pdf_file/0025/117970/DPAC_COVID-19_Safety_Plan_-_21_February_2022.pdf\n\n## Gaps To Fix\n\n- No corporate plan text source found.\n- No global comparison/case-study sources found.", "legislation_md": "# Department of Premier and Cabinet - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:43:16.564507+00:00\n**Entity ID**: S-TAS-005\n**Jurisdiction**: Tasmania\n**Portfolio**: Premier\n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 68\n- Unique legislation references found: 116\n\n| Type | Count |\n|---|---:|\n| Act | 111 |\n| Order | 3 |\n| Regulation | 2 |\n\n## Legislation References\n\n### Appropriation (Supplementary Appropriation) Act 2023\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 10\n**Register search**: https://www.legislation.tas.gov.au/search?query=Appropriation+%28Supplementary+Appropriation%29+Act+2023\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- (1,384) (2,233) (1,390)\nNet assets deployed for Output Group 04 (186) 27 502\nNotes:\n1. Variances within this Output are primarily due to expenditure associated with Output\ngroup 70 Commission of Inquiry being reallocated to Output 4.1 under the Appropriation\n(Supplementary Appropriation) Act 2023.\n2. The increase in Total liabilities incurred for Output Group 04 reflects increased lease\nliability and increased long service leave and recreational leave liabilities.\n99 DPAC | Annual Report 2023-24\n\n[page 100]\nOutput group 05 - Security and Emergency Man\n Source: `annual-reports/2023-24.pages.jsonl`\n- otal assets deployed for Output Group 70 …. …. ….\nTotal liabilities incurred for Output Group 70 …. …. ….\nNet assets deployed for Output Group 70 …. …. ….\nNote:\n1. Budgeted revenue and expenditure for this Output Group was reallocated under the\nAppropriation (Supplementary Appropriation) Act 2023 to Output 1.1 Strategic Policy and\nAdvice ($8.1 million) and Output 4.1 State Service Employment and Management ($8.3\nmillion). $11.3 million was transferred from the Department to other agencies.\nDPAC | Annual Report 2023-24 106\n\n[page 107]\nOutput group 90 -\n Source: `annual-reports/2023-24.pages.jsonl`\n- …. 762 762 100\nOther expenses n) 2,166 1,034 (1,132) (52)\nNotes to Statement of Comprehensive Income variances\nVariations are primarily due to:\na) The variation in Appropriation revenue – operating is primarily due to the reallocation\nunder the Appropriation (Supplementary Appropriation) Act 2023 to Output 1.1 Strategic\nPolicy and Advice ($8.1 million) and Output 4.1 State Service Employment and Management\n($8.3 million). A further $11.3 million was transferred from the Department to other agencies.\nb) Other Revenue from Government reflects approved R\n Source: `annual-reports/2023-24.pages.jsonl`\n- a as part of 2022–23 Administration restructure.\nh) The decrease in Employee benefits compared to budget is primarily related to Output\ngroup 70 - Commission of Inquiry (COI). The budgeted expenditure was transferred to other\nagencies under the Appropriation (Supplementary Appropriation) Act 2023.\ni) The decrease in Superannuation compared to Budget is primarily related to Output group 70\n- Commission of Inquiry. The budgeted expenditure was transferred to other agencies under\nthe Appropriation (Supplementary Appropriation) Act 2023.\nj) The increased\n Source: `annual-reports/2023-24.pages.jsonl`\n- the Appropriation (Supplementary Appropriation) Act 2023.\ni) The decrease in Superannuation compared to Budget is primarily related to Output group 70\n- Commission of Inquiry. The budgeted expenditure was transferred to other agencies under\nthe Appropriation (Supplementary Appropriation) Act 2023.\nj) The increased depreciation reflects additional Right-of-use Assets and Leasehold\nImprovements across various Department of Premier and Cabinet and Ministerial and\nParliamentary Support sites.\nk) The increased Amortisation reflects the amortisation related\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Financial Management Act 2016\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 9\n**Register search**: https://www.legislation.tas.gov.au/search?query=Financial+Management+Act+2016\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- P\nMinister for Veterans’ Affairs Minister for Women and the\nPrevention of Family Violence\nDPAC | Annual Report 2023-24 6\n\n[page 7]\nDear Premier and Ministers\nIn accordance with the requirements of Section 36 of the State Service\nAct 2000 and Section 42 of the Financial Management Act 2016, I submit\nto you, for presentation to Parliament, this report on the affairs and\nactivities of the Department of Premier and Cabinet for the financial year\nended 30 June 2024.\nYours sincerely\nKathrine Morgan-Wicks\nSecretary\nDepartment of Premier and Cabinet\n1\n Source: `annual-reports/2023-24.pages.jsonl`\n- In my opinion, the accompanying financial statements:\n(a) present fairly, in all material respects, the Department’s financial position as at\n30 June 2024 and its financial performance and its cash flows for the year then\nended\n(b) are in accordance with the Financial Management Act 2016 and Australian\nAccounting Standards.\nBasis for Opinion\nI conducted the audit in accordance with Australian Auditing Standards. My responsibilities\nunder those standards are further described in the Auditor’s Responsibilities for the Audit of\nthe Financial Sta\n Source: `annual-reports/2023-24.pages.jsonl`\n- the Secretary for the Financial Statements\nThe Secretary is responsible for the preparation and fair presentation of the financial\nstatements in accordance with Australian Accounting Standards, and the financial reporting\nrequirements of Section 42 (1) of the Financial Management Act 2016. This responsibility\nincludes such internal control as determined necessary to enable the preparation of the\nfinancial statements that are free from material misstatement, whether due to fraud or\nerror.\nIn preparing the financial statements, the Secretary is\n Source: `annual-reports/2023-24.pages.jsonl`\n- ement of Certification\nThe accompanying Financial Statements of the Department of Premier\nand Cabinet are in agreement with the relevant accounts and records\nand have been prepared in compliance with Treasurer’s Instructions\nissued under the provisions of the Financial Management Act 2016 to\npresent fairly the financial transactions for the year ending 30 June 2024\nand the financial position as at end of the year.\nAt the date of signing, I am not aware of any circumstances which would\nrender the particulars included in the Financial Statements\n Source: `annual-reports/2023-24.pages.jsonl`\n- nd Advice ($8.1 million) and Output 4.1 State Service Employment and Management\n($8.3 million). A further $11.3 million was transferred from the Department to other agencies.\nb) Other Revenue from Government reflects approved Rollovers under section 23 of the\nFinancial Management Act 2016 related to various outputs of the Department.\nc) Contributions Received and Contributions provided reflect the Rapid Antigen Test kits\nreceived from Department of Health for Service Tasmania shops and were subsequently\nprovided to the public free of charge.\nd\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### State Service Act 2000\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 9\n**Register search**: https://www.legislation.tas.gov.au/search?query=State+Service+Act+2000\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n- `strategies/Email_and_Messaging_Standard.pages.jsonl`\n- `strategies/Tasmanian-Government-Cyber-Security-Policy-V1.1.pages.jsonl`\n- `strategies/Tasmanian_Government_Identity_-_Access_Cybersecurity_Standard.pages.jsonl`\n- `strategies/Tasmanian_Government_Incident_Management_Cybersecurity_Standard.pages.jsonl`\n\n**Evidence contexts**:\n- ng\nHon Guy Barnett MP Hon Madeleine Ogilvie MP\nMinister for Veterans’ Affairs Minister for Women and the\nPrevention of Family Violence\nDPAC | Annual Report 2023-24 6\n\n[page 7]\nDear Premier and Ministers\nIn accordance with the requirements of Section 36 of the State Service\nAct 2000 and Section 42 of the Financial Management Act 2016, I submit\nto you, for presentation to Parliament, this report on the affairs and\nactivities of the Department of Premier and Cabinet for the financial year\nended 30 June 2024.\nYours sincerely\nKathrine Morgan\n Source: `annual-reports/2023-24.pages.jsonl`\n- ent management and modernisation, progressive industrial\nworkforce development. agreements and contemporary employment\npractice to promote a more effective TSS. Leads\nThe SSMO supports the Minister administering\nand supports key initiatives to achieve the\nthe State Service Act 2000 and the Head of the\nreform objectives and enables the TSS to deliver\nState Service (HoSS) to undertake the employer\non current and future workforce priorities.\nfunctions, powers and responsibilities, to\nensure the State Service is contemporary,\nTasmanian Stat\n Source: `annual-reports/2023-24.pages.jsonl`\n- 36 300 269 70 …. 2,775\nKey management personnel are those persons having authority and responsibility for planning,\ndirecting and controlling the activities of the Department, directly or indirectly.\nRemuneration during 2023–24 for key personnel is set by the State Service Act 2000.\nRemuneration and other terms of employment are specified in employment contracts.\nRemuneration includes salary, motor vehicle and other non monetary benefits. Long term\nemployee expenses include long service leave and superannuation obligations.\nActing Arran\n Source: `annual-reports/2023-24.pages.jsonl`\n- vides a legislative drafting service to Government through the Office of\nParliamentary Counsel.\nThe Department has an important role in the development of whole of government policy and co\nordination of issues management.\nIt supports the administration of the State Service Act 2000, and the Head of the State Service\nto undertake the functions and powers of the Employer. In addition, it assists Government by\nproviding impartial and high quality advice on matters of State and national significance and\ncollaborates with all agencies across\n Source: `annual-reports/2023-24.pages.jsonl`\n- 1993\nexcept Part 4 and the making of regulations under section 46, in so\nfar as those regulations relate to Part 4 (see Department of Premier\nand Cabinet under the Minister for Housing and Planning)\nState Policies and Projects (Validation of Actions) Act 2001\nState Service Act 2000\nState Service (Savings and Transitional Provisions) Act 2000\nStatutory Authorities Act 1962\nSubordinate Legislation Committee Act 1969\nSuccession to the Crown (Request) Act 2013\nTasmanian Early Years Foundation (Winding-up) Act 2016\nTsuneichi Fujii Fellowship\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Racial and Religious Tolerance Act 2001\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.tas.gov.au/search?query=Racial+and+Religious+Tolerance+Act+2001\n\n**Sources**:\n- `pages/strategies-index__16.html`\n- `pages/strategies-index__17.html`\n- `other-pdfs/Timeline-of-anti-racism-reforms-in-Victoria.pages.jsonl`\n- `strategies/anti-racism-strategy-web.pages.jsonl`\n\n**Evidence contexts**:\n- heir race (including their skin colour, ancestry, nationality or ethnic background) in areas of public life such as:\nwork\nschool\nwhen using services\nrenting or buying property\ntaking part in sport\naccessing public places.\nVilification\n: In Victoria, under the\nRacial and Religious Tolerance Act 2001\n, vilification involves behaviour that incites hatred, serious contempt, revulsion or severe ridicule of a person or group of people because of their race or religion. It is against the law to vilify others.\n[8] F Fozdar, R Wilding and M Hawkins, Race and eth\n Source: `pages/strategies-index__16.html`\n- heir race (including their skin colour, ancestry, nationality or ethnic background) in areas of public life such as:\nwork\nschool\nwhen using services\nrenting or buying property\ntaking part in sport\naccessing public places.\nVilification\n: In Victoria, under the\nRacial and Religious Tolerance Act 2001\n, vilification involves behaviour that incites hatred, serious contempt, revulsion or severe ridicule of a person or group of people because of their race or religion. It is against the law to vilify others.\n[8] F Fozdar, R Wilding and M Hawkins, Race and eth\n Source: `pages/strategies-index__17.html`\n- ed. The Victorian Government and First\nPeoples communities pledge to work together to address the over-representation of First Peoples\nacross the justice system, as recommended by the 1991 Commonwealth Royal Commission into\nAboriginal deaths in custody.\n2002: The Racial and Religious Tolerance Act 2001 (Vic) comes into effect, to protect people from racial\nor religious vilification.\n2004: The Multicultural Victoria Act 2004 (Vic) comes into effect, enshrining the principles of\nmulticulturalism, including valuing cultural, religious and linguistic diversity\n Source: `other-pdfs/Timeline-of-anti-racism-reforms-in-Victoria.pages.jsonl`\n- ace (including their skin colour, ancestry,\nnationality or ethnic background) in areas of public life such as:\n• work\n• school\n• using services\n• renting or buying property\n• taking part in sport\n• accessing public places.\nVilification: In Victoria, under the Racial and Religious Tolerance Act 2001, vilification involves\nbehaviour that incites hatred, serious contempt, revulsion or severe ridicule of a person or\ngroup of people because of their race or religion. It is against the law to vilify others.\n14 3. Examining the problem\n\n[page 17]\nUnderstanding\n Source: `strategies/anti-racism-strategy-web.pages.jsonl`\n\n### Tasmanian Community Fund Act 2005\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.tas.gov.au/search?query=Tasmanian+Community+Fund+Act+2005\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- b) 95,203 96,745 7,953 1,542 88,792\nNotes to Statement of Comprehensive Income variances\nVariations are primarily due to:\na) The variance in Appropriation revenue – operating represents increases in allocations for\nthe Tasmanian Community Fund as required by Tasmanian Community Fund Act 2005 and\nagreed increases from the Australian Government related to funding provided to Homes\nTasmania.\nb) The variance in Grants and subsidies represents increases in allocations for the Tasmanian\nCommunity Fund as required by Tasmanian Community Fund Act 2005 an\n Source: `annual-reports/2023-24.pages.jsonl`\n- by Tasmanian Community Fund Act 2005 and\nagreed increases from the Australian Government related to funding provided to Homes\nTasmania.\nb) The variance in Grants and subsidies represents increases in allocations for the Tasmanian\nCommunity Fund as required by Tasmanian Community Fund Act 2005 and agreed increases\nfrom the Australian Government related to funding provided to Homes Tasmania.\n163 DPAC | Annual Report 2023-24\n\n[page 164]\n14.2 Administered Revenue From Government\nFor material Accounting policy information relating to Administered Reven\n Source: `annual-reports/2023-24.pages.jsonl`\n- ease refer to note 8.4.\n2024 2023\nActual Actual\n$’000 $’000\nGrants and subsidies to Tasmanian Community Fund and\nHomes Tasmania 96,745 7,953\nTotal 96,745 7,953\nThe Department pays an annual grant to the Tasmanian Community Fund as required by section 5\nof the Tasmanian Community Fund Act 2005. Payments to Homes Tasmania represent the Tasmanian\nGovernment contribution to Homes Tasmania.\nDPAC | Annual Report 2023-24 164\n\n[page 165]\nNOTE 15: Transactions and Balances\nRelating to a Trustee or Agency\nArrangement\nTransactions relating to activities unde\n Source: `annual-reports/2023-24.pages.jsonl`\n- t 1975\nAboriginal Land Council Elections Act 2004\nAboriginal Lands Act 1995\nNative Title (Tasmania) Act 1994\nStolen Generations of Aboriginal Children Act 2006\nMinister for Community Services\nCarer Recognition Act 2023\nPensioners (Heating Allowances) Act 1971\nTasmanian Community Fund Act 2005\nMinister for Disability Services\nDisability Services Act 2011\nGuide Dogs and Hearing Dogs Act 1967\nMinister for Housing and Planning\nApprovals (Deadlines) Act 1993\nCommunity Housing Providers National Law (Tasmania) Act 2013\nFire Damage Relief Act 1967\nin so\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Charter of Human Rights and Responsibilities Act 2006\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.tas.gov.au/search?query=Charter+of+Human+Rights+and+Responsibilities+Act+2006\n\n**Sources**:\n- `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pages.jsonl`\n- `other-pdfs/Timeline-of-anti-racism-reforms-in-Victoria.pages.jsonl`\n\n**Evidence contexts**:\n- eve\nthe purported public health objectives;\n• There was a concerning absence of legislated safeguards;\n• Our concerns that Aboriginal people and those who are\nmost vulnerable will be disproportionally impacted by\nthe legislation.225\nVALS highlighted that:\nthe Charter of Human Rights and Responsibilities Act\n2006 (Vic) (the Charter) does not permit arbitrary\ndetention, and the UN Working Group on Arbitrary\nDetention (WGAD) has reiterated that the prohibition\non arbitrary detention is absolute, even during a public\nhealth emergency such as COVID-19. The Charter states\n Source: `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pages.jsonl`\n- ]\nindividuals without the requisite public health expertise,\n225 Victorian Aboriginal Legal Service, Submission to the Scrutiny of Acts and\nRegulations Committee - COVID-19 Omnibus (Emergency Measures) and Other\nActs Amendment Bill 2020 (October 2020) 5-6\n226 Charter of Human Rights and Responsibilities Act 2006 s21(2)\n227 UN Working Group on Arbitrary Detention, ‘Deliberation No. 11 on 97\nprevention of arbitrary deprivation of liberty in the context of public health\nemergencies’ (8 May 2020) [5]\n\n[page 98]\nexperience and training to carry out an ostensibly public\nhe\n Source: `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pages.jsonl`\n- to protect people from racial\nor religious vilification.\n2004: The Multicultural Victoria Act 2004 (Vic) comes into effect, enshrining the principles of\nmulticulturalism, including valuing cultural, religious and linguistic diversity into Victorian law.\n2006: The Charter of Human Rights and Responsibilities Act 2006 (Vic) enshrines civil, political and\ncultural rights into Victorian law, protecting the right to practise culture, religion and language.\n2006: The Victorian indigenous affairs framework is first developed to provide a whole-of-government,\nintergenerational s\n Source: `other-pdfs/Timeline-of-anti-racism-reforms-in-Victoria.pages.jsonl`\n\n### Children, Youth and Families Act 2005\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.tas.gov.au/search?query=Children%2C+Youth+and+Families+Act+2005\n\n**Sources**:\n- `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pages.jsonl`\n\n**Evidence contexts**:\n- on to the Royal Commission into Victoria’s\nMental Health System (August 2020) 10, available at https://www.vals.org.au/wp-\ncontent/uploads/2020/08/Royal-Commission-into-Victorias-Mental-Health-System-\nSupplementary-Submission.pdf\n196 Ibid\n197 s600S(1) and (2) Children, Youth and Families Act 2005, inserted by the\n90 COVID-19 Omnibus (Emergency Measures Act) 2020.\n198 s112G Corrections Act 1986, inserted by the COVID-19 Omnibus (Emergency\nMeasures Act) 2020.\n\n[page 91]\nRecommendation 85: The Government should amend\nlegislation to ensure that visits to\n Source: `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pages.jsonl`\n- Courts of Victoria should take a uniform\napproach to the practice directions and their overall\noperations across the state.\n326 Victoria Legal Aid, Achieving safe and certain homes for children: 133\nRecommendations to improve the permanency amendments to the Children, Youth\nand Families Act 2005 based on the experience of our clients (November 2020) 23\n\n[page 134]\nB r o a d e r R e f o r m\nAs Victoria recovers from the pandemic, there is an\nopportunity for broader reforms to address the gross\noverrepresentation of Aboriginal children involved in\nthe\n Source: `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pages.jsonl`\n- 6]\nVALS also welcomes Victoria Legal Aid’s timely report,\nwhich considers the impact of the permanency reforms on\nfamilies and children. Particularly, VALS supports Victoria\nLegal Aid’s recommendations regarding how to improve\nthe permanency amendments to the Children, Youth and\nFamilies Act 2005:\nRecommendation 145: ‘Amend reunification timeframes\nto allow the court to make decisions in the best interest of\nthe child. Allow the Children’s Court to make any protection\norder that it deems to be in the best interests of a child,\nincluding making or exte\n Source: `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pages.jsonl`\n\n### Equal Opportunity Act 2010\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.tas.gov.au/search?query=Equal+Opportunity+Act+2010\n\n**Sources**:\n- `pages/strategies-index__16.html`\n- `other-pdfs/Timeline-of-anti-racism-reforms-in-Victoria.pages.jsonl`\n- `strategies/anti-racism-strategy-web.pages.jsonl`\n\n**Evidence contexts**:\n- experts.\nThe guideline seeks to combat race discrimination in the workplace by:\nhelping to increase organisational understanding of workplace racism and build racial literacy\nassisting employers to understand and comply with their legal obligations under the Equal Opportunity Act 2010\nhelping employers to identify, prevent and respond to racism in the workplace and in work-related settings using 5 standards for compliance\nsupporting First Peoples and racialised Victorians to fully take part in the workforce\nassisting people experiencing wo\n Source: `pages/strategies-index__16.html`\n- stic and religious diversity.\n0102\nTimeline of anti-racism reforms in\nVictoria\nAnti-Racism Strategy 2024-2029\n2010: The Victorian indigenous affairs framework 2010–2013 is released to address the gaps between\nFirst Peoples and non-Aboriginal Victorians.\n2010: The Equal Opportunity Act 2010 (Vic) enshrines redress mechanisms for people who have been\ndiscriminated against into Victorian law.\n2011: The Multicultural Victoria Act 2011 (Vic) comes into effect, setting out principles that encourage\nrespect for Victoria's cultural, religious, and ling\n Source: `other-pdfs/Timeline-of-anti-racism-reforms-in-Victoria.pages.jsonl`\n- lace racism and\nin the workplace. This guideline\nbuild racial literacy\nserves as a blueprint for preventing\n• assisting employers to understand and\nand addressing workplace racism\ncomply with their legal obligations under\nand race discrimination. It is an\nthe Equal Opportunity Act 2010\nimportant resource to make sure\n• helping employers to identify, prevent and\nVictoria’s workplaces are inclusive\nrespond to racism in the workplace and in\nand that everyone can thrive and work-related settings using 5 standards for\nsucceed at work. compliance\n Source: `strategies/anti-racism-strategy-web.pages.jsonl`\n\n### Land Use Planning and Approvals Act 1993\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.tas.gov.au/search?query=Land+Use+Planning+and+Approvals+Act+1993\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- and resilient to the current regional land use strategies to\nTasmania by prioritising national security ensure they remain fit for purpose.\nand adopting an all-hazards approach to\nWork commenced on proposed amendments\nemergency management arrangements\nto the Land Use Planning and Approvals Act 1993\n• leads key whole-of-government policy, to establish Development Assessment Panels\nplanning and legislative activities across (DAPs) and reform the State Coastal Policy and\nall phases of emergency management related legislation.\nDPAC | Annual Report 2023-24 2\n Source: `annual-reports/2023-24.pages.jsonl`\n- The comprehensive review of Tasmania’s three regional land use strategies is now well underway\nas part of the second phase of the Land Use Planning Reform Program. Once completed, the\nrevised strategies will be declared by the Minister for Planning under the Land Use Planning and\nApprovals Act 1993.\nThe State Planning Office is coordinating the statewide project to review the regional land use\nstrategies. Memorandums of Understanding have been prepared with local councils, setting out\na timetable for completion during the second half of 2025.\nThe State\n Source: `annual-reports/2023-24.pages.jsonl`\n- Act 2022\n(otherwise see Department of State Growth under this Minister)\nHomes Tasmania Act 2022\nexcept in so far as it relates to the lending of funds for home\nownership (see Department of Treasury and Finance under the\nTreasurer)\nHousing Land Supply Act 2018\nLand Use Planning and Approvals Act 1993\nLocal Government (Building and Miscellaneous Provisions) Act 1993\nexcept Part 7 (see Department of Justice under the Minister for\nSmall Business and Consumer Affairs)\nDPAC | Annual Report 2023-24 174\n\n[page 175]\nLocal Government (Subdivision Approval Validati\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Omnibus (Emergency Measures) and Other Acts Amendment Act 2020\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.tas.gov.au/search?query=Omnibus+%28Emergency+Measures%29+and+Other+Acts+Amendment+Act+2020\n\n**Sources**:\n- `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pages.jsonl`\n\n**Evidence contexts**:\n- of its previously\nvoiced concerns with regards to the April 2020 COVID-19\nOmnibus (Emergency Measures) Act 2020 (April Omnibus\nAct) (both the Act’s provisions, and operationalisation of\nthose provisions) were not addressed in the subsequent\nCOVID-19 Omnibus (Emergency Measures) and Other Acts\nAmendment Act 2020 in September 2020 (September\nOmnibus Act). Particularly, the September Omnibus Act\nextended the operation of many of the April Omnibus\nAct’s problematic provisions relating to prisons and\nyouth detention to 26 April 2021.112 As such, the below\nrecommendations\n Source: `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pages.jsonl`\n- uma.\n• Prolonged solitary confinement amounts to torture, and\nno people (especially children) should be subjected to\nthis.\n• Staffing and other operational issues should be urgently\naddressed, to ensure no one is subjected to solitary\n70 112 COVID-19 Omnibus (Emergency Measures) and Other Acts Amendment Act\n2020 s10, s20\n113 Ibid 18 and 22\n\n[page 71]\nconfinement.114\nRecommendation 44: Legislation should be amended to\nrequire that incarcerated people in protective quarantine\nand isolationare regularly observed and verbally\ncommunicated with.115 This applies equally to\n Source: `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pages.jsonl`\n- ity Controlled Organisations and the\nAboriginal community be involved in determining the local\nneeds of Aboriginal children, young people and families\ninvolved in the Child Protection system during COVID-\n19.’325\nVALS holds concerns that the COVID-19 Omnibus\n(Emergency Measures) and Other Acts Amendment Act\n2020 extended Family Reunification Orders by only 6\nmonths, given that many services (programs, as well as\ndrug and alcohol screening services) have continued to\noperate with limited staff capacity, adhering to COVID-19\nrestrictions, not offering full services, on\n Source: `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pages.jsonl`\n\n### Under the Victorian Equal Opportunity Act 2010\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.tas.gov.au/search?query=Under+the+Victorian+Equal+Opportunity+Act+2010\n\n**Sources**:\n- `pages/strategies-index__16.html`\n- `pages/strategies-index__17.html`\n- `strategies/anti-racism-strategy-web.pages.jsonl`\n\n**Evidence contexts**:\n- ries between racial groups are redrawn. This changes who is included in the dominant racial group.\nInformation about different types of racism is at Appendix 1.\nRacial discrimination and vilification are against the law and breach human rights\nDiscrimination:\nUnder the Victorian\nEqual Opportunity Act 2010\n, it is against the law to discriminate against someone based on their race (including their skin colour, ancestry, nationality or ethnic background) in areas of public life such as:\nwork\nschool\nwhen using services\nrenting or buying property\ntaking part in sp\n Source: `pages/strategies-index__16.html`\n- ries between racial groups are redrawn. This changes who is included in the dominant racial group.\nInformation about different types of racism is at Appendix 1.\nRacial discrimination and vilification are against the law and breach human rights\nDiscrimination:\nUnder the Victorian\nEqual Opportunity Act 2010\n, it is against the law to discriminate against someone based on their race (including their skin colour, ancestry, nationality or ethnic background) in areas of public life such as:\nwork\nschool\nwhen using services\nrenting or buying property\ntaking part in sp\n Source: `pages/strategies-index__17.html`\n- ated to sort people into ‘racial\ngroups’ by:\n• their skin colour or other physical traits\n• the language they speak\n• their cultural practices\n• their religion.\nRacial discrimination and vilification are\nagainst the law and breach human rights\nDiscrimination: Under the Victorian Equal Opportunity Act 2010, it is against the law to\ndiscriminate against someone based on their race (including their skin colour, ancestry,\nnationality or ethnic background) in areas of public life such as:\n• work\n• school\n• using services\n• renting or buying property\n• taking part i\n Source: `strategies/anti-racism-strategy-web.pages.jsonl`\n\n### Premier Administrative Arrangements Act 1990\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Premier+Administrative+Arrangements+Act+1990\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- ppendix B: Legislation\nadministered\nLegislation administered by DPAC in 2023-24, as at 30 June 2024, is listed\nbelow. All legislation, including any amending Acts, can be found in the\nAdministrative Arrangement Order 2024 on the Tasmanian Legislation\nwebsite.\nPremier\nAdministrative Arrangements Act 1990\nAdministrative Arrangements (Miscellaneous Amendments) Act 1990\nAnglican Church of Australia (All Saints Church) Act 1989\nAnglican Church of Australia Constitution Act 1973\nAnglican Church of Australia (Stanley Parsonage) Act 1984\nAustralia Acts (Request) Act\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Premier and the Regulations 2015\n\n**Type**: Regulation\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Premier+and+the+Regulations+2015\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- t human remains. The Director\n• advises government on recovery needs of Local Government is currently the Regulator\nand issues for the purposes of the Act.\n• carries out any recovery related functions In January 2024, the Burial and Cremation\nrequested by the Premier and the Regulations 2015 were amended to include\nMinisterial Committee for Emergency ‘water cremation’ (using a chemical process\nManagement. called alkaline hydrolysis) as a new form of\ncremation. The availability of water cremation\nDPAC, through Resilience and Recovery\nincreases cho\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Aboriginal Victorians Act 2018\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.tas.gov.au/search?query=Aboriginal+Victorians+Act+2018\n\n**Sources**:\n- `other-pdfs/Timeline-of-anti-racism-reforms-in-Victoria.pages.jsonl`\n\n**Evidence contexts**:\n- inal affairs framework 2018–2023 is published as a blueprint for working with\nFirst Peoples, organisations and the wider community to drive action and improve outcomes.\n2018: Victoria passes Australia’s first ever Treaty law, Advancing the Treaty Process with Aboriginal\nVictorians Act 2018 (Vic), providing the roadmap towards Treaty negotiations.\n2018: The 10-year Victorian African communities action plan is launched to improve wellbeing\noutcomes.\n2019: The First Peoples’ Assembly of Victoria is established as an independent and democratically\n Source: `other-pdfs/Timeline-of-anti-racism-reforms-in-Victoria.pages.jsonl`\n- in Victoria’s Treaty process.\nTimeline of anti-racism reforms in Victoria 2\n0202 2020: Formal negotiations between the Victorian Government and the First Peoples’ Assembly of\nVictoria commence on the Treaty elements under the Advancing the Treaty Process with Aboriginal\nVictorians Act 2018 (Vic).\n2021: The Victorian Parliamentary Inquiry into Anti-Vilification Protections releases a final report with\n36 recommendations to address vilification and hate conduct in Victoria. Over the following two years,\nthe Victorian Government responds by introd\n Source: `other-pdfs/Timeline-of-anti-racism-reforms-in-Victoria.pages.jsonl`\n\n### Administrative Arrangement Order 2024\n\n**Type**: Order\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.tas.gov.au/search?query=Administrative+Arrangement+Order+2024\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- ommunity Services 3\nMinister for Disability Services 2\nMinister for Housing and Planning 12\nMinister for Local Government 4\nMinister for Parks and Environment 2\nMinister for Veterans’ Affairs 3\nAll legislation, including any amending Acts, can be found in the Administrative Arrangement Order\n2024 on the Tasmanian Legislation website.\n63 DPAC | Annual Report 2023-24\n\n[page 64]\nPricing policies for goods and awarded. The awarded value for Tasmanian\nsuppliers includes one whole of government\nservices\npanel contract valued at $84,999,998 which\nDPAC bases\n Source: `annual-reports/2023-24.pages.jsonl`\n- ified as operating cash flow.\n171 DPAC | Annual Report 2023-24\n\n[page 172]\nAppendix B: Legislation\nadministered\nLegislation administered by DPAC in 2023-24, as at 30 June 2024, is listed\nbelow. All legislation, including any amending Acts, can be found in the\nAdministrative Arrangement Order 2024 on the Tasmanian Legislation\nwebsite.\nPremier\nAdministrative Arrangements Act 1990\nAdministrative Arrangements (Miscellaneous Amendments) Act 1990\nAnglican Church of Australia (All Saints Church) Act 1989\nAnglican Church of Australia Constitution Act 1973\nAng\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Local Government Act 1993\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.tas.gov.au/search?query=Local+Government+Act+1993\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- ee includes DPAC staff and\nindependent members, with an independent\nchair.\nDPAC | Annual Report 2023-24 66\n\n[page 67]\nStatutory Office Holders\nDirector of Local Government\nThe Director of Local Government is a State Servant appointed by the Governor under the Local\nGovernment Act 1993 (the Act) to:\n• undertake the general administration of the Act\n• execute certain regulatory statutory functions in relation to the local government sector\n• support the Minister for Local Government in their statutory role.\nMr Michael Mogridge is the current\n Source: `annual-reports/2023-24.pages.jsonl`\n- tion 46, in so far as\nthose regulations relate to Part 4 (otherwise see Department of\nPremier and Cabinet under the Premier)\nSullivans Cove Waterfront Authority (Repeal) Act 2011\nMinister for Local Government\nBurial and Cremation Act 2019\nDog Control Act 2000\nLocal Government Act 1993\nLocal Government (Savings and Transitional) Act 1993\nMinister for Parks and Environment\nBrickmakers Point Landslip Act 2021\nState Coastal Policy Validation Act 2003\nMinister for Veterans’ Affairs\nAnzac Day Observance Act 1929\nAnzac Day Trust Winding-up Act 20\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Omnibus (Emergency Measures) Act 2020\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.tas.gov.au/search?query=Omnibus+%28Emergency+Measures%29+Act+2020\n\n**Sources**:\n- `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pages.jsonl`\n\n**Evidence contexts**:\n- nd/or implemented by the\nVictorian Government, and remain relevant and pressing\nas Victoria moves into the COVID-19 recovery phase and\nbeyond. VALS particularly notes that many of its previously\nvoiced concerns with regards to the April 2020 COVID-19\nOmnibus (Emergency Measures) Act 2020 (April Omnibus\nAct) (both the Act’s provisions, and operationalisation of\nthose provisions) were not addressed in the subsequent\nCOVID-19 Omnibus (Emergency Measures) and Other Acts\nAmendment Act 2020 in September 2020 (September\nOmnibus Act). Particularly, t\n Source: `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pages.jsonl`\n- ng there are fewer\nAboriginal people unrepresented before the court. By\nconsent WebEx, AVL and telephone appearances have\nbeen particularly beneficial for clients in custody and\nare useful where VALS is unable to organise a lawyer to\n113\n267 COVID-19 Omnibus (Emergency Measures) Act 2020 s171-173\n\n[page 114]\nbe physically present when they are called in at the last\nminute.268\nKoori Courts\nAs noted in VALS’ PAEC Submission, ‘[d]ue to significant\nrisks for Elders and Respected Persons, Koori Courts initially\nsuspended all proceedings, meaning t\n Source: `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pages.jsonl`\n\n### Parliamentary Salaries, Superannuation and Allowances Act 2012\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.tas.gov.au/search?query=Parliamentary+Salaries%2C+Superannuation+and+Allowances+Act+2012\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- nformation is based on original estimates and has not been subject to audit.\n2024 2024 2023\nBudget Actual Actual\n$’000 $’000 $’000\nContinuing operations\nAppropriation revenue - recurrent\nCurrent year1 467,881 434,800 258,946\nItems Reserved by Law: 231 210 229\nParliamentary Salaries, Superannuation and\nAllowances Act 2012\n468,112 435,010 259,175\nAppropriation revenue - works and services\nAppropriation revenue - works and services2 855 855 1,838\n855 855 1,838\nOther revenue from Government\nAppropriation Rollover under section 23 of\n…. 4,375 13,142\nthe Financial Management Act 20\n Source: `annual-reports/2023-24.pages.jsonl`\n- undation (Winding-up) Act 2013\nLegislation Publication Act 1996\nDPAC | Annual Report 2023-24 172\n\n[page 173]\nNational Broadband Network (Tasmania) Act 2010\nParliamentary (Disclosure of Interests) Act 1996\nParliamentary Privilege Acts 1858, 1885, 1898 and 1957\nParliamentary Salaries, Superannuation and Allowances Act 2012\nexcept in so far as it relates to the superannuation entitlements of\nmembers of Parliament (see Department of Treasury and Finance\nunder the Treasurer)\nParliament House Act 1962\nPolice Service Act 2003\nin so far as it relates to matters relating to the appoin\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### State Policies and Projects Act 1993\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.tas.gov.au/search?query=State+Policies+and+Projects+Act+1993\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- for the State Service including\ngovernance arrangements for the employers,\nThe SPO supported the Minister and Premier in\ndeveloping sustainable and flexible industrial\nintroducing legislative amendments to the:\ninstruments; provision of strategic workforce\n• State Policies and Projects Act 1993 for\nmanagement and employment-related advice,\nprojects of state significance\nenabling the Senior Executive Service as a\n• Housing Land Supply Act 2018 to extend leadership talent pool; and leadership of key\nthe process for fast-tracked rezoning of Tasmanian S\n Source: `annual-reports/2023-24.pages.jsonl`\n- t 1970\nPublic Works Committee Act 1914\nexcept in so far as it relates to the conditions precedent to\ncommencing public works (see Department of Treasury and Finance\nunder the Minister for Finance)\nRoman Catholic Church Property Act 1932\nStandard Time Act 1895\nState Policies and Projects Act 1993\nexcept Part 4 and the making of regulations under section 46, in so\nfar as those regulations relate to Part 4 (see Department of Premier\nand Cabinet under the Minister for Housing and Planning)\nState Policies and Projects (Validation of Actions) Act 2001\nStat\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Surveillance Devices Act 1999\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.tas.gov.au/search?query=Surveillance+Devices+Act+1999\n\n**Sources**:\n- `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pages.jsonl`\n\n**Evidence contexts**:\n- ould be provided to\nthe family of the person who has died in custody.\nRecommendation 105: Body Worn Camera footage should\nbe made available in civil cases, not limited to coronial\ninquests, criminal matters and certain family violence\nmatters. s30D(ab) of the Surveillance Devices Act 1999\n(Vic) should be amended so that footage is not protected\ninformation.\nRecommendation 106: VALS should be properly funded\nto represent families at the coronial inquests of Aboriginal\npeople, particularly inquests involving deaths in custody.\nRecommendation 107\n Source: `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pages.jsonl`\n- ould be provided to\nthe family of the person who has died in custody.\nRecommendation 105: Body Worn Camera footage should\nbe made available in civil cases, not limited to coronial\ninquests, criminal matters and certain family violence\nmatters. s30D(ab) of the Surveillance Devices Act 1999\n(Vic) should be amended so that footage is not protected\ninformation.\nCoronial Inquests\nAlthough the new practice directions262 provide for VALS\nbeing contacted to facilitate legal advice being provided to\nsenior next of kin on their rights in relation to the\n Source: `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pages.jsonl`\n\n### Victoria Police Regulations 2014\n\n**Type**: Regulation\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.tas.gov.au/search?query=Victoria+Police+Regulations+2014\n\n**Sources**:\n- `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pages.jsonl`\n\n**Evidence contexts**:\n- ld be repealed.\nRecommendation 95: VALS continues to support Liberty\nVictoria’s recommendation that ‘[i]f PSOs are used as\ndefacto police, they should receive the same level of\ntraining. Further, the expansion of the definition of\n“designated place” under the Victoria Police Regulations\n2014 should be rolled back.’\nA Note on Preventative Detention\nRecommendation 96: VALS reiterates its previous\nrecommendation that any deprivation of liberty, even\nduring a public health emergency, must not be arbitrary.\nVALS is of the view that even with safeguard\n Source: `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pages.jsonl`\n- ld be repealed.\nRecommendation 95: VALS continues to support Liberty\nVictoria’s recommendation that ‘[i]f PSOs are used as\ndefacto police, they should receive the same level of\ntraining. Further, the expansion of the definition of\n“designated place” under the Victoria Police Regulations\n2014 should be rolled back.’224\n222 s3A Victoria Police Act 2013(4)\n223 Victorian Aboriginal Legal Service, Submission to the Submission to the\nPublic Accounts and Estimates Committee Inquiry into the Victorian Government’s\nresponse to COVID-19 (September 2020) 47\n Source: `other-pdfs/FINAL-Building-Back-Better-Victorian-Aboriginal-Legal-Service-COVID-19-Recovery-.pages.jsonl`\n\n### Victorian Charter of Human Rights and Responsibilities Act 2006\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.tas.gov.au/search?query=Victorian+Charter+of+Human+Rights+and+Responsibilities+Act+2006\n\n**Sources**:\n- `pages/strategies-index__08.html`\n- `pages/strategies-index__16.html`\n\n**Evidence contexts**:\n- mination have no place in our state.\nThis strategy recognises that all Victorians have a right to live with dignity and freedom, with equal rights and protection from racism and discrimination. These values are an important part of our state, enshrined in the Victorian\nCharter of Human Rights and Responsibilities Act 2006\n.\nRacism and discrimination are unacceptable and harmful. Tackling racism and leading the way in anti-racism in Australia will strengthen our society and unite our communities.\nWhat is anti-racism?\nAnti-racism means more than just responding to racism once it\n Source: `pages/strategies-index__08.html`\n- mination have no place in our state.\nThis strategy recognises that all Victorians have a right to live with dignity and freedom, with equal rights and protection from racism and discrimination. These values are an important part of our state, enshrined in the Victorian\nCharter of Human Rights and Responsibilities Act 2006\n.\nRacism and discrimination are unacceptable and harmful. Tackling racism and leading the way in anti-racism in Australia will strengthen our society and unite our communities.\nWhat is anti-racism?\nAnti-racism means more than just responding to racism once it\n Source: `pages/strategies-index__16.html`\n\n### Aboriginal Heritage Act 1975\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Aboriginal+Heritage+Act+1975\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- e sensitivities of Truth-\nto protect and promote Tasmania’s unique telling and Treaty with Tasmanian Aboriginal\nAboriginal heritage and facilitate the return people and all Tasmanians.\nof land to Tasmania’s Aboriginal people. The\nongoing administration of the Aboriginal Heritage\nAct 1975 is a core function for AHT, with specialist\nstaff working closely with clients, stakeholders\nand the Aboriginal people to support effective\nmanagement and protection of Tasmanian\nAboriginal heritage. AHT works with proponents\nto avoid interference with Aborig\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Aboriginal Land Council Elections Act 2004\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Aboriginal+Land+Council+Elections+Act+2004\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- (Winding-up) Act 2016\nTsuneichi Fujii Fellowship Trust (Winding-up) Act 2008\nUniting Church in Australia Act 1977\n173 DPAC | Annual Report 2023-24\n\n[page 174]\nBRAND TASMANIA\nBrand Tasmania Act 2018\nMinister for Aboriginal Affairs\nAboriginal Heritage Act 1975\nAboriginal Land Council Elections Act 2004\nAboriginal Lands Act 1995\nNative Title (Tasmania) Act 1994\nStolen Generations of Aboriginal Children Act 2006\nMinister for Community Services\nCarer Recognition Act 2023\nPensioners (Heating Allowances) Act 1971\nTasmanian Community Fund Act 2005\nMinister for Di\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Aboriginal Lands Act 1995\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Aboriginal+Lands+Act+1995\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- owship Trust (Winding-up) Act 2008\nUniting Church in Australia Act 1977\n173 DPAC | Annual Report 2023-24\n\n[page 174]\nBRAND TASMANIA\nBrand Tasmania Act 2018\nMinister for Aboriginal Affairs\nAboriginal Heritage Act 1975\nAboriginal Land Council Elections Act 2004\nAboriginal Lands Act 1995\nNative Title (Tasmania) Act 1994\nStolen Generations of Aboriginal Children Act 2006\nMinister for Community Services\nCarer Recognition Act 2023\nPensioners (Heating Allowances) Act 1971\nTasmanian Community Fund Act 2005\nMinister for Disability Services\nDisabili\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Administrative Arrangements (Miscellaneous Amendments) Act 1990\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Administrative+Arrangements+%28Miscellaneous+Amendments%29+Act+1990\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- 23-24, as at 30 June 2024, is listed\nbelow. All legislation, including any amending Acts, can be found in the\nAdministrative Arrangement Order 2024 on the Tasmanian Legislation\nwebsite.\nPremier\nAdministrative Arrangements Act 1990\nAdministrative Arrangements (Miscellaneous Amendments) Act 1990\nAnglican Church of Australia (All Saints Church) Act 1989\nAnglican Church of Australia Constitution Act 1973\nAnglican Church of Australia (Stanley Parsonage) Act 1984\nAustralia Acts (Request) Act 1985\nAustralia Acts (Request) Act 1999\nBaptist Union Incorporat\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Amendments to the Dog Control Act 2000\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Amendments+to+the+Dog+Control+Act+2000\n\n**Sources**:\n- `pages/news-latest.html`\n\n**Evidence contexts**:\n- 24 Jul 2020)\nDPAC COVID-Safe Work Plan\n(15 Jun 2020)\nCoronavirus (COVID-19) information\n(13 Mar 2020)\nReview of Tasmania’s State Service Final Terms of Reference Released\n(24 Feb 2020)\nLocal Government Reform Directions Submissions now available\n(20 Oct 2019)\nAmendments to the Dog Control Act 2000\n(11 Sep 2019)\nSafe Homes, Families, Communities\n(01 Jul 2019)\n2019 Tasmanian Young Achiever Awards\n(25 Jun 2019)\nAboriginal Employment Strategy\n(05 Jun 2019)\n2019 Tasplan International Women’s Day Awards for Excellence and Luncheons\n(08 Feb 2019)\nNew Seniors\n Source: `pages/news-latest.html`\n\n### Anglican Church of Australia Constitution Act 1973\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Anglican+Church+of+Australia+Constitution+Act+1973\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- be found in the\nAdministrative Arrangement Order 2024 on the Tasmanian Legislation\nwebsite.\nPremier\nAdministrative Arrangements Act 1990\nAdministrative Arrangements (Miscellaneous Amendments) Act 1990\nAnglican Church of Australia (All Saints Church) Act 1989\nAnglican Church of Australia Constitution Act 1973\nAnglican Church of Australia (Stanley Parsonage) Act 1984\nAustralia Acts (Request) Act 1985\nAustralia Acts (Request) Act 1999\nBaptist Union Incorporation Act 1902\nChurches of Christ, Scientist, Incorporation Act 1980\nChurches of Christ Tasmania Act 1978\nChurc\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Anzac Day Trust Winding-up Act 2020\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Anzac+Day+Trust+Winding-up+Act+2020\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- ct 2000\nLocal Government Act 1993\nLocal Government (Savings and Transitional) Act 1993\nMinister for Parks and Environment\nBrickmakers Point Landslip Act 2021\nState Coastal Policy Validation Act 2003\nMinister for Veterans’ Affairs\nAnzac Day Observance Act 1929\nAnzac Day Trust Winding-up Act 2020\nEx-Servicemen’s Badges Act 1967\n175 DPAC | Annual Report 2023-24\n\n[page 176]\nAppendix C: Publications and\nwebsites\nDepartmental publications\nThe following publications were produced by the various operating\nunits of the Department of Premier and Cabinet durin\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Australia (All Saints Church) Act 1989\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Australia+%28All+Saints+Church%29+Act+1989\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- uding any amending Acts, can be found in the\nAdministrative Arrangement Order 2024 on the Tasmanian Legislation\nwebsite.\nPremier\nAdministrative Arrangements Act 1990\nAdministrative Arrangements (Miscellaneous Amendments) Act 1990\nAnglican Church of Australia (All Saints Church) Act 1989\nAnglican Church of Australia Constitution Act 1973\nAnglican Church of Australia (Stanley Parsonage) Act 1984\nAustralia Acts (Request) Act 1985\nAustralia Acts (Request) Act 1999\nBaptist Union Incorporation Act 1902\nChurches of Christ, Scientist, Incorporation\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Australia (Stanley Parsonage) Act 1984\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Australia+%28Stanley+Parsonage%29+Act+1984\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- on\nwebsite.\nPremier\nAdministrative Arrangements Act 1990\nAdministrative Arrangements (Miscellaneous Amendments) Act 1990\nAnglican Church of Australia (All Saints Church) Act 1989\nAnglican Church of Australia Constitution Act 1973\nAnglican Church of Australia (Stanley Parsonage) Act 1984\nAustralia Acts (Request) Act 1985\nAustralia Acts (Request) Act 1999\nBaptist Union Incorporation Act 1902\nChurches of Christ, Scientist, Incorporation Act 1980\nChurches of Christ Tasmania Act 1978\nChurch of England (Rectory of St. James the Apostle) Act 1980\nC\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Australia Acts (Request) Act 1985\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Australia+Acts+%28Request%29+Act+1985\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- nts Act 1990\nAdministrative Arrangements (Miscellaneous Amendments) Act 1990\nAnglican Church of Australia (All Saints Church) Act 1989\nAnglican Church of Australia Constitution Act 1973\nAnglican Church of Australia (Stanley Parsonage) Act 1984\nAustralia Acts (Request) Act 1985\nAustralia Acts (Request) Act 1999\nBaptist Union Incorporation Act 1902\nChurches of Christ, Scientist, Incorporation Act 1980\nChurches of Christ Tasmania Act 1978\nChurch of England (Rectory of St. James the Apostle) Act 1980\nCoastal and Other Waters (Applicati\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Australia Acts (Request) Act 1999\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Australia+Acts+%28Request%29+Act+1999\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- ements (Miscellaneous Amendments) Act 1990\nAnglican Church of Australia (All Saints Church) Act 1989\nAnglican Church of Australia Constitution Act 1973\nAnglican Church of Australia (Stanley Parsonage) Act 1984\nAustralia Acts (Request) Act 1985\nAustralia Acts (Request) Act 1999\nBaptist Union Incorporation Act 1902\nChurches of Christ, Scientist, Incorporation Act 1980\nChurches of Christ Tasmania Act 1978\nChurch of England (Rectory of St. James the Apostle) Act 1980\nCoastal and Other Waters (Application of State Laws) Act 1982\nConstit\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Australian Government Superannuation Guarantee (Administration) Act 1992\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Australian+Government+Superannuation+Guarantee+%28Administration%29+Act+1992\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- DPAC | Annual Report 2023-24 44\n\n[page 45]\nSuperannuation Certificate\nI, Kathrine Morgan-Wicks, Secretary, Department of Premier and\nCabinet, hereby certify that the Department has met its obligations\nunder the Australian Government Superannuation Guarantee\n(Administration) Act 1992 and the Tasmanian Public Sector Superannuation\nReform Act 2016 in respect of employees who contribute to complying\nsuperannuation funds.\nThe Department only makes employer superannuation contributions to\ncomplying superannuation funds (other than those establ\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### BRAND TASMANIA Brand Tasmania Act 2018\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=BRAND+TASMANIA+Brand+Tasmania+Act+2018\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- ation Committee Act 1969\nSuccession to the Crown (Request) Act 2013\nTasmanian Early Years Foundation (Winding-up) Act 2016\nTsuneichi Fujii Fellowship Trust (Winding-up) Act 2008\nUniting Church in Australia Act 1977\n173 DPAC | Annual Report 2023-24\n\n[page 174]\nBRAND TASMANIA\nBrand Tasmania Act 2018\nMinister for Aboriginal Affairs\nAboriginal Heritage Act 1975\nAboriginal Land Council Elections Act 2004\nAboriginal Lands Act 1995\nNative Title (Tasmania) Act 1994\nStolen Generations of Aboriginal Children Act 2006\nMinister for Community Services\nCarer Recogni\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Baptist Union Incorporation Act 1902\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Baptist+Union+Incorporation+Act+1902\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- ous Amendments) Act 1990\nAnglican Church of Australia (All Saints Church) Act 1989\nAnglican Church of Australia Constitution Act 1973\nAnglican Church of Australia (Stanley Parsonage) Act 1984\nAustralia Acts (Request) Act 1985\nAustralia Acts (Request) Act 1999\nBaptist Union Incorporation Act 1902\nChurches of Christ, Scientist, Incorporation Act 1980\nChurches of Christ Tasmania Act 1978\nChurch of England (Rectory of St. James the Apostle) Act 1980\nCoastal and Other Waters (Application of State Laws) Act 1982\nConstitution Act 1934\nConstitutional Powers\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Burial and Cremation Act 2019\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Burial+and+Cremation+Act+2019\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- uncil of Australian Governments sector’s views inform the Government’s\n(COAG) and the Council for the Australian key regulatory and policy decisions.\nFederation (CAF)\nThe OLG also administers the Dog Control Act\n• coordinating whole-of-government 2000 and the Burial and Cremation Act 2019\nresponses to inquiries and studies, such and their respective supporting legislative\nas those undertaken by the Tasmanian frameworks.\nand Commonwealth Parliaments and the\nProductivity Commission\n• coordinating whole-of-government\nresponses to proposals for in\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Churches of Christ Tasmania Act 1978\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Churches+of+Christ+Tasmania+Act+1978\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- Church of Australia Constitution Act 1973\nAnglican Church of Australia (Stanley Parsonage) Act 1984\nAustralia Acts (Request) Act 1985\nAustralia Acts (Request) Act 1999\nBaptist Union Incorporation Act 190\n\n_…truncated, open the .md file for the full content._", "global_initiatives_md": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": "We partner with others to advise on and deliver the government’s priorities ensuring the best possible outcomes for the Tasmanian community. [AR p.12]", "vision_source_page": 12, "purposes": "The Department of Premier and Cabinet (DPAC) is the Tasmanian Government’s central agency which leads the Tasmanian State Service in supporting the Government to achieve the best possible outcomes for the Tasmanian community. [AR p.12]", "purposes_source_page": 12, "how_we_deliver": "We work in partnership with the communities we service and the agencies we lead to: effectively lead and facilitate whole-of-government solutions; provide valued advice to government; design and deliver fit-for-purpose systems, services and regulation; deliver on community priorities; build effective and respectful relationships; deliver great service; develop effective systems to make our work easier. [AR p.13]", "how_we_deliver_source_page": 13, "government_priorities": [ { "text": "Ensure DPAC is an excellent place to work", "source_page": 24 }, { "text": "Lead the Premier’s priorities", "source_page": 24 }, { "text": "Lead digital transformation in Government and community", "source_page": 24 }, { "text": "Maintain a contemporary State Service", "source_page": 24 } ], "outcomes": [ { "name": "Outcome 1: Child and Youth Wellbeing", "description": "The Department is responsible for coordinating the Government’s implementation of the recommendations of the Commission of Inquiry into the Tasmanian Government’s Responses to Child Sexual Abuse in Institutional Settings. [AR p.19]", "key_activities": [ "whole-of-government coordination and information sharing", "governance arrangements, including secretariat functions", "monitoring and reporting on progress of implementing recommendations", "policy development", "victim-survivor and community engagement", "communications" ], "source_page": 19 } ], "values": [ "Respect", "Excellence", "Customer focus", "Working together", "Being professional" ], "values_framework_name": "DPAC Values", "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Security and emergency management", "target": "Stability or improvement", "source_page": 26 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Security and emergency management", "result": "Target met", "status": "Achieved", "source_page": 26 } ], "_source_urls": { "annual_report_url": "https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "S-TAS-005", "entity_name": "Department of Premier and Cabinet", "folder_name": "Department-of-Premier-and-Cabinet", "category": "Staff Productivity", "scale": "small", "title": "Reusable briefing and summary assistant for internal documents", "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.", "quote": "Our performance measures\nUnit of Mea-\nMea- sure 2022–23 2023-24 2023-24 2024-25\nOutput Minister Performance Measure sure Type Actual Target Actual Target\n1.1 Premier Policy, project and % Ess 90 90 90 90\nStrategic program advice and\nPolicy and implementation\nAdvice meets the\nexpectations of\nstakeholders\n1.1 Premier The Premier and % Ess 85 90 97 97\nStrategic the Cabinet receive\nPolicy and high quality,\nAdvice1 rigorous and timely\npolicy advice\n1.1 Premier DPAC collaborates Satis- Ess Satis- Satis- Satis- Satis-\nStrategic with stakeholders fac- facto- facto- facto- facto-\nPolicy and to deliver key tory/ ry ry ry ry\nAdvice government Un-\npriorities to make satis-\na significant facto-\ndifference for the ry\npeople of Tasmania\n1.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "S-TAS-005", "entity_name": "Department of Premier and Cabinet", "folder_name": "Department-of-Premier-and-Cabinet", "category": "Staff Productivity", "scale": "large", "title": "Department-wide knowledge and briefing platform", "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.", "quote": "Our performance measures\nUnit of Mea-\nMea- sure 2022–23 2023-24 2023-24 2024-25\nOutput Minister Performance Measure sure Type Actual Target Actual Target\n1.1 Premier Policy, project and % Ess 90 90 90 90\nStrategic program advice and\nPolicy and implementation\nAdvice meets the\nexpectations of\nstakeholders\n1.1 Premier The Premier and % Ess 85 90 97 97\nStrategic the Cabinet receive\nPolicy and high quality,\nAdvice1 rigorous and timely\npolicy advice\n1.1 Premier DPAC collaborates Satis- Ess Satis- Satis- Satis- Satis-\nStrategic with stakeholders fac- facto- facto- facto- facto-\nPolicy and to deliver key tory/ ry ry ry ry\nAdvice government Un-\npriorities to make satis-\na significant facto-\ndifference for the ry\npeople of Tasmania\n1.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "S-TAS-005", "entity_name": "Department of Premier and Cabinet", "folder_name": "Department-of-Premier-and-Cabinet", "category": "Citizen Services", "scale": "small", "title": "Plain-language service pages and proactive status updates", "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.", "quote": "[Page 48]\nUnit of Mea-\nMea- sure 2022–23 2023-24 2023-24 2024-25\nOutput Minister Performance Measure sure Type Actual Target Actual Target\n2.3 Premier Percentage of IT % Eff 95 100 87 100\nCorporate requests from\nSupport to Government House\nMinisterial and and MPS met within\nParliamentary agreed service\nOffices and level agreement\nthe Office of timeframes\nthe Governor3\n3.1 Business, Percentage % Ess 100 100 100 100\nInformation Industry of Tasmanian\nTechnology and Re- Government\nand Digital sources departments that\nServices are adopting key\nStrategy and digital policies\nPolicy\nDevelopment\n3.2 Premier Online Transactions % Ess 79 80 75 80\nManagement – Customer\nand Ongoing Satisfaction\nDevelopment\nof Service\nTasmania\n3.2 Premier Service Centres % Ess 82 90 85 90\nManagement – Customer\nand Ongoing Satisfaction\nDevelopment\nof Service\nTasmania\n3.2 Premier Contact Centre % Ess 81 90 82 90", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-TAS-005", "entity_name": "Department of Premier and Cabinet", "folder_name": "Department-of-Premier-and-Cabinet", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "[Page 48]\nUnit of Mea-\nMea- sure 2022–23 2023-24 2023-24 2024-25\nOutput Minister Performance Measure sure Type Actual Target Actual Target\n2.3 Premier Percentage of IT % Eff 95 100 87 100\nCorporate requests from\nSupport to Government House\nMinisterial and and MPS met within\nParliamentary agreed service\nOffices and level agreement\nthe Office of timeframes\nthe Governor3\n3.1 Business, Percentage % Ess 100 100 100 100\nInformation Industry of Tasmanian\nTechnology and Re- Government\nand Digital sources departments that\nServices are adopting key\nStrategy and digital policies\nPolicy\nDevelopment\n3.2 Premier Online Transactions % Ess 79 80 75 80\nManagement – Customer\nand Ongoing Satisfaction\nDevelopment\nof Service\nTasmania\n3.2 Premier Service Centres % Ess 82 90 85 90\nManagement – Customer\nand Ongoing Satisfaction\nDevelopment\nof Service\nTasmania\n3.2 Premier Contact Centre % Ess 81 90 82 90", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-TAS-005", "entity_name": "Department of Premier and Cabinet", "folder_name": "Department-of-Premier-and-Cabinet", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "Our performance measures\nUnit of Mea-\nMea- sure 2022–23 2023-24 2023-24 2024-25\nOutput Minister Performance Measure sure Type Actual Target Actual Target\n1.1 Premier Policy, project and % Ess 90 90 90 90\nStrategic program advice and\nPolicy and implementation\nAdvice meets the\nexpectations of\nstakeholders\n1.1 Premier The Premier and % Ess 85 90 97 97\nStrategic the Cabinet receive\nPolicy and high quality,\nAdvice1 rigorous and timely\npolicy advice\n1.1 Premier DPAC collaborates Satis- Ess Satis- Satis- Satis- Satis-\nStrategic with stakeholders fac- facto- facto- facto- facto-\nPolicy and to deliver key tory/ ry ry ry ry\nAdvice government Un-\npriorities to make satis-\na significant facto-\ndifference for the ry\npeople of Tasmania\n1.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-TAS-005", "entity_name": "Department of Premier and Cabinet", "folder_name": "Department-of-Premier-and-Cabinet", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "Our performance measures\nUnit of Mea-\nMea- sure 2022–23 2023-24 2023-24 2024-25\nOutput Minister Performance Measure sure Type Actual Target Actual Target\n1.1 Premier Policy, project and % Ess 90 90 90 90\nStrategic program advice and\nPolicy and implementation\nAdvice meets the\nexpectations of\nstakeholders\n1.1 Premier The Premier and % Ess 85 90 97 97\nStrategic the Cabinet receive\nPolicy and high quality,\nAdvice1 rigorous and timely\npolicy advice\n1.1 Premier DPAC collaborates Satis- Ess Satis- Satis- Satis- Satis-\nStrategic with stakeholders fac- facto- facto- facto- facto-\nPolicy and to deliver key tory/ ry ry ry ry\nAdvice government Un-\npriorities to make satis-\na significant facto-\ndifference for the ry\npeople of Tasmania\n1.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-TAS-005", "entity_name": "Department of Premier and Cabinet", "folder_name": "Department-of-Premier-and-Cabinet", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "DPAC addressed relevant recommendations\nfrom internal and external audits, with the Risk\nDPAC has established a risk framework and\nand Audit Committee monitoring progress\npolicy to guide the management of risks\ntowards implementing them.\nassociated with its activities.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-TAS-005", "entity_name": "Department of Premier and Cabinet", "folder_name": "Department-of-Premier-and-Cabinet", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "DPAC addressed relevant recommendations\nfrom internal and external audits, with the Risk\nDPAC has established a risk framework and\nand Audit Committee monitoring progress\npolicy to guide the management of risks\ntowards implementing them.\nassociated with its activities.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-TAS-005", "entity_name": "Department of Premier and Cabinet", "folder_name": "Department-of-Premier-and-Cabinet", "category": "Citizen Participation", "scale": "small", "title": "Consultation feedback summaries with response tracking", "idea": "Summarise consultation submissions by theme and publish what changed in response.", "quote": "[Page 51]\nUnit of Mea-\nMea- sure 2022–23 2023-24 2023-24 2024-25\nOutput Minister Performance Measure sure Type Actual Target Actual Target\n7.3 Com- Percentage of % Ess 97 97 96 95\nCommunity munity applicants satisfied\nDevelopment Services with public\n– Policy Advice grants program\nand Ongoing administration\nCommunity\nDevelopment\n7.3 Com- New Seniors Cards Num- Ess 6,955 5,000 6,971 5,000\nCommunity munity issued ber\nDevelopment Services\n– Policy Advice\nand Ongoing\nCommunity\nDevelopment13\n7.3 Com- New Companion Num- Ess 458 300 439 300\nCommunity munity Cards issued ber\nDevelopment Services\n– Policy Advice\nand Ongoing\nCommunity\nDevelopment13\n7.3 Com- New Seniors Card Num- Ess 20 30 49 30\nCommunity munity Program Business ber\nDevelopment Services Partners\n– Policy Advice\nand Ongoing\nCommunity\nDevelopment\n7.3 Com- Number of new Num- Ess 3 3 2 3\nCommunity munity businesses, venues, ber", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-TAS-005", "entity_name": "Department of Premier and Cabinet", "folder_name": "Department-of-Premier-and-Cabinet", "category": "Citizen Participation", "scale": "large", "title": "Always-on policy participation platform", "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.", "quote": "[Page 51]\nUnit of Mea-\nMea- sure 2022–23 2023-24 2023-24 2024-25\nOutput Minister Performance Measure sure Type Actual Target Actual Target\n7.3 Com- Percentage of % Ess 97 97 96 95\nCommunity munity applicants satisfied\nDevelopment Services with public\n– Policy Advice grants program\nand Ongoing administration\nCommunity\nDevelopment\n7.3 Com- New Seniors Cards Num- Ess 6,955 5,000 6,971 5,000\nCommunity munity issued ber\nDevelopment Services\n– Policy Advice\nand Ongoing\nCommunity\nDevelopment13\n7.3 Com- New Companion Num- Ess 458 300 439 300\nCommunity munity Cards issued ber\nDevelopment Services\n– Policy Advice\nand Ongoing\nCommunity\nDevelopment13\n7.3 Com- New Seniors Card Num- Ess 20 30 49 30\nCommunity munity Program Business ber\nDevelopment Services Partners\n– Policy Advice\nand Ongoing\nCommunity\nDevelopment\n7.3 Com- Number of new Num- Ess 3 3 2 3\nCommunity munity businesses, venues, ber", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-TAS-005", "entity_name": "Department of Premier and Cabinet", "folder_name": "Department-of-Premier-and-Cabinet", "category": "Regulation & Policy", "scale": "small", "title": "Regulatory burden scan for forms, guidance, and reporting", "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.", "quote": "Our performance measures\nUnit of Mea-\nMea- sure 2022–23 2023-24 2023-24 2024-25\nOutput Minister Performance Measure sure Type Actual Target Actual Target\n1.1 Premier Policy, project and % Ess 90 90 90 90\nStrategic program advice and\nPolicy and implementation\nAdvice meets the\nexpectations of\nstakeholders\n1.1 Premier The Premier and % Ess 85 90 97 97\nStrategic the Cabinet receive\nPolicy and high quality,\nAdvice1 rigorous and timely\npolicy advice\n1.1 Premier DPAC collaborates Satis- Ess Satis- Satis- Satis- Satis-\nStrategic with stakeholders fac- facto- facto- facto- facto-\nPolicy and to deliver key tory/ ry ry ry ry\nAdvice government Un-\npriorities to make satis-\na significant facto-\ndifference for the ry\npeople of Tasmania\n1.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-TAS-005", "entity_name": "Department of Premier and Cabinet", "folder_name": "Department-of-Premier-and-Cabinet", "category": "Regulation & Policy", "scale": "large", "title": "Adaptive regulation program with live feedback loops", "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.", "quote": "Our performance measures\nUnit of Mea-\nMea- sure 2022–23 2023-24 2023-24 2024-25\nOutput Minister Performance Measure sure Type Actual Target Actual Target\n1.1 Premier Policy, project and % Ess 90 90 90 90\nStrategic program advice and\nPolicy and implementation\nAdvice meets the\nexpectations of\nstakeholders\n1.1 Premier The Premier and % Ess 85 90 97 97\nStrategic the Cabinet receive\nPolicy and high quality,\nAdvice1 rigorous and timely\npolicy advice\n1.1 Premier DPAC collaborates Satis- Ess Satis- Satis- Satis- Satis-\nStrategic with stakeholders fac- facto- facto- facto- facto-\nPolicy and to deliver key tory/ ry ry ry ry\nAdvice government Un-\npriorities to make satis-\na significant facto-\ndifference for the ry\npeople of Tasmania\n1.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2023-24.pdf (https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] } ], "legislation_administered": [], "artifacts": [ { "category": "annual-reports", "year": "2023-24", "url": "https://www.dpac.tas.gov.au/department/about_us/annual_reports/DPAC-AR-2023-24.pdf", "file": "annual-reports/2023-24.pdf", "bytes": 2610476, "link_text": "DPAC Annual Report 2023-24" }, { "category": "strategies", "year": "2023", "url": "https://www.dpac.tas.gov.au/department/about_us/strategic_plan/DPAC-Strategic-Plan_Jan-24.pdf", 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