{ "entity_id": "S-NT-002", "folder": "Department-of-Treasury-and-Finance", "name": "Department of Treasury and Finance", "type": "State Department", "jurisdiction": "NT", "portfolio": "Treasurer", "website": "https://treasury.nt.gov.au/", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 40, "n_kpi_targets": 6, "n_kpi_results": 6, "n_outcomes": 4, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "Our role / We provide economic, financial, infrastructure, industrial relations and commercial policy advice to help the Victorian Government deliver its policies / We support the ministerial portfolios of the Treasurer, Minister for Finance, Minister for Industrial Relations and the Minister for WorkSafe and the TAC / We work with all Victorian departments and agencies to ensure the Government’s objectives are achieved [CP p.6]", "official_site_url": "https://treasury.nt.gov.au/", "source_documents": [ { "type": "strategie", "title": "strategy summary", "url": "https://cmc.nt.gov.au/__data/assets/pdf_file/0010/1488646/rebuild-economy-strategy-on-a-page.pdf", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategy.", "url": "https://cmc.nt.gov.au/__data/assets/pdf_file/0009/1488645/rebuild-economy-nt-economic-strategy-2025.pdf", "period": "2025", "confidence": "medium" }, { "type": "annual_report", "title": "annual-reports/2020-21.pdf", "url": null, "period": null, "confidence": "high" }, { "type": "annual_report", "title": "annual-reports/2021-22.pdf", "url": null, "period": null, "confidence": "high" }, { "type": "annual_report", "title": "annual-reports/2022-23.pdf", "url": null, "period": null, "confidence": "high" }, { "type": "annual_report", "title": "annual-reports/2023-24.pdf", "url": null, "period": null, "confidence": "high" }, { "type": "annual_report", "title": "annual-reports/2024-25.pdf", "url": null, "period": null, "confidence": "high" }, { "type": "corporate_plan", "title": "corporate-plans/2025.pdf", "url": null, "period": null, "confidence": "high" }, { "type": "strategie", "title": "strategies/2026-27-State-Budget---Gender-Equality-Budget-Statement.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/2026-27-State-Budget---Strategy-and-Outlook.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/digital-capability-fund-assurance-framework.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/DTF-Diversity-2C-Equity-and-Inclusion-Strategy-2025-2029.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/DTF-Gender-Equality-Action-Plan-2021-2025.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/Early-Intervention-Investment-Framework-A-considered-and-collaborative-approach-.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/EIIF-Cultural-Safety-Framework-Framework-on-a-page.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/EIIF-Cultural-Safety-Framework.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/Governance-Framework-Guide.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/Government-20Business-20Governance-20Framework-20Reform-20Paper.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/HVHR-Project-Assurance-Framework-Factsheet--28May-2018-29.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/samf-policy.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/samf-strategic-asset-plan-guidelines.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/Victorian-Government-Risk-Management-Framework-Sept-2025.pdf", "url": null, "period": null, "confidence": "medium" } ], "purpose": { "text": "Our role / We provide economic, financial, infrastructure, industrial relations and commercial policy advice to help the Victorian Government deliver its policies / We support the ministerial portfolios of the Treasurer, Minister for Finance, Minister for Industrial Relations and the Minister for WorkSafe and the TAC / We work with all Victorian departments and agencies to ensure the Government’s objectives are achieved [CP p.6]", "source_url": null, "source_page": null, "source_deep_url": null }, "vision": { "text": "DTF exists to improve the lives and prosperity of Victorians. We do this by constantly growing our influence, wellbeing, leadership and expertise. [CP p.4]", "source_url": null, "source_page": null, "source_deep_url": null }, "strategic_priorities": [ { "title": "Optimise Victoria’s fiscal resources", "description": "Optimise Victoria’s fiscal resources", "source_url": null, "source_page": 6, "source_deep_url": null }, { "title": "Strengthen Victoria’s economic performance", "description": "Strengthen Victoria’s economic performance", "source_url": null, "source_page": 6, "source_deep_url": null }, { "title": "Improve how the Government manages its balance sheet, commercial activities and public sector infrastructure", "description": "Improve how the Government manages its balance sheet, commercial activities and public sector infrastructure", "source_url": null, "source_page": 6, "source_deep_url": null }, { "title": "Strengthen Victoria’s economic performance through fair, equitable and productive workplaces", "description": "Strengthen Victoria’s economic performance through fair, equitable and productive workplaces", "source_url": null, "source_page": 6, "source_deep_url": null } ], "values": [ { "name": "We are influential", "description": "", "source_url": null, "source_page": null }, { "name": "We are responsive", "description": "", "source_url": null, "source_page": null }, { "name": "We are accountable", "description": "", "source_url": null, "source_page": null }, { "name": "We are collaborative", "description": "", "source_url": null, "source_page": null }, { "name": "We are creative", "description": "", "source_url": null, "source_page": null }, { "name": "We are respectful", "description": "", "source_url": null, "source_page": null }, { "name": "We are respectful", "description": "", "source_url": null, "source_page": null }, { "name": "We are collaborative", "description": "", "source_url": null, "source_page": null }, { "name": "We are creative", "description": "", "source_url": null, "source_page": null }, { "name": "We are accountable", "description": "", "source_url": null, "source_page": null } ], "outcomes": [ { "name": "Optimise Victoria’s fiscal resources", "description": "The Budget and Finance Division leads the development of financial policy advice to the Government and the Victorian public sector through detailed analysis of key policy priorities – including resource allocation, financial risk and government service performance, financial reporting frameworks, and the State’s budget posi", "activities": [ "lead the implementation and delivery of government priorities related to social, affordable and market housing", "provide governance oversight of the State’s public non-financial corporations (PNFCs) and regulate the community housing sector" ], "source_url": null, "source_page": 22, "source_deep_url": null }, { "name": "Strengthen Victoria’s economic performance", "description": "The Infrastructure Division leads the development of strategic commercial, procurement, technical and financial advice to the Government to support key decisions regarding the State’s infrastructure investment opportunities and drive improvement in the risk management of infrastructure delivery.", "activities": [ "provide specialist procurement and contracting advice and undertake project assurance regarding major and complex infrastructure projects", "develop commercial and financial structures to support major project delivery including Partnerships Victoria projects utilising private finance" ], "source_url": null, "source_page": 30, "source_deep_url": null }, { "name": "Improve how the Government manages its balance sheet, commercial activities and public sector infrastructure", "description": "The Industrial Relations Victoria (IRV) division provides strategic industrial relations legislative, policy and technical advice to the Government and departments.", "activities": [ "provide expert and strategic policy advice to the Government on private sector industrial relations matters, workplace relations reforms, emerging issues and risks", "lead development and presentation of submissions to significant Commonwealth and State reviews and inquiries" ], "source_url": null, "source_page": 32, "source_deep_url": null }, { "name": "Strengthen Victoria’s economic performance through fair, equitable and productive workplaces", "description": "The State Revenue Office (SRO) supports the Government’s revenue management functions. The SRO administers Victoria’s taxation legislation and collects a range of taxes, duties and levies.", "activities": [ "administer Victoria’s taxation legislation and collect a range of taxes, duties and levies", "administer a range of grants, subsidies and exemptions" ], "source_url": null, "source_page": 32, "source_deep_url": null } ], "performance_measures": [ { "code": "CCE01", "measure": "General government net debt as a percentage of GSP to stabilise and reduce in the medium term", "target": "25.2 per cent in 2026-27, down to 25.0 per cent in 2027-28 and down to 24.9 per cent in 2028-29", "latest_result": "23.8 per cent", "status": "On track", "target_source_url": null, "target_source_page": 21, "result_source_url": null, "result_source_page": 22 }, { "code": "CCE02", "measure": "Fully fund the unfunded superannuation liability by 2035", "target": "On track to fully fund the unfunded superannuation liability by 2035", "latest_result": "On track to fully fund the unfunded superannuation liability by 2035", "status": "On track", "target_source_url": null, "target_source_page": 21, "result_source_url": null, "result_source_page": 22 }, { "code": "CCE03", "measure": "A net operating cash surplus consistent with maintaining general government net debt at a sustainable level", "target": "Operating cash surplus in 2024-25 and beyond", "latest_result": "$3.2 billion", "status": "Achieved", "target_source_url": null, "target_source_page": 21, "result_source_url": null, "result_source_page": 22 }, { "code": "CCE04", "measure": "General government interest expense as a percentage of revenue to stabilise in the medium term", "target": "Expected to average 8.0 per cent a year over the budget and forward estimates", "latest_result": "6.7 per cent", "status": "On track", "target_source_url": null, "target_source_page": 21, "result_source_url": null, "result_source_page": 22 }, { "code": "CCE05", "measure": "Agency compliance with the Standing Directions under the Financial Management Act 1994", "target": "Compliance with all applicable FMA Standing Directions and Instructions", "latest_result": "One material non-compliance reported and remediated", "status": "Achieved", "target_source_url": null, "target_source_page": 21, "result_source_url": null, "result_source_page": 22 }, { "code": "CCE06", "measure": "Advice contributes to the achievement of government policies and priorities relating to optimising Victoria’s fiscal resources", "target": "High-quality and timely advice provided to support the achievement of government policies and priorities", "latest_result": "High-quality and timely advice provided to support the achievement of government policies and priorities", "status": "Achieved", "target_source_url": null, "target_source_page": 21, "result_source_url": null, "result_source_page": 22 } ], "document_alignment_terms": { "must_support": [ "Our role / We provide economic, financial, infrastructure, industrial relations and commercial policy advice to help the Victorian Government deliver its policies / We support the ", "DTF exists to improve the lives and prosperity of Victorians. We do this by constantly growing our influence, wellbeing, leadership and expertise. [CP p.4]", "Optimise Victoria’s fiscal resources", "Strengthen Victoria’s economic performance", "Improve how the Government manages its balance sheet, commercial activities and public sector infrastructure", "Strengthen Victoria’s economic performance through fair, equitable and productive workplaces" ], "watch_terms": [ "General government net debt as a percentage of GSP to stabilise and reduce in the medium term", "Fully fund the unfunded superannuation liability by 2035", "A net operating cash surplus consistent with maintaining general government net debt at a sustainable level", "General government interest expense as a percentage of revenue to stabilise in the medium term", "Agency compliance with the Standing Directions under the Financial Management Act 1994", "Advice contributes to the achievement of government policies and priorities relating to optimising Victoria’s fiscal resources" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Department of Treasury and Finance — Strategy Brief\n\n**Reporting period**: 2024-25 [AR p.1]\n**Corporate plan in force**: 2025-26 [CP p.2]\n\n## Vision\n\n> DTF exists to improve the lives and prosperity of Victorians. We do this by constantly growing our influence, wellbeing, leadership and expertise. [CP p.4]\n\n## Our purpose / purposes\n\n> Our role / We provide economic, financial, infrastructure, industrial relations and commercial policy advice to help the Victorian Government deliver its policies / We support the ministerial portfolios of the Treasurer, Minister for Finance, Minister for Industrial Relations and the Minister for WorkSafe and the TAC / We work with all Victorian departments and agencies to ensure the Government’s objectives are achieved [CP p.6]\n\n## How we deliver\n\n> We are the indispensable partner inside and outside of government on economic, financial, infrastructure, industrial relations and commercial policy. We provide economic, financial, infrastructure, industrial relations and commercial policy advice to help the Victorian Government deliver its policies. We support the ministerial portfolios of the Treasurer, Minister for Finance, Minister for Industrial Relations and the Minister for WorkSafe and the TAC. We work with all Victorian departments and agencies to ensure the Government’s objectives are achieved. [CP p.6]\n\n## Government priorities for this department\n\n- Optimise Victoria’s fiscal resources [CP p.6]\n- Strengthen Victoria’s economic performance [CP p.6]\n- Improve how the Government manages its balance sheet, commercial activities and public sector infrastructure [CP p.6]\n- Strengthen Victoria’s economic performance through fair, equitable and productive workplaces [CP p.6]\n\n## Outcomes\n\n### Optimise Victoria’s fiscal resources\nThe Budget and Finance Division leads the development of financial policy advice to the Government and the Victorian public sector through detailed analysis of key policy priorities – including resource allocation, financial risk and government service performance, financial reporting frameworks, and the State’s budget posi [CP p.22]\n\n**Key activities:**\n- lead the implementation and delivery of government priorities related to social, affordable and market housing\n- provide governance oversight of the State’s public non-financial corporations (PNFCs) and regulate the community housing sector\n\n### Strengthen Victoria’s economic performance\nThe Infrastructure Division leads the development of strategic commercial, procurement, technical and financial advice to the Government to support key decisions regarding the State’s infrastructure investment opportunities and drive improvement in the risk management of infrastructure delivery. [CP p.30]\n\n**Key activities:**\n- provide specialist procurement and contracting advice and undertake project assurance regarding major and complex infrastructure projects\n- develop commercial and financial structures to support major project delivery including Partnerships Victoria projects utilising private finance\n\n### Improve how the Government manages its balance sheet, commercial activities and public sector infrastructure\nThe Industrial Relations Victoria (IRV) division provides strategic industrial relations legislative, policy and technical advice to the Government and departments. [CP p.32]\n\n**Key activities:**\n- provide expert and strategic policy advice to the Government on private sector industrial relations matters, workplace relations reforms, emerging issues and risks\n- lead development and presentation of submissions to significant Commonwealth and State reviews and inquiries\n\n### Strengthen Victoria’s economic performance through fair, equitable and productive workplaces\nThe State Revenue Office (SRO) supports the Government’s revenue management functions. The SRO administers Victoria’s taxation legislation and collects a range of taxes, duties and levies. [CP p.32]\n\n**Key activities:**\n- administer Victoria’s taxation legislation and collect a range of taxes, duties and levies\n- administer a range of grants, subsidies and exemptions\n\n## Values and principles\n\n_APS Values_\n\n- We are influential\n- We are responsive\n- We are accountable\n- We are collaborative\n- We are creative\n- We are respectful\n- We are respectful\n- We are collaborative\n- We are creative\n- We are accountable\n\n## What they will measure themselves on this year (targets from 2025-26 [CP p.2] corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CCE01 | General government net debt as a percentage of GSP to stabilise and reduce in the medium term | 25.2 per cent in 2026-27, down to 25.0 per cent in 2027-28 and down to 24.9 per cent in 2028-29 | CP p.21 |\n| CCE02 | Fully fund the unfunded superannuation liability by 2035 | On track to fully fund the unfunded superannuation liability by 2035 | CP p.21 |\n| CCE03 | A net operating cash surplus consistent with maintaining general government net debt at a sustainable level | Operating cash surplus in 2024-25 and beyond | CP p.21 |\n| CCE04 | General government interest expense as a percentage of revenue to stabilise in the medium term | Expected to average 8.0 per cent a year over the budget and forward estimates | CP p.21 |\n| CCE05 | Agency compliance with the Standing Directions under the Financial Management Act 1994 | Compliance with all applicable FMA Standing Directions and Instructions | CP p.21 |\n| CCE06 | Advice contributes to the achievement of government policies and priorities relating to optimising Victoria’s fiscal resources | High-quality and timely advice provided to support the achievement of government policies and priorities | CP p.21 |\n\n## How they performed last year (results from 2024-25 [AR p.1] annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | General government net debt as a percentage of GSP to stabilise and reduce in the medium term | 23.8 per cent | On track | AR p.22 |\n| CCE02 | Fully fund the unfunded superannuation liability by 2035 | On track to fully fund the unfunded superannuation liability by 2035 | On track | AR p.22 |\n| CCE03 | A net operating cash surplus consistent with maintaining general government net debt at a sustainable level | $3.2 billion | Achieved | AR p.22 |\n| CCE04 | General government interest expense as a percentage of revenue to stabilise in the medium term | 6.7 per cent | On track | AR p.22 |\n| CCE05 | Agency compliance with the Standing Directions under the Financial Management Act 1994 | One material non-compliance reported and remediated | Achieved | AR p.22 |\n| CCE06 | Advice contributes to the achievement of government policies and priorities relating to optimising Victoria’s fiscal resources | High-quality and timely advice provided to support the achievement of government policies and priorities | Achieved | AR p.22 |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Department of Treasury and Finance - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T23:01:42.538877+00:00\n**Entity ID**: S-NT-002\n**Entity type**: State Department\n**Jurisdiction**: NT\n**Portfolio**: Treasurer\n**Website**: https://treasury.nt.gov.au/\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| annual-reports | 5 |\n| corporate-plans | 1 |\n| other-pdfs | 17 |\n| pages | 9 |\n| reviews | 1 |\n| strategies | 16 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 3]\nContents\nIntroduction 1\nChanges since the last published version 1\nAttachment 1: Further guidance for developing departmental objectives 2\n1.1 Clear and concise 2\n1.2 Focus on the result or impact the Government is seeking to achieve 2\n1.3 Strategic focus 2\n1.4 Focus on the standard of expected service delivery 2\n1.5 Identify the target group/s that will benefit 3\n1.6 Measurable within a specific time frame 3\nAttachment 2: Further guidance for developing departmental objective\nindicators 4\n2.1 Attributable 4\n2.2 Focus on measurable results 4\n2.3 Pitch at a level to best inform performance analysis and decision making 4\n2.4 Use existing data sets 4\n2.5 Describe a change 5\nAttachment 3: Further guidance for developing outputs 6\n3.1 Identify the range of goods and services being provided 6\n3.2 Test the size of the output 6\n3.3 Describe the output 6\n Source: `other-pdfs/Resource-Management-Framework-Part-2-of-2-Attachments-effective-1-January-2026.pdf`\n- Goal-setting and purpose 32\n1.1 Specifying departmental objectives and objective indicators 33\n1.1.1 Specifying departmental objectives 33\n1.1.2 Specifying departmental objective indicators 33\n1.1.3 Reviewing departmental objectives and indicators 33\n1.1.4 Changes to departmental objectives and indicators 33\n1.2 Specifying outputs and performance measures 36\n1.2.1 Specifying outputs and performance measures 36\n1.2.2 Reviewing outputs and performance measures 36\n2.\n Source: `other-pdfs/Resource-Management-Framework-Part-1-of-2-Main-Document-effective-1-January-2026.pdf`\n- 4.10.2 Process and requirements for section 33 of the FMA\nThe Accountable Officer must ensure:\n(a) all FMA section 33 requests are discussed with DTF, including quantum of the\nfunding sought, before any correspondence is prepared for the request\n(b) the relevant CFO is provided an opportunity to review and sign-off the costs outlined\nin the proposal before being submitted\n(c) a letter from the relevant Minister to the Treasurer or the relevant Cabinet committee\nto access one of the sources of funding in Mandatory Requirement 4.10.1 under FMA\nsection 33 includes:\n(i) the reasons for the funding request\n(ii) the quantum of the funding sought\n(iii) how the purpose of the funding request aligns with government objectives\n(iv) adjustments to output and financial performance targets arising from the request.\n Source: `other-pdfs/Resource-Management-Framework-Part-1-of-2-Main-Document-effective-1-January-2026.pdf`\n- [pages 5,6,7,8,9,10]\ns and\nThe 2025-29 Corporate Plan sets out\nmedium-term priorities of each\nthe Department’s mission, vision and\nDTF group.\nvalues, and outlines its commitment 3\nto creating value through people, The priorities reflect the key initiatives\ntechnology and communications. that will guide and frame the work of\nDTF from now to 2029.\n Source: `corporate-plans/2025.pdf`\n\n### Role and Functions\n\n- [Page 42]\nBudget portfolio outcomes\nAdministered items statement for the year ended 30 June 2021\n2020-21 2020-21\nBudget Actual Variance\n$m $m $m\nAdministered income from transactions\nAppropriations - payments made on behalf of the State (a) 16 925.0 4 866.1 (12 058.9)\nSpecial appropriations 2 741.7 1 538.3 (1 203.4)\nInterest 78.9 9.5 (69.4)\nSales of goods and services 364.7 440.8 76.1\nGrants (b) 23 654.0 27 609.6 3 955.6\nOther income (c) 24 978.8 27 237.8 2 259.0\nTotal administered income from transactions 68 743.1 61 702.1 (7 041.0)\nAdministered expenses from transactions\nExpenses on behalf of the State (a) 3 121.4 576.6 (2 544.8)\nEmployee benefits (a) 3 054.7 1 084.0 (1 970.7)\nGrants and other transfers (a) 6 879.3 5 465.7 (1 413.6)\nInterest expense 1 482.6 1 426.3 (56.3)\nPayments into Consolidated Fund (d) 43 712.4 77 535.4 33 823.0\n Source: `annual-reports/2020-21.pdf`\n- [Page 40]\nBudget portfolio outcomes\nComprehensive operating statement for the year ended 30 June 2022\nControlled 2021-22 2021-22 Variance\nbudget actual\n$m $m $m\nIncome from transactions\nOutput appropriations (a) 587.8 516.4 (71.4)\nSale of goods and services (b) 15.2 67.5 52.3\nGrants (c) 18.1 8.2 (9.9)\nOther income 37.3 48.2 10.9\nTotal income from transactions 658.4 640.3 (18.1)\nExpenses from transactions\nEmployee benefits (d) 244.9 262.7 17.8\nDepreciation (e) 31.8 23.7 (8.1)\nGrants and other transfers (a) 138.9 94.3 (44.6)\nOther operating expenses (f) 237.9 199.6 (38.3)\nTotal expenses from transactions 653.5 580.3 (73.2)\nNet result from transactions 4.9 60.0 55.1\nOther economic flows included in net result\nNet gain/(loss) on non-financial assets (g) (7.1) (1.8) 5.3\nNet gain/(loss) on financial instruments and statutory – (0.2) (0.2)\nreceivables/payables\n Source: `annual-reports/2021-22.pdf`\n- [Page 42]\nBudget portfolio outcomes\nCash flow statement for the year ended 30 June 2022\n2021-22 2021-22\nControlled budget actual Variance\n$m $m $m\nCash flows from operating activities\nReceipts from government (a) 571.6 475.1 (96.5)\nOther receipts (b) 77.5 114.7 37.2\n649.1 589.8 (59.3)\nPayments of grants and other transfers (a) (145.9) (94.3) 51.6\nPayments to suppliers and employees (c) (476.6) (448.9) 27.7\nInterest and other finance costs (1.3) (0.2) 1.1\n(623.8) (543.4) 80.4\nNet cash flows from operating activities 25.3 46.4 21.1\nCash flows from investing activities\nNet payments for non-financial assets (d) (160.4) (20.3) 140.1\nProceeds from sale of non-financial assets – 1.6 1.6\nNet loans to other parties (e) – (16.6) (16.6)\nNet cash flows used in investing activities (160.4) (35.3) 125.1\nCash flows from financing activities\nOwner contributions by the State Government (d) 147.1 22.\n Source: `annual-reports/2021-22.pdf`\n- [Page 44]\nBudget portfolio outcomes\nAdministered items statement for the year ended 30 June 2022\n2021-22 2021-22\nbudget actual Variance\n$m $m $m\nAdministered income from transactions\nAppropriations - payments made on behalf of the State (a) 20 025.8 4 962.1 (15 063.7)\nSpecial appropriations 2 728.1 2 678.2 (49.9)\nInterest 73.0 27.9 (45.1)\nSales of goods and services (b) 408.0 450.0 42.0\nGrants (c) 26 460.8 31 106.6 4 645.8\nOther income (d) 22 506.8 26 903.3 4 396.5\nTotal administered income from transactions 72 202.5 66 128.1 (6 074.4)\nAdministered expenses from transactions\nExpenses on behalf of the State (a) 2 722.4 650.9 (2 071.5)\nEmployee benefits (a) 3 385.0 1 425.3 (1 959.7)\nGrants and other transfers (a) 8 627.8 6 898.3 (1 729.5)\nInterest expense 1 732.9 1 715.9 (17.0)\nPayments into the Consolidated Fund (e) 49 800.8 80 601.0 30 800.2\n Source: `annual-reports/2021-22.pdf`\n- [Page 48]\nBudget portfolio outcomes\nAdministered items statement for the year ended 30 June 2024\n2023–24 2023–24\nbudget actual Variance\n$m $m $m\nAdministered income\nAppropriations – payments made on behalf of the State (a) 23 887 7 272 (16 615)\nSpecial appropriations (b) 10 038 8 789 (1 249)\nSales of goods and services 45 6 (39)\nGrants (c) 30 865 32 099 1 234\nInterest income (d) 766 322 (444)\nOther revenue and income (e) 30 590 33 931 3 341\nTotal administered income 96 191 82 419 (13 772)\nAdministered expenses\nExpenses on behalf of the State (a) 1 892 637 (1 255)\nGrants expense (a) 7 109 5 795 (1 314)\nEmployee benefits (a) 3 241 1 219 (2 022)\nPayments into Consolidated Fund (f) 67 757 93 192 25 435\nInterest expense 4 628 4 761 133\nTotal administered expenses 84 627 105 604 20 977\nIncome less expenses 11 563 (23 185) (34 749)\nOther economic flows included in net result\n Source: `annual-reports/2023-24.pdf`\n- These results were\ninternally attested, reviewed by each Agency’s audit The Department supported the 2025-26 Budget\ncommittee, and reported to the relevant Portfolio process by providing advice on budget bids, as well\ndepartment by the due date of 15 September 2024. as highlighting accounting and financial reporting\nPortfolio departments consolidated these results and implications as relevant.\nprovided a Portfolio compliance summary report to\nThe Department continued to advise on several\nDTF by the due date of 31 October 2024.\nprojects across the sector, with contribution to the\nConsistent with the enhanced Portfolio department development of proposals, specifically relating to the\nrole in the Directions, departments now hold detailed financial accounting implications of these projects.\n Source: `annual-reports/2024-25.pdf`\n\n### Strategic Priorities\n\n- [Page 3]\n2025-29 CORPORATE PLAN\nContents\nSecretary’s foreword 2\nIntroduction 3\nOur strategic vision and values 4\nOrganisational structure 6\nSupporting our staff 8\nSupporting our department 10\nDTF Office of the General Counsel (DTF OGC) 10\nCorporate Shared Services Model 10\nInformation and Communication Technology Strategy 11\nOur operating environment 12\nOur risk management approach 16\nOur governance framework 18\nOur measures of success 20\nOur groups and priorities 21\nBudget and Finance Division 22\nOptimise Victoria’s fiscal resources\nEconomic Division 24\nStrengthen Victoria’s economic performance\nCommercial Division 26\nImprove how the Government manages\nits balance sheet and commercial activities\nInfrastructure Division 28\nImprove how the Government manages its\npublic sector infrastructure and associated\nrisk management activities\nIndustrial Relations Victoria 30\n Source: `corporate-plans/2025.pdf`\n- [Page 16]\nDuring the 2025-26 Budget, DTF continued to / implementing government priorities for\nsupport the Government as it aims to maintain which it has responsibility, including in the\nan operating cash surplus in 2024-25 (Step 2) areas of regulation reform and social,\naffordable and market housing\nand a projected return to an operating surplus\nin 2025-26 (Step 3).\n Source: `corporate-plans/2025.pdf`\n- [Page 31]\n2025-29 CORPORATE PLAN\nObjective Indicators / Prepare and deliver advice on the state\ncapital program for the annual State Budget\nDTF has identified the following indicators and Budget Update\nthat demonstrate progress towards improving / Continue to improve infrastructure\nhow the Government manages its public policies and procedures to support the\nsector infrastructure and associated risk state capital program\nmanagement activities:\n/ Undertake assurance activities, including\n/ High-value high-risk projects have had the Gateway Review Process, Project\nrisks identified and managed through Assurance Reviews and Technical Review\ntailored project assurance, policy advice Advice assessments\nand governance to increase the likelihood\n/ Implement systemic improvements via\nthat projects are completed within agreed\ntargeted delivery reviews and investigating\ntimeframes, budget and scope\n Source: `corporate-plans/2025.pdf`\n- [pages 31,32,33,34,35]\ny that project\nto Victoria’s public sector infrastructure\nteams and leaders need to succeed\n/ Improve project performance monitoring,\nKey short to medium-term\noversight and assurance through data-driven\npriorities insights and trend analysis.\n/ Undertake assurance, support value for\nmoney through project procurement, and\nprovide advice to the Government on\nmajor infrastructure projects\n29\n/ Manage the Department’s contribution to\nthe Suburban Rail Loop, including finalising\nthe implementation of the funding and\nfinancing strategy for the project\nBP3 output initiatives funded in the 2025-26 Budget\n2025-26 2026-27 2027-28 2028-29\nContinued monitoring and assurance of the state capital\n$0.7m $0.7m - -\nprogram\nSource: BP3 2025-26, Chapter 1 Department of Treasury and Finance Output Initiatives\n Source: `corporate-plans/2025.pdf`\n- The Government is now\nInfrastructure Plan 2021, which outlines the\nprojected to achieve Step 3 of the plan –\nGovernment’s five-year infrastructure priorities\nreturning to an operating surplus – by the end of\nthe forward estimates • building public sector capacity to deliver\nprojects with the Australian Major Project\n• producing key financial publications including\nLeadership Academy, delivered in a hybrid\nthe 2021-22 Budget Update, the 2022-23 Budget,\nformat\nand the 2020-21 Financial Report\n• providing building management support and\n• launching the Victorian Homebuyer Fund, which\nassurance for the VPS’ safe return to worksite,\nhas already helped more than 1 500 Victorians to\nincluding enhanced cleaning services and\nbuy homes and another 1 200 to start house\nbuilding systems reviews in line with prevailing\nhunting, and securing Government approval to\n Source: `annual-reports/2021-22.pdf`\n- 10\n0 Objective Indicator 3: Advice contributes to the\nJun 19-20 Jun 20-21 Jun 21-22 Jun 22-23 Jun 23-24\nachievement of Government policies and priorities\nrelating to Victoria’s balance sheet, commercial\nObjective Indicator 1: HVHR projects have had risks\nactivities and public sector infrastructure.\nidentified and managed through tailored project\nassurance, policy advice, governance and oversight DTF continues to provide advice to the Treasurer and\nto increase the likelihood that projects are Assistant Treasurer relating to balance sheet\ncompleted within agreed timeframes, budget and management, commercial activities and public\nscope. sector infrastructure, and activities undertaken by\nVictorian public non-financial corporations for which\nThere is ongoing assurance of HVHR projects across\nthe Treasurer is the shareholder.\n Source: `annual-reports/2023-24.pdf`\n- 19 of 2023, Payments to Victorian Future Fund 94 095 8 266 287\nsection 8 (e)\nTotal special appropriations 1 305 248 8 789 086\nNotes:\n(a) Appropriation of Commonwealth grants to Victoria to deliver the homebuilder grant scheme and the Housing Support Program – Priority\nWorks.\n(b) As announced in the 2023-24 Budget, the Government has increased the wagering and betting tax rate from 10 per cent to 15 per cent,\nand the amount of net wagering revenue returned to the Victorian Racing Industry from 3.5 per cent to 7.5 per cent from 1 July 2024.\n(c) The authority to pay the refunded tax revenue from the consolidated fund is provided under section 121 of the Taxation Administration\nAct 1997, which provides the authority to pay from a special appropriation.\n Source: `annual-reports/2024-25.pdf`\n- This\nincludes $244 million to deliver government-subsidised training, and Free TAFE in up to\n80 priority courses, supporting around 59 000 additional places of which around 15 000\nare Free TAFE places.\n Source: `strategies/2026-27-State-Budget---Strategy-and-Outlook.pdf`\n- [Page 5]\n2025–29 CORPORATE PLAN\nIntroduction\nThis plan defines DTF’s role in The 2025-29 Corporate Plan provides\ndelivering on the Government’s an overview of the Department’s\nobjectives, priorities and budget objectives, as presented in Budget\ndecisions.\n Source: `corporate-plans/2025.pdf`\n- [Page 8]\nStrategic priorities\nPriority 1 – Be the best place to do business\nWhy this is a priority Our focus\nThe Territory is competing against We are focused on making the Territory\nother states and global economies for the best place to do business by delivering\ninvestment.\n Source: `strategies/rebuild-economy-nt-economic-strategy-2025.pdf (https://cmc.nt.gov.au/__data/assets/pdf_file/0009/1488645/rebuild-economy-nt-economic-strategy-2025.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- Unit of 2021-22 2021-22 Performance\nPerformance measures measure actual target variation (%) Result\nQuantity\nRevenue collected as a percentage of state per cent 106 ≥99 – \nbudget target\nCost to collect $100 of tax revenue raised is less achieved/ tbc achieved n/a n/a\nthan the average of state and territory revenue not\noffices achieved\nThe 2021-22 actual will not be available until later in\nthe calendar year after the Commissioners\nInterjurisdictional Business Practices process is\ncompleted\nCompliance revenue assessed meets target per cent 161 ≥95 – \nQuality\nCustomer satisfaction level per cent 96 ≥85 – \nBusiness processes maintained to retain per cent 100 100 – \nISO 9001 (Quality Management Systems)\nCertification\nRatio of outstanding debt to total revenue per cent 3.20 <2 60 \n(monthly average)\nDebt levels have increased due to necessary\n Source: `annual-reports/2021-22.pdf`\n- [Page 3]\nContents\nIntroduction 1\nChanges since the last published version 1\nAttachment 1: Further guidance for developing departmental objectives 2\n1.1 Clear and concise 2\n1.2 Focus on the result or impact the Government is seeking to achieve 2\n1.3 Strategic focus 2\n1.4 Focus on the standard of expected service delivery 2\n1.5 Identify the target group/s that will benefit 3\n1.6 Measurable within a specific time frame 3\nAttachment 2: Further guidance for developing departmental objective\nindicators 4\n2.1 Attributable 4\n2.2 Focus on measurable results 4\n2.3 Pitch at a level to best inform performance analysis and decision making 4\n2.4 Use existing data sets 4\n2.5 Describe a change 5\nAttachment 3: Further guidance for developing outputs 6\n3.1 Identify the range of goods and services being provided 6\n3.2 Test the size of the output 6\n3.3 Describe the output 6\n Source: `other-pdfs/Resource-Management-Framework-Part-2-of-2-Attachments-effective-1-January-2026.pdf`\n- [Page 30]\nPerformance measures transferred between outputs\n‘This performance measure is transferred directly from the output.’\nMachinery of government change\n‘This performance measure has been introduced as a result of machinery of government changes that\nresulted in the transfer of functions the department.’\nSignificant and/or material movements (a) in targets between years; (b) between targets\nand expected outcomes within or between financial years; or (c) output costs between\nyears\n‘The higher/lower 20xx-yy target reflects .’\n‘The 20xx-yy expected outcome is than the 20xx-yy target due to <….>.’\nNote: footnotes explaining changes in targets or the setting of targets must include:\n• at a minimum, whether the change is due to changed government policy, funding or program\n Source: `other-pdfs/Resource-Management-Framework-Part-2-of-2-Attachments-effective-1-January-2026.pdf`\n- Performance against output Legend of symbols\nperformance measures\nThe following symbols are used to indicate the type\nof variance in performance against output\nThe following sections outline details of the outputs\nperformance measures:\nprovided by the Department to the Government,\nincluding performance measures and costs for each\n performance target achieved – both within 5 per cent\noutput, and the actual performance results against variance and exceeds 5 per cent variance\nbudgeted targets by output for the Department over\n performance target not achieved – within 5 per cent\nthe full year ended 30 June 2021. variance\n performance target not achieved – exceeds\n5 per cent variance\nDepartment of Treasury and Finance 19\nAnnual Report 2020 | 21\n Source: `annual-reports/2020-21.pdf`\n- [Page 25]\nUnit of 2020-21 2020-21 Performance\nPerformance measures measure actual target variation (%) Result\nQuantity\nNumber of funding reviews contributed to number 8 3 167 \nby DTF\nThe higher 2020-21 actual reflects ongoing\nconsideration of base and efficiency reviews which\ncommenced in 2019-20.\n Source: `annual-reports/2020-21.pdf`\n- Unit of 2020-21 2020-21 Performance\nPerformance measures measure actual target variation (%) Result\nQuantity\nRevenue collected as a percentage of State per cent 105 ≥99 – \nbudget target\nThe higher 2020-21 actual is due to the 2020-21\nrevenue being higher than State budget forecasts as\na result of a strong payroll tax and land transfer duty\nreceipts.\n Source: `annual-reports/2020-21.pdf`\n- Unit of 2020-21 2020-21 Performance\nPerformance measures measure actual target variation (%) Result\nQuantity\nEconomic research projects and papers number 8 8 – \ncompleted that contribute to deeper\nunderstanding of economic issues and\ndevelopment of government policy\nHigh level engagement with non-Victorian number 43 20 115 \nPublic Service stakeholder groups that\ncontributes to public policy debate\nThe higher 2020-21 actual is due to significant\nconsultation being undertaken over the past 12\nmonths on new policy initiatives, including on social\nhousing, Partnerships Addressing Disadvantage\nand on the implementation of the Build-to-rent and\nthe Windfall gains tax policies.\n Source: `annual-reports/2020-21.pdf`\n- [Page 28]\nUnit of 2020-21 2020-21 Performance\nPerformance measures measure actual target variation (%) Result\nQuality\nConduct an annual survey to assess the number 1 1 – \nimpact of changes to Victorian regulations on\nbusiness\nAccuracy of estimating State taxation revenue percentage 13 ≤5.0 160 \nin the State budget variance\nTaxation revenue was $2.7 billion higher than the\npublished budget.\n Source: `annual-reports/2020-21.pdf`\n- Unit of 2020-21 2020-21 Performance\nPerformance measures measure actual target variation (%) Result\nQuantity\nNew or revised regulatory instruments issued number 12 9 33 \nThe higher 2020-21 actual reflects the amendment of\ncodes due to COVID-19 to provide additional\nprotection to customers and small business in\naccordance with National Cabinet debt recovery\nprinciples.\n Source: `annual-reports/2020-21.pdf`\n- Unit of 2020-21 2020-21 Performance\nPerformance measures measure actual target variation (%) Result\nQuantity\nJobs resulting from government investment number 5 740 5 200 10 \nfacilitation services and assistance\nThe higher 2020-21 actual reflects a number of\nindustry support programs to support job creation\nannounced in the 2020-21 Budget as part of\neconomic recovery measures.\n Source: `annual-reports/2020-21.pdf`\n- Unit of 2020-21 2020-21 Performance\nPerformance measures measure actual target variation (%) Result\nQuantity\nGateway reviews undertaken number 62 70 (11) \nThe lower 2020 21 actual reflects the deferral of some\nreviews to the 2021 22 financial year due to\ndisruptions ass‑ociated with COVID 19.\n Source: `annual-reports/2020-21.pdf`\n- [Page 32]\nUnit of 2020-21 2020-21 Performance\nPerformance measures measure actual target variation (%) Result\nDevelop and implement training to build number 64.5 56 15 \ncapability to deliver infrastructure\nThe higher 2020-21 actual reflects higher than\nexpected demand for programs increasing training\ndelivered.\n Source: `annual-reports/2020-21.pdf`\n- [Page 33]\nUnit of 2020-21 2020-21 Performance\nPerformance measures measure actual target variation (%) Result\nDividend collection in accordance with budget per cent 100 100 – \ndecisions\nDevelop and implement reporting to ensure the per cent 100 100 – \neffective monitoring of the delivery of HVHR\npublic infrastructure commitments\nCost\nTotal output cost $ million 92.3 96.3 (4.1) \nThe lower 2020-21 actual is due to lower than\nexpected expenses relating to support for existing\nand major commercial infrastructure.\n Source: `annual-reports/2020-21.pdf`\n- Unit of 2020-21 2020-21 Performance\nPerformance measures measure actual target variation (%) Result\nQuantity\nNumber of publications or discussion papers number 6 6 – \nreleased\nQuality\nStakeholder satisfaction with consultation per cent 81 75 8 \nprocess\nInfrastructure Victoria continues to excel in\nachieving stakeholder satisfaction at the conclusion\nof consultation periods.\n Source: `annual-reports/2020-21.pdf`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $248 million, 248 million | Five-year financial summary: departmental (controlled) activities\n2021-22(a) 2020-21(b) 2019-20(c) 2018-19(d) 2017-18\n$m $m $m $m $m\nGovernment output appropriations income 516 506 441 403 300\nOther income 91 98 70 61 58\nTotal income from transactions 607 604 511 464 358\nTotal expenses from transactions (585) (570) (505) (454) (356)\nNet result from transactions 22 34 6 10 2\nTotal other economic flows included in net result 4 4 (1) (2) -\nNet resul | `annual-reports/2021-22.pdf` |\n| $96 million, $1.7 million, 96 million, 1.7 million | [Page 43]\nContributions and redemptions Budget portfolio outcomes\nDuring 2024-25 proceeds from departmental land The budget portfolio outcomes statements provide\nsales of $96 million were contributed to the Fund. a comparison between the actual financial\n$1.7 million of contributions were retained to fund information of all general government entities\nadministrative expenses associated with the fund to within the portfolio and the forecasted fina | `annual-reports/2024-25.pdf` |\n| $16.5 billion, $15.3 billion, 16.5 billion, 15.3 billion, 8.6 per cent | Compared with the 2025-26 Budget Update, net debt to GSP is lower across all\npublished years.\n• Government infrastructure investment (GII) is expected to average $16.5 billion a\nyear over the budget and forward estimates (moderating to $15.3 billion by 2029-30),\nreflecting the continuation of Victoria’s Big Build and the Government’s commitment\nto a moderating and sustainable infrastructure program.\n• Interest expense as a share of total revenue | `strategies/2026-27-State-Budget---Strategy-and-Outlook.pdf` |\n| $299.1 million, $130.1 million, $223.4 million, $34 million, 299.1 million, 130.1 million | Major parameter variations that have impacted the revised Net Operating Balance over the Budget\nand Forward Estimates include:\n an increase in forecast GST revenue of $299.1 million, which primarily reflects the Australian\nGovernment’s increased estimate of the GST pool;\n an increase in other Australian Government Grants revenue of $130.1 million, including Health\nNational Partnership Payments, payments for Commonwealth own-purpose expenses and | `other-pdfs/2025-26-20Revised-20Estimates-20Report-20-including-20December-20Quarterly-20Rep.pdf` |\n| $19.5 billion, 8.6 per cent, 19.5 billion | Interest expense as a share of total revenue\nis expected to average 8.6 per cent a year over the budget and forward estimates.\n• Grant expenses are forecast to grow to $19.5 billion in 2026-27, largely due to new\ngovernment initiatives announced as part of this budget. | `strategies/2026-27-State-Budget---Strategy-and-Outlook.pdf` |\n| $1 , $944 million, $345 million, $143 million, $74 million, $29.5 million | Funding delivery of our services\nExplanation of key variances between total • Payments made on behalf of the State\nParliamentary authority and appropriations\nThe unapplied amount of $1 289 million was due to\napplied – year ended 30 June 2021:\nlower payables of $944 million for the State's\n• Provision of outputs dedicated transport investment fund and the\nrepayment of a s37 advance of $345 million for the\n$143 million was not applied primarily due | `annual-reports/2020-21.pdf` |\n| $1.9 billion, 1.9 billion | As part of the\n• income for office accommodation rent and\nimplementation of CAM, the Shared Service Provider\nfacilities management fees – recognised as\nwill manage the government’s accommodation\nother income in note 4.3.1 (administered income\nrelated service payments.\nfor SSP), with the associated expense recognised\nAccordingly, government departments’ and portfolio as rental and property outgoings in note 3.4\nagencies’ right-of-use lease accommo | `annual-reports/2020-21.pdf` |\n| $100 , $90,\n, $10 , $10 | [Page 38]\nAttachment 11: Representation of long service leave\nfunding flows\n(The Department of Jobs, Precincts and Regions (DJPR) and State Library Victoria (SLV) are used in\nthis example)\nDJPR receives $100 DJPR expenses $90,\nrevenue for delivery w hich is passed on\nSAU of library services DJPR in grant to SLV\nSLV\nConsolidated Fund Creative Victoria\nDJPR The DJPR profit and the SLV SLV loss / SLV\nDTF liability\nprofit/asset loss balance to zero u | `other-pdfs/Resource-Management-Framework-Part-2-of-2-Attachments-effective-1-January-2026.pdf` |\n| $2.7 billion, 2.7 billion | [Page 28]\nUnit of 2020-21 2020-21 Performance\nPerformance measures measure actual target variation (%) Result\nQuality\nConduct an annual survey to assess the number 1 1 – \nimpact of changes to Victorian regulations on\nbusiness\nAccuracy of estimating State taxation revenue percentage 13 ≤5.0 160 \nin the State budget variance\nTaxation revenue was $2.7 billion higher than the\npublished budget. | `annual-reports/2020-21.pdf` |\n| $2.5 million, $2.7 million, 2.5 million, 2.7 million | 7.2.1 Reconciliation of net result to cash flows from operating activities\n2021 2020\n$’000 $’000\nNet result 38 289 5 216\nDepreciation and amortisation expense 19 773 19 332\nNet loss/(gain) on disposal of property, plant and equipment (382) (121)\nImpairment expense 1 280 –\nChange in operating assets and liabilities, net of effects of\nrestructuring\n• decrease in receivables 18 257 3 040\n• decrease/(increase) in other operating assets 9 201 (9 235) | `annual-reports/2020-21.pdf` |\n| $20 , $160 , $179 , $180 , $199 | [Page 126]\nAnnualised total salary, by $20 000 bands, for executives and other senior non-executive staff –\nState Revenue Office\nIncome band (salary) Executives STS PS SMA SRA Other\n<$160 000\n$160 000–$179 999\n$180 000–$199 999\n$200 000–$219 999 2 1\n$220 000–$239 999 5(a)\n$240 000–$259 999\n$260 000–$279 999\n$280 000–$299 999\n$300 000–$319 999\n$320 000–$339 999\n$340 000–$359 999\n$360 000–$379 999\n$380 000–$399 999 1\n$400 000–$419 999\n$420 000–$439 | `annual-reports/2020-21.pdf` |\n| $100 | Unit of 2021-22 2021-22 Performance\nPerformance measures measure actual target variation (%) Result\nQuantity\nRevenue collected as a percentage of state per cent 106 ≥99 – \nbudget target\nCost to collect $100 of tax revenue raised is less achieved/ tbc achieved n/a n/a\nthan the average of state and territory revenue not\noffices achieved\nThe 2021-22 actual will not be available until later in\nthe calendar year after the Commissioners\nInterjurisdict | `annual-reports/2021-22.pdf` |\n| 5 per cent | Performance against output Legend of symbols\nperformance measures\nThe following symbols are used to indicate the type\nof variance in performance against output\nThe following sections outline details of the outputs\nperformance measures:\nprovided by the Department to the Government,\nincluding performance measures and costs for each\n performance target achieved – both within 5 per cent\noutput, and the actual performance results against variance and | `annual-reports/2020-21.pdf` |\n| $2.7 billion, 2.7 billion | [Page 28]\nUnit of 2020-21 2020-21 Performance\nPerformance measures measure actual target variation (%) Result\nQuality\nConduct an annual survey to assess the number 1 1 – \nimpact of changes to Victorian regulations on\nbusiness\nAccuracy of estimating State taxation revenue percentage 13 ≤5.0 160 \nin the State budget variance\nTaxation revenue was $2.7 billion higher than the\npublished budget. | `annual-reports/2020-21.pdf` |\n\n## Key Achievements\n\n- [Page 31]\n2025-29 CORPORATE PLAN\nObjective Indicators / Prepare and deliver advice on the state\ncapital program for the annual State Budget\nDTF has identified the following indicators and Budget Update\nthat demonstrate progress towards improving / Continue to improve infrastructure\nhow the Government manages its public policies and procedures to support the\nsector infrastructure and associated risk state capital program\nmanagement activities:\n/ Undertake assurance activities, including\n/ High-value high-risk projects have had the Gateway Review Process, Project\nrisks identified and managed through Assurance Reviews and Technical Review\ntailored project assurance, policy advice Advice assessments\nand governance to increase the likelihood\n/ Implement systemic improvements via\nthat projects are completed within agreed\ntargeted delivery reviews and investigating\ntimeframes, budget and scope\n Source: `corporate-plans/2025.pdf`\n- 10\n0 Objective Indicator 3: Advice contributes to the\nJun 19-20 Jun 20-21 Jun 21-22 Jun 22-23 Jun 23-24\nachievement of Government policies and priorities\nrelating to Victoria’s balance sheet, commercial\nObjective Indicator 1: HVHR projects have had risks\nactivities and public sector infrastructure.\nidentified and managed through tailored project\nassurance, policy advice, governance and oversight DTF continues to provide advice to the Treasurer and\nto increase the likelihood that projects are Assistant Treasurer relating to balance sheet\ncompleted within agreed timeframes, budget and management, commercial activities and public\nscope. sector infrastructure, and activities undertaken by\nVictorian public non-financial corporations for which\nThere is ongoing assurance of HVHR projects across\nthe Treasurer is the shareholder.\n Source: `annual-reports/2023-24.pdf`\n- This • Implementing new wellbeing related initiatives\nprogram focused on the value of Health and that address specific focus areas for the\nSafety representatives, managing psychological Department including:\nhazards in the workplace, mental and physical − continue to roll out Quarterly Wellbeing and\nhealth and preventing work-related violence Workload Management Indicators Board\nsuch as sexual harassment. report, along with identifying ways to\n• Providing mental health and wellbeing training, optimise reporting metrics and interventions\nwhich 91 per cent of DTF senior leaders have − introduced Workload Management tools and\ncompleted as of 30 June 2024. guidance for employees and managers\n• DTF’s Health and Safety Committee met − focusing on financial wellbeing topics such as\nfour times during 2023-24. superannuation and planning for retirement\n Source: `annual-reports/2023-24.pdf`\n- This that address specific focus areas for the\nprogram focused on the value of Health and Department including:\nSafety representatives, managing psychological\n− continue to roll out Quarterly Health, Safety\nhazards in the workplace, mental and physical\nand Wellbeing Dashboard Board report,\nhealth and preventing work-related violence\nalong with identifying ways to optimise\nsuch as sexual harassment.\nreporting metrics and interventions\n• Providing mental health and wellbeing training,\n− introduced psychological risk assessment\nwhich 91 per cent of DTF senior leaders have\nfor employees and managers to identify\ncompleted as of 30 June 2025.\npsychosocial hazards and implement\n• DTF’s Health and Safety Committee met once controls in the workplace\nduring 2024-25. − focusing on financial wellbeing topics such\n• The 2025 annual flu vaccination program was as superannuation and planning for\n Source: `annual-reports/2024-25.pdf`\n- [Page 128]\nMeasure KPI 2022-23 2023-24 2024-25\nOHSMS audits No. of OHSMS audits 0 0 0\nconducted\nPercentage of 0 0 0\nworkplaces audited\nOHSMS Percentage of an averaged 0 0 0\nimplementation OHSMS audit score\nManagement Percentage of managers 0 0 0\nparticipation in that have participated in the\naudits total no. of workplace audits\nconducted\nNo. of senior management 0 0 0\nparticipating in\ndepartmental OHSMS review\nand evaluation per two-year\ncycle\nMental health No. of mental health and 40 34 26\nand wellbeing wellbeing training\ntraining initiatives/activities delivered\nPercentage of senior leaders,\npeople leaders and staff that\nhave completed mental\nhealth and wellbeing\ntraining: (d)\n• senior leaders training 21 per cent 23 per cent 32 per cent\n• people leaders training 26 per cent 30 per cent 40 per cent\n• staff training 32 per cent 35 per cent 17 per cent\n Source: `annual-reports/2024-25.pdf`\n- [Page 23]\nTable 3 – Progress towards objective – Deliver strategic and efficient whole of government common services to\nthe Victorian public sector\nIndicator Unit of 2017-18 2018-19 2019-20 2020-21\nmeasure actual actual actual actual\nBenefits delivered as a percentage of per cent 5.5 5.6 10.1(a) 6.3(b)\nexpenditure by mandated agencies under\nDTF-managed state purchase contracts,\nincluding reduced and avoided costs\nLow vacancy rates for government office per cent 0.24 1.31 0.32 0.42\naccommodation maintained\nNote:\n(a) Reported savings in 2019-20 includes the Master Agency Media Services (MAMS) savings.\n Source: `annual-reports/2020-21.pdf`\n- Table 3 – Progress towards objective – Deliver strategic and efficient whole of government common\nservices to the Victorian public sector\nIndicator Unit of 2018-19 2019-20 2020-21 2021-22\nmeasure actual actual actual actual\nBenefits delivered as a percentage of per cent 5.6 10.1(a) 6.3 6.48\nexpenditure by mandated agencies under\nstate purchase contracts managed by the\ndepartment, including reduced and avoided\ncosts.\n Source: `annual-reports/2021-22.pdf`\n- Benefit to business as a ratio of red tape ratio 4:1 2:1 100 \nsavings delivered by the Business\nAcceleration Fund\nThe higher 2023-24 actual is due to a number of\nhigher impact initiatives being implemented.\n Source: `annual-reports/2023-24.pdf`\n- Briefings on key Australian Bureau of Statistics per cent 100 100 – \neconomic data on the day of release\nRegulation reviews completed by scheduled per cent 100 100 – \ndate\nRenumeration Tribunal’s legislated work per cent 98 85 15 \nprogram delivered within established\ntimeframes\nThe higher 2023-24 actual is due to improvements in\nthe Renumeration Tribunal’s internal processes.\n Source: `annual-reports/2023-24.pdf`\n- In 2023-24, the Wage\nInspectorate delivered the following outcomes to promote fair, equitable and productive workplaces for all\nVictorians:\n• protected the safety and welfare of children working in Victoria by administering child employment laws,\nincluding assessing and granting 883 child employment licences for the employment of over 7 000 children,\nand conducting 458 child employment investigations and compliance monitoring activities across the state\n• Answered 10 127 calls to its helpline from people seeking information about rights and obligations under laws\nwithin the Wage Inspectorate’s remit, and responded to 1 860 written enquiries\n• Finalised over 100 long service leave investigations, helping to recover over $750 000 in outstanding long\nservice leave entitlements\n• Completed 17 prosecutions resulting in more than $2.1 million in fines and costs orders\n Source: `annual-reports/2023-24.pdf`\n- Review and assessment of submitted public per cent 100 90 11 \nsector enterprise bargaining costings and\nproposed agreements completed and\nsubmitted for approval within four weeks\nThe higher 2023-24 actual is due to the Government\nWages Policy that was approved in mid-2023\nenabling the progress of a number of agreements\nfor 2023-24.\n Source: `annual-reports/2023-24.pdf`\n- Timeliness\nDelivery of advice to Government on portfolio per cent 100 100 – \nperformance within agreed timeframes\nAnnual Budget published by date agreed by date May 2021 May 2021 – \nTreasurer\nThe 2021-22 Budget was delivered on 20 May 2021.\n Source: `annual-reports/2020-21.pdf`\n\n## Key Issues, Risks, and Recommendations\n\n- [pages 13,14]\nquate\ncommunication issues and progresses initiatives\nand used effectively, including coordination with\ndefined within the People and Culture Strategy.\nthe external auditors\n• Remuneration Committee: reviews and\n• maintain effective communication with\napproves all recruitment as well as related\nexternal auditors\nremuneration activities.\n• consider recommendations made by internal\n• Procurement Governance Committee: oversees\nand external auditors and review the\nprocurement governance across DTF, DPC and\nimplementation of actions to resolve issues\nDGS\nraised\n• Audit and Risk Committee: see next column.\n• oversee the effective operation of the risk\nmanagement framework.\n Source: `annual-reports/2023-24.pdf`\n- [pages 14,15]\nmmittee: reviews and approves the external auditors\nall recruitment as well as related remuneration\n• maintain effective communication with\nactivities\nexternal auditors\n• Procurement Governance Committee: oversees\n• consider recommendations made by internal and\nprocurement governance across DTF, DPC\nexternal auditors and review the implementation\nand DGS\nof actions to resolve issues raised\n• Policy and Strategy Committee: provides\n• oversee the effective operation of the risk\nstrategic leadership within DTF on policy issues,\nmanagement framework.\ndrawing together expertise and perspectives\nfrom all areas of the department The Department’s internal audit services were\nprovided by KPMG.\n• Audit and Risk Committee: see next column.\n Source: `annual-reports/2024-25.pdf`\n- It involves the design,\n• determine the scope of the internal audit\nimplementation and review of capability,\nfunction and ensure its resources are adequate\nprocesses and systems to improve the creating,\nand used effectively, including coordination with\nsharing and application of knowledge.\nthe external auditors\n• People Committee: provides leadership to the\n• maintain effective communication with\nDepartment and advises the Board on\nexternal auditors\norganisational culture, people, capability and\ncommunication issues and progresses initiatives • consider recommendations made by internal\ndefined within the People and Culture Strategy. and external auditors and review the\nimplementation of actions to resolve issues\n• Remuneration Committee: reviews and\nraised\napproves all recruitment as well as related\nremuneration activities. • oversee the effective operation of the risk\n Source: `annual-reports/2020-21.pdf`\n- Quality\nVariance of the revised estimate of general per cent 1.9 ≤5.0 – \ngovernment budget expenditure\nUnqualified audit reports/reviews for the State number 3 2 50 \nof Victoria Financial Report and Estimated\nFinancial Statements\nThe higher 2020-21 actual is reflective of the delay of\nthe budget from May 2020 to November 2020 due to\nthe COVID-19 pandemic.\n Source: `annual-reports/2020-21.pdf`\n- Quality\nVariance of the revised estimate of general per cent 2.7 ≤5.0 – \ngovernment budget expenditure\nUnqualified audit reports/reviews for the State number 2 2 – \nof Victoria Financial Report and Estimated\nFinancial Statements\nRecommendations on financial management per cent 100 100 – \nframework matters made by PAEC and VAGO\nand supported by the Government are actioned\nVPS stakeholder feedback indicates delivery of per cent 100 80 25 \nadvice and information sessions supported the\nfinancial reporting framework across the VPS\nand supported the VPS to understand the\nfinancial management framework\nThe higher 2021-22 actual is due to strong\nsatisfaction with the support provided to\ndepartments and agencies in meeting their\ncompliance obligations in the COVID-19\nenvironment.\n Source: `annual-reports/2021-22.pdf`\n- Department and advises the Board on\n• determine the scope of the internal audit\norganisational culture, people, capability and\nfunction and ensure its resources are adequate\ncommunication issues and progresses initiatives\nand used effectively, including coordination with\ndefined within the People and Culture Strategy.\nthe external auditors\n• Remuneration Committee: reviews and\n• maintain effective communication with\napproves all recruitment as well as related\nexternal auditors\nremuneration activities.\n• consider recommendations made by internal\n• Procurement Governance Committee: oversees\nand external auditors and review the\nprocurement governance across DTF, DPC and\nimplementation of actions to resolve issues\nDGS\nraised\n• Audit and Risk Committee: see next column.\n• oversee the effective operation of the risk\nmanagement framework.\n Source: `annual-reports/2023-24.pdf`\n- The current structure and role • assist the Secretary in reviewing the\nof each subcommittee is: effectiveness of the Department’s internal\ncontrol environment covering:\n• Information Management Steering Committee:\nguides and monitors information management − effectiveness and efficiency of operations\nand technology-enabled activities for DTF − reliability of financial reporting\n• People Committee: provides leadership to the − compliance with applicable laws\nDepartment and advises the Board on and regulations.\norganisational culture, people, capability and\n• determine the scope of the internal audit\ncommunication issues and progresses initiatives\nfunction and ensure its resources are adequate\ndefined within the People and Culture Strategies\nand used effectively, including coordination with\n• Remuneration Committee: reviews and approves the external auditors\n Source: `annual-reports/2024-25.pdf`\n- Recommendations on financial management framework per cent 100 100 – \nmatters made by PAEC and VAGO and supported by\nGovernment are actioned\nUnqualified audit reports/reviews for the State of Victoria number 2 2 – \nFinancial Report and Estimated Financial Statements\nVPS stakeholder feedback indicates delivery of advice per cent 91 80 14 \nand information sessions supported the financial\nreporting framework across the VPS and supported the\nVPS to understand the financial management framework\nThe 2024-25 actual is higher than the target due to stronger\nalignment between service delivery, stakeholder engagement\nand stakeholder expectations.\n Source: `annual-reports/2024-25.pdf`\n- [Page 7]\n2025-29 CORPORATE PLAN\nOur values\nWe are influential We are responsive We are accountable\n/ We demonstrate leadership / We give timely, robust and / We behave ethically,\nin our work impartial advice and transparently and with\nservices to stakeholders integrity\n/ We negotiate effectively\nto get the best outcome / We are proactive and / We take responsibility for our\nfor Victorians solution focused, seeking work, decisions and actions\nopportunities to resolve\n/ We work efficiently to achieve\nissues and risks 5\nvalue-for-money outcomes\nWe are collaborative We are respectful We are creative\n/ We engage flexibly and / We treat others fairly / We foster innovative thinking\nconstructively with our and inclusively to create opportunities and\ncolleagues and stakeholders solve challenges\n/ We cultivate a positive\n/ We work together as a team, work environment and / We value and encourage\n Source: `corporate-plans/2025.pdf`\n- Ministers (public) that There is increasing\nSSE\nbusiness will have a risk emphasis to have a risk\nmanagement plan, including management plan but will\nstrategies for managing vary from business to\noperational and financial risks business\nCommunication Government business Reference ASX Private Sector\nPrinciple (listed public company)\nBoard disclosure  Expectation that the board MC 6  Determined by the board\nwill maintain written policies and will vary from\nSSE\non information disclosure and business to business\na system to ensure the\ninformation is disclosed to the\nShareholders Ministers\nCommunication  Expectation that the board MC 6  Determined by the board\nprotocol will have in place a protocol and will vary from\nSSE\nrelating to communication business to business\nwith internal and external\nstakeholders\nFormal general  For SOC, an AGM must be Constitution 6  Public companies must\n Source: `strategies/Governance-Framework-Guide.pdf`\n- The team’s core areas of The Operations team within DTF OGC manages\nresponsibility include: the operations of the Department, overseeing\nquality assurance programs, operational\n/ supporting the development and\nprocesses and supervising the delivery of\nimplementation of State significant policies\n(revenue reforms, Treaty, energy transition, corporate services to the Department by DGS.\nhousing, industrial relations policy)\nThe core areas of responsibility for the Operations\n/ supporting the delivery of legislative projects, team are:\nincluding legislation or subordinate instrument\n/ quality assurance – overseeing the\nprojects reform\nDepartment’s operations, quality assurance\n/ assisting with disputes and inquiries programs and improving operational\n(High Court constitutional matters, general processes\nlitigation including class actions against the\n/ audit and compliance – managing and\n Source: `corporate-plans/2025.pdf`\n- Recommendations on financial management per cent 100 100 – \nframework matters made by PAEC and VAGO\nand supported by Government are actioned\nUnqualified audit reports/reviews for the State number 2 2 – \nof Victoria Financial Report and Estimated\nFinancial Statements\nVPS stakeholder feedback indicates delivery of per cent 86 80 8 \nadvice and information sessions supported the\nfinancial reporting framework across the VPS\nand supported the VPS to understand the\nfinancial management framework\nThe higher 2023-24 actual reflects greater than\nexpected satisfaction from stakeholders across the\nVictorian Public Sector measured through\nstakeholder survey.\n Source: `annual-reports/2023-24.pdf`\n- [pages 5,6,7]\nlve challenges\n• optimise Victoria’s fiscal resources − we value and encourage diverse views\nand ideas.\n• strengthen Victoria’s economic performance\n• We are accountable\n• improve how the Government manages its\nbalance sheet, commercial activities and public − we behave ethically, transparently and\nsector infrastructure with integrity\n• strengthen Victoria’s economic performance\n− we take responsibility for our work,\nthrough fair, equitable and productive\ndecisions and actions\nworkplaces. − we work efficiently to achieve value for\nmoney outcomes.\n• We are responsive\n− we give timely, robust and impartial advice\nand services to stakeholders\n− we are proactive and solution focused,\nseeking opportunities to resolve issues\nand risks.\n Source: `annual-reports/2024-25.pdf`\n- The team’s core program, including assisting with the\nareas of responsibility include: development of a risk-based strategic plan,\ncontract management of the Department’s\n• supporting the development and\ninternal audit provider and undertaking\nimplementation of State significant policies\nhigh-level follow-up activity\n(revenue reforms, Treaty, energy transition,\nhousing, industrial relations policy) • procurement and vendor management –\noverseeing the delivery of shared services to the\n• supporting the delivery of legislative projects,\nDepartment by DGS, ensuring efficient,\nincluding legislation or subordinate instrument\nconsistent, and high-quality support aligned with\nprojects reform\nthe Department’s policies and needs\n• assisting with disputes and inquiries (High Court\n• strategic expertise – reviewing and critiquing\nconstitutional matters, general litigation\n Source: `annual-reports/2024-25.pdf`\n\n## Corporate Values and Operating Culture\n\n- [pages 10,11,12,13,14,15]\ns role\nmodel inclusive leadership.\n• Build inclusive leadership capability of\n• Senior leaders take accountability for\nsenior leaders and executives.\nchampioning DEI strategies and\n• Strengthen PDP guidance to\ninitiatives.\nincorporate discussions on DEI values\n• Inclusive behaviours and DEI values\nand inclusive behaviours.\nare embedded into PDP processes and\nDTF will:\ndiscussions.\n• Establish or maintain the role of • Employees demonstrate inclusive\nexecutive champions for diversity, behaviours and values in the\nequity and inclusion. workplace.\n• Identify opportunities for employees to\nengage with senior leaders on DEI.\n• Encourage employees to have regular\ndiscussions on inclusive behaviours\nand DEI values as part of PDP\nprocesses.\n Source: `strategies/DTF-Diversity-2C-Equity-and-Inclusion-Strategy-2025-2029.pdf`\n- [Page 31]\n2025-29 CORPORATE PLAN\nObjective Indicators / Prepare and deliver advice on the state\ncapital program for the annual State Budget\nDTF has identified the following indicators and Budget Update\nthat demonstrate progress towards improving / Continue to improve infrastructure\nhow the Government manages its public policies and procedures to support the\nsector infrastructure and associated risk state capital program\nmanagement activities:\n/ Undertake assurance activities, including\n/ High-value high-risk projects have had the Gateway Review Process, Project\nrisks identified and managed through Assurance Reviews and Technical Review\ntailored project assurance, policy advice Advice assessments\nand governance to increase the likelihood\n/ Implement systemic improvements via\nthat projects are completed within agreed\ntargeted delivery reviews and investigating\ntimeframes, budget and scope\n Source: `corporate-plans/2025.pdf`\n- [Page 44]\nBudget portfolio outcomes\nComprehensive operating statement for the year ended 30 June 2025\nControlled 2024-25 2024-25\nbudget actual Variance\n$m $m $m\nIncome from transactions\nOutput appropriations (a) 442 455 13\nSales of goods and services – 2 2\nGrants 1 1 –\nFair value of assets and services received free of charge or 8 8 –\nfor nominal consideration\nOther revenue and income 2 – (2)\nTotal revenue and income from transactions 452 466 14\nExpenses from transactions\nEmployee benefits (b) 237 267 30\nDepreciation (c) 13 10 (3)\nGrant expense (d) 34 30 (4)\nOther operating expenses (e) 167 152 (15)\nTotal expenses from transactions 452 459 7\nNet result from transactions (net operating balance) – 7 7\nOther economic flows included in net result – – –\nNet result – 7 7\nOther economic flows – other comprehensive income – – –\nComprehensive result – 7 7\nNotes:\n Source: `annual-reports/2024-25.pdf`\n- Examples of this include:\nthe 2021-22 Budget, seeking to grow investment in\nevidence based early intervention initiatives by • The Empowerment Fund: A $5 million fund\nproviding a dedicated funding pathway within provided to social services organisations to\nVictoria’s annual state budget process. help support data and evaluation capability\nand processes, and sharing of evaluation\nFor a proposed initiative to be considered under\ninsights.\nthe EIIF, new budget business cases are required\nto provide evidence of an initiative’s anticipated • Co-design and the Early Intervention\nimpact through: Investment Framework: This guidance paper\ndetails how greater collaboration between\n• Outcome measures: The quantified impacts\nparties can better inform policy ideas and\non the lives of service users and their families,\nfuture EIIF business cases.\nthe broader community, and the service\n Source: `strategies/EIIF-Cultural-Safety-Framework.pdf`\n- [pages 65,66,67,68]\nemployment to which they relate has\nrecognised in the net result from transactions, except\noccurred.\nto the extent that a gain or loss arises due to changes\nProvisions made in respect of employee benefits in discount rates for which it is then recognised in the\nexpected to be wholly settled within 12 months are net result as an other economic flow.\nmeasured at their nominal values, using the\nremuneration rate expected to apply at the time of\nsettlement.\n Source: `annual-reports/2021-22.pdf`\n- Disaggregated financial information by output\n2021 2020\n$m $m\nReconciliation of the present value of the defined benefit obligation\nBalance at the start of the period 53 816 52 413\nCurrent service cost 1 274 1 097\nInterest cost 519 741\nContributions by plan participants 247 237\nActuarial (gains)/losses (120) 1 622\nBenefits paid (2 297) (2 294)\nBalance at the end of the period 53 439 53 816\nReconciliation of fair value of superannuation plan assets\nBalance at the start of the period 22 591 23 782\nInterest income 215 334\nExpected return on plan assets excluding interest income 1 332 1 315\nActuarial gains/(losses) 2 484 (2 414)\nEmployer contributions 1 648 1 630\nContributions by plan participants 247 238\nBenefits paid (including tax paid) (2 297) (2 294)\nBalance at the end of the period 26 220 22 591\nReconciliation of liabilities disclosed in the administered statement of\n Source: `annual-reports/2020-21.pdf`\n- Depreciation is not 30 June 2021 and 30 June 2020 are as follows:\nrecognised in respect of these assets as their service\nBuildings – structures and ground 5–25 years\npotential has not, in any material sense, been\ndevelopment\nconsumed during the reporting period.\n Source: `annual-reports/2020-21.pdf`\n- The cost of delivering services\n3.1.3 Reconciliation of movement in on-costs provisions\n2022\n$’000\nOpening balance 6 877\nAdditional provisions recognised 2 997\nReductions arising from payments/other sacrifices of future economic benefits (1 694)\nUnwind of discount and effect of changes in the discount rate 433\nClosing balance 8 613\nCurrent 7 853\nNon-current 760\nTotal on-costs provision 8 613\nThe liability is classified as a current liability where\nProvision is made for benefits accruing to employees\nthe Department does not have an unconditional right\nin respect of wages and salaries, annual leave and\nto defer settlement for at least 12 months after the\nlong service leave for services rendered to the\nreporting date.\n Source: `annual-reports/2021-22.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- `corporate-plans/2025.pdf` - corporate-plans - local file\n- `annual-reports/2020-21.pdf` - annual-reports - local file\n- `annual-reports/2021-22.pdf` - annual-reports - local file\n- `annual-reports/2022-23.pdf` - annual-reports - local file\n- `annual-reports/2023-24.pdf` - annual-reports - local file\n- `annual-reports/2024-25.pdf` - annual-reports - local file\n- `strategies/2026-27-State-Budget---Gender-Equality-Budget-Statement.pdf` - strategies - local file\n- `strategies/2026-27-State-Budget---Strategy-and-Outlook.pdf` - strategies - local file\n- `strategies/DTF-Diversity-2C-Equity-and-Inclusion-Strategy-2025-2029.pdf` - strategies - local file\n- `strategies/DTF-Gender-Equality-Action-Plan-2021-2025.pdf` - strategies - local file\n- `strategies/EIIF-Cultural-Safety-Framework-Framework-on-a-page.pdf` - strategies - local file\n- `strategies/EIIF-Cultural-Safety-Framework.pdf` - strategies - local file\n- `strategies/Early-Intervention-Investment-Framework-A-considered-and-collaborative-approach-.pdf` - strategies - local file\n- `strategies/Governance-Framework-Guide.pdf` - strategies - local file\n- `strategies/Government-20Business-20Governance-20Framework-20Reform-20Paper.pdf` - strategies - local file\n- `strategies/HVHR-Project-Assurance-Framework-Factsheet--28May-2018-29.pdf` - strategies - local file\n- `strategies/Victorian-Government-Risk-Management-Framework-Sept-2025.pdf` - strategies - local file\n- `strategies/digital-capability-fund-assurance-framework.pdf` - strategies - local file\n- `strategies/rebuild-economy-strategy-on-a-page.pdf` - strategies - https://cmc.nt.gov.au/__data/assets/pdf_file/0010/1488646/rebuild-economy-strategy-on-a-page.pdf\n- `strategies/samf-policy.pdf` - strategies - local file\n- `strategies/samf-strategic-asset-plan-guidelines.pdf` - strategies - local file\n- `strategies/rebuild-economy-nt-economic-strategy-2025.pdf` - strategies - https://cmc.nt.gov.au/__data/assets/pdf_file/0009/1488645/rebuild-economy-nt-economic-strategy-2025.pdf\n- `reviews/TasPOPP-202024-20--20Tasmanian-20and-20local-20government-20area-20population-20.pdf` - reviews - local file\n- `pages/about.html` - pages - https://treasury.nt.gov.au/about-us\n- `pages/contact.html` - pages - https://treasury.nt.gov.au/?external-uuid=7f70d6e0-887a-40ad-8c3f-7fa99beb00b1\n- `pages/homepage.html` - pages - https://treasury.nt.gov.au/\n- `pages/news-latest.html` - pages - https://treasury.nt.gov.au/news\n- `pages/reforms-index.html` - pages - https://treasury.nt.gov.au/news/2025/electricity-pricing-reforms-update\n- `pages/reforms-index__01.html` - pages - https://treasury.nt.gov.au/news/2025/electricity-pricing-reforms-update\n- `pages/reforms-index__02.html` - pages - https://treasury.nt.gov.au/dtf/economic-group/electricity-pricing-reforms\n- `pages/strategies-index.html` - pages - https://treasury.nt.gov.au/news/2025/rebuilding-the-economy-northern-territory-economic-strategy-2025\n- `pages/strategies-index__00.html` - pages - https://treasury.nt.gov.au/news/2025/rebuilding-the-economy-northern-territory-economic-strategy-2025\n- `other-pdfs/2025-26-20Revised-20Estimates-20Report-20-including-20December-20Quarterly-20Rep.pdf` - other-pdfs - local file\n- `other-pdfs/Building-Approvals.pdf` - other-pdfs - local file\n- `other-pdfs/Commercial-and-Industrial-Property-Tax-Reform-Information-Sheet.pdf` - other-pdfs - local file\n- `other-pdfs/Commercial-and-Industrial-Property-Tax-Reform-Transition-Loan-Design-Elements-Fa.pdf` - other-pdfs - local file\n- `other-pdfs/Consumer-Price-Index.pdf` - other-pdfs - local file\n- `other-pdfs/Cook-20Labor-20Government.pdf` - other-pdfs - local file\n- `other-pdfs/DTF-complaints-management-policy.pdf` - other-pdfs - https://treasury.nt.gov.au/pms/corporate/DTF-complaints-management-policy.PDF\n- `other-pdfs/Labour-Force.pdf` - other-pdfs - local file\n- `other-pdfs/Monthly-Household-Spending-Indicator.pdf` - other-pdfs - local file\n- `other-pdfs/Resource-Management-Framework-Part-1-of-2-Main-Document-effective-1-January-2026.pdf` - other-pdfs - local file\n- `other-pdfs/Resource-Management-Framework-Part-2-of-2-Attachments-effective-1-January-2026.pdf` - other-pdfs - local file\n- `other-pdfs/Transition-Loan-Notice.pdf` - other-pdfs - local file\n- `other-pdfs/samf-application-for-concept-approval-guidelines.pdf` - other-pdfs - local file\n- `other-pdfs/samf-business-case-guidelines.pdf` - other-pdfs - local file\n- `other-pdfs/samf-practice-note-major-non-residential-buildings-project-governance.pdf` - other-pdfs - local file\n- `other-pdfs/samf-project-definition-plan-guidelines.pdf` - other-pdfs - local file\n- `other-pdfs/1-January-2022-Org-Chart.pdf` - other-pdfs - https://treasury.nt.gov.au/pms/corporate/1-January-2022-Org-Chart.pdf\n\n## Gaps To Fix\n\n- No global comparison/case-study sources found.", "legislation_md": "# Department of Treasury and Finance - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:46:06.775314+00:00\n**Entity ID**: S-NT-002\n**Jurisdiction**: Northern Territory\n**Portfolio**: Treasurer\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: 114\n- Unique legislation references found: 295\n\n| Type | Count |\n|---|---:|\n| Act | 293 |\n| Order | 1 |\n| Regulation | 1 |\n\n## Legislation References\n\n### Financial Management Act 1994\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 106\n**Register search**: https://legislation.nt.gov.au/Search?searchText=Financial+Management+Act+1994\n\n**Sources**:\n- `pages/strategies-index__14.html`\n- `pages/strategies-index__24.html`\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n- `corporate-plans/2025.pages.jsonl`\n- `other-pdfs/Resource-Management-Framework-Part-1-of-2-Main-Document-effective-1-January-2026.pages.jsonl`\n- `other-pdfs/Resource-Management-Framework-Part-2-of-2-Attachments-effective-1-January-2026.pages.jsonl`\n- `other-pdfs/Transition-Loan-Notice.pages.jsonl`\n\n**Evidence contexts**:\n- plies to non-current assets (physical and intangible) but not financial assets, controlled by government departments, agencies, corporations, authorities, and other bodies that are captured by the Standing Directions of the Minister for Finance made under the\nFinancial Management Act 1994\n(FMA).\nAsset Management Accountability Framework\nWord\n861.25 KB\n(opens in a new window)\nImplementation guidance\nImplementation guidance has been developed to assist public sector agencies implement the AMAF.\nThe guidance is not compulsory. It offers potential\n Source: `pages/strategies-index__14.html`\n- , objectives and outputs, appropriation funding, trust accounts, carryovers, reporting and other topics.\nAll Victorian government departments, and specified agencies listed in the RMF, are required to apply the RMF under the\nStanding Directions 2018 under the Financial Management Act 1994.\nFrom 1 January 2026\nThis version of the RMF should be used from 1 January 2026.\nIt reflects some of the recent amendments to the\nFinancial Management Act 1994\n(FMA), incorporates requirements to formally document existing controls and practices and introduce\n Source: `pages/strategies-index__24.html`\n- ncies listed in the RMF, are required to apply the RMF under the\nStanding Directions 2018 under the Financial Management Act 1994.\nFrom 1 January 2026\nThis version of the RMF should be used from 1 January 2026.\nIt reflects some of the recent amendments to the\nFinancial Management Act 1994\n(FMA), incorporates requirements to formally document existing controls and practices and introduces changes to streamline processes. Additional updates have been made to improve clarity and guidance throughout the document.\nA full list of the changes is prov\n Source: `pages/strategies-index__24.html`\n- rity assessment\nAppendix 5 Disclosure index ............................................................................................................................................................. 156\nResponsible Body’s declaration\nIn accordance with the Financial Management Act 1994, I am\npleased to present the Department of Treasury and Finance\nAnnual Report for the year ended 30 June 2021.\nDavid Martine\nSecretary\n11 October 2021\nDepartment of Treasury and Finance i\nAnnual Report 2020 | 21\n\n[page 4]\n\n[page 5]\nAbout DTF\nOur vision Our va\n Source: `annual-reports/2020-21.pages.jsonl`\n- e\npercentage of revenue to stabilise in the\nSuperannuation Act 1988. The Department seeks\nmedium term.\nactuarial advice on the annual top-up payments\n5. Agency compliance with the Standing Directions that are required to achieve this objective every\nunder the Financial Management Act 1994. six months. In accordance with this advice, the State\n6. Advice contributes to the achievement of made a top-up payment of $1 075 million in 2020-21\nGovernment policies and priorities relating to and remains on track to fully fund this liability\noptimising V\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### Public Interest Disclosures Act 2012\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 18\n**Register search**: https://legislation.nt.gov.au/Search?searchText=Public+Interest+Disclosures+Act+2012\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- Disclosures Act Disclosures of improper conduct or detrimental\naction by the Department or any of its employees\nmay be made to any of the following Department\nThe following information is required in the Annual\npersonnel:\nReport pursuant to section 70 of the Public Interest\nDisclosures Act 2012 (the Act). • Secretary of the Department\nMessage from the Secretary • Public Interest Disclosure Coordinator or\nProtected Disclosure Officer\nThe Department of Treasury and Finance is\n• manager or supervisor of the disclosure\ncommitted to the aims and objectiv\n Source: `annual-reports/2020-21.pages.jsonl`\n- North Tower, 459 Collins Street\nMelbourne VIC 3000\nPhone: 1300 735 135\nDavid Martine Internet: ibac.vic.gov.au\nSecretary Email: [see the website above for the secure\nemail disclosure process, which also provides for\nanonymous disclosures.]\nCompliance with the Public Interest\nDisclosures Act 2012\nFurther information\nThe Public Interest Disclosures Act 2012 encourages\nand assists people in making disclosures of improper The Public Interest Disclosures Policy and\nconduct by public officers and public bodies. The Act Procedures, which outline the system\n Source: `annual-reports/2020-21.pages.jsonl`\n- 1300 735 135\nDavid Martine Internet: ibac.vic.gov.au\nSecretary Email: [see the website above for the secure\nemail disclosure process, which also provides for\nanonymous disclosures.]\nCompliance with the Public Interest\nDisclosures Act 2012\nFurther information\nThe Public Interest Disclosures Act 2012 encourages\nand assists people in making disclosures of improper The Public Interest Disclosures Policy and\nconduct by public officers and public bodies. The Act Procedures, which outline the system for reporting\nprovides protection to people who make disclosu\n Source: `annual-reports/2020-21.pages.jsonl`\n- nts 110\nFRD 22H Application and operation of Freedom of Information Act 1982 148\nFRD 22H Compliance with building and maintenance provisions of Building Act 1993 151\nFRD 22H Statement on National Competition Policy 152\nFRD 22H Application and operation of the Public Interest Disclosures Act 2012 153\nFRD 22H Application and operation of the Carers Recognition Act 2012 n/a\nFRD 22H Details of consultancies over $10 000 147\nFRD 22H Details of consultancies under $10 000 147\nFRD 22H Disclosure of government advertising expenditure 147\nFRD 22H Disclosure o\n Source: `annual-reports/2020-21.pages.jsonl`\n- flow statement 49\nFRD 112D Defined benefit superannuation obligations 56\nFRD 114C Financial Instruments – general government entities and public 99\nnonfinancial corporations\nLegislation Page\nreference\nFreedom of Information Act 1982 148\nBuilding Act 1993 151\nPublic Interest Disclosures Act 2012 153\nCarers Recognition Act 2012 n/a\nDisability Act 2006 n/a\nLocal Jobs First Act 2003 146\nFinancial Management Act 1994 42\nDepartment of Treasury and Finance 157\nAnnual Report 2020 | 21\n\n[page 162]\n\n[page 163]\nIf you would like to receive this publication in\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### Freedom of Information Act 1982\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 16\n**Register search**: https://legislation.nt.gov.au/Search?searchText=Freedom+of+Information+Act+1982\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n- `corporate-plans/2025.pages.jsonl`\n\n**Evidence contexts**:\n- 400 852 (excluding GST). Details of individual www.buyingfor.vic.gov.au.\nconsultancies can be viewed at www.dtf.vic.gov.au.\nContractual details have not been disclosed for\nDetails of consultancies under contracts where disclosure is exempted under\n$10 000\nthe Freedom of Information Act 1982 and/or\ngovernment guidelines.\nIn 2020-21, there were six consultancies during the\nyear, where the total fees payable to the individual\nconsultancies was less than $10 000. The total\nexpenditure incurred during 2020-21 in relation to\nthese consultancies was $2\n Source: `annual-reports/2020-21.pages.jsonl`\n- e incurred during 2020-21 in relation to\nthese consultancies was $27 527 (excluding GST).\nDepartment of Treasury and Finance 147\nAnnual Report 2020 | 21\n\n[page 152]\nFreedom of Information Making a request\nSection 17 of the Act sets out the formal requirements\nThe Freedom of Information Act 1982 (Vic) allows the\nfor making a request. In summary, a request should:\npublic a right of access to documents held by the\nDepartment. The purpose of the Act is to extend, as • be in writing\nfar as possible, the right of the community to access\n• identify as clea\n Source: `annual-reports/2020-21.pages.jsonl`\n- 126–133\nFRD 22H Summary of the financial results for the year 40\nFRD 22H Significant changes in financial position during the year 40\nFRD 22H Major changes or factors affecting performance 13\nFRD 22H Subsequent events 110\nFRD 22H Application and operation of Freedom of Information Act 1982 148\nFRD 22H Compliance with building and maintenance provisions of Building Act 1993 151\nFRD 22H Statement on National Competition Policy 152\nFRD 22H Application and operation of the Public Interest Disclosures Act 2012 153\nFRD 22H Application and operation o\n Source: `annual-reports/2020-21.pages.jsonl`\n- FRD 103H Non-financial physical assets 80–84\nFRD 110A Cash flow statement 49\nFRD 112D Defined benefit superannuation obligations 56\nFRD 114C Financial Instruments – general government entities and public 99\nnonfinancial corporations\nLegislation Page\nreference\nFreedom of Information Act 1982 148\nBuilding Act 1993 151\nPublic Interest Disclosures Act 2012 153\nCarers Recognition Act 2012 n/a\nDisability Act 2006 n/a\nLocal Jobs First Act 2003 146\nFinancial Management Act 1994 42\nDepartment of Treasury and Finance 157\nAnnual Report 2020 | 21\n\n[page 162\n Source: `annual-reports/2020-21.pages.jsonl`\n- ty policy 132\nFRD 22 Summary of the financial results for the year 42\nFRD 22 Significant changes in financial position during the year 42\nFRD 22 Major changes or factors affecting performance 15\nFRD 22 Subsequent events 114\nFRD 22 Application and operation of Freedom of Information Act 1982 155\nFRD 22 Compliance with building and maintenance provisions of Building Act 1993 159\nFRD 22 Statement on National Competition Policy 160\nFRD 22 Application and operation of the Public Interest Disclosures Act 2012 161\nFRD 22 Application and operation of th\n Source: `annual-reports/2021-22.pages.jsonl`\n\n### Public Administration Act 2004\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 14\n**Register search**: https://legislation.nt.gov.au/Search?searchText=Public+Administration+Act+2004\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n- `corporate-plans/2025.pages.jsonl`\n- `other-pdfs/Resource-Management-Framework-Part-1-of-2-Main-Document-effective-1-January-2026.pages.jsonl`\n- `other-pdfs/Resource-Management-Framework-Part-2-of-2-Attachments-effective-1-January-2026.pages.jsonl`\n- `strategies/Victorian-Government-Risk-Management-Framework-Sept-2025.pages.jsonl`\n\n**Evidence contexts**:\n- nce\nAnnual Report 2020 | 21\n\n[page 119]\nAppendix 1 Workforce data\nPublic sector values and employment In addition, the Department has had 44 SES staff\nprinciples participate in the Victorian Leadership Academy (VLA)\nprogram, approved 12 new studies assistance\nThe Public Administration Act 2004 established the applications, and supported one staff member in the\nVictorian Public Sector Commission (VPSC). The ANZSOG Executive Fellows Program, one staff member\nVPSC’s role is to strengthen public sector efficiency, in the Executive Masters of Public Adm\n Source: `annual-reports/2020-21.pages.jsonl`\n- cutive employment\nlevels of the Department and its portfolio agencies as\nFor a Department, a member of the Senior Executive at the last full pay period in June for stated reporting\nService (SES) is defined as an executive employed periods:\nunder Part 3 of the Public Administration Act 2004\n(PAA). For a public body, an executive is defined as a • Tables 1 and 2 disclose the total numbers of\nperson employed as an executive under Part 3 of the SES staff for the Department and SRO\nPAA or a person to whom the Victorian Government’s respectively, bro\n Source: `annual-reports/2020-21.pages.jsonl`\n- .............. 163\n118 Department of Treasury and Finance\nAnnual Report 2021 | 22\n\n[page 123]\nAppendix 1 Workforce data\nPublic sector values and employment\nprinciples\nThe program has been updated in 2021-22 to\nincorporate a gender equity lens aligned with the\nThe Public Administration Act 2004 established the\nDepartment’s Gender Equality Action Plan. The\nVictorian Public Sector Commission (VPSC). The\nDepartment also supported three employees in the\nVPSC’s role is to strengthen public sector efficiency,\nExecutive Master of Public Administration Prog\n Source: `annual-reports/2021-22.pages.jsonl`\n- yment\nlevels of the Department and its portfolio agencies as\nFor a department, a member of the Senior Executive\nat the last full pay period in June for stated reporting\nService (SES) is defined as a person employed as an\nperiods:\nexecutive under Part 3 of the Public Administration\nAct 2004 (PAA). For a public body, an executive is\n• Tables 1 and 2 disclose the total numbers of\ndefined as a person employed as an executive under\nSES staff for the Department and SRO\nPart 3 of the PAA or a person to whom the Victorian\nrespectively, broken down by g\n Source: `annual-reports/2021-22.pages.jsonl`\n- inance 103\nAnnual Report 2024 | 25\n\n[page 108]\nAppendix 1 Workforce data\nPublic sector values and employment To enhance employees’ capability and foster\nprinciples professional growth in a collaborative and engaging\nmanner, the Department continues to use the\nThe Public Administration Act 2004 established the LinkedIn Learning Hub, an online educational\nVictorian Public Sector Commission (VPSC). The platform with more than 5 000 on demand courses\nVPSC’s role is to strengthen public sector efficiency, and videos. Between 30 June 2024 to 1 July 2025,\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Gender Equality Act 2020\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 12\n**Register search**: https://legislation.nt.gov.au/Search?searchText=Gender+Equality+Act+2020\n\n**Sources**:\n- `pages/strategies-index__19.html`\n- `annual-reports/2021-22.pages.jsonl`\n- `other-pdfs/Resource-Management-Framework-Part-1-of-2-Main-Document-effective-1-January-2026.pages.jsonl`\n- `strategies/2026-27-State-Budget---Gender-Equality-Budget-Statement.pages.jsonl`\n- `strategies/DTF-Diversity-2C-Equity-and-Inclusion-Strategy-2025-2029.pages.jsonl`\n- `strategies/DTF-Gender-Equality-Action-Plan-2021-2025.pages.jsonl`\n\n**Evidence contexts**:\n- ntity, race, religion, sexual orientation, and other attributes (also known as intersectional gender inequality).\nDTF’s Gender Equality Action Plan has been approved by the Commission for Gender Equality in the Public Sector as meeting the requirements of the Gender Equality Act 2020 (Vic).\nDTF Gender Equality Action Plan 2021-2025\nWord\n41.75 MB\n(opens in a new window)\nDTF Gender Equality Action Plan 2021-2025\nPDF\n748.71 KB\n(opens in a new window)\nUpdated\n13 November 2024\n Source: `pages/strategies-index__19.html`\n- help\nThe Department continues to support the recruitment\nthe department better serve and support the\nand development of early career talent by\nGovernment and Victorian community. To meet the\nparticipating in a range of employment programs.\nobligations of the Gender Equality Act 2020, DTF\nDuring 2020-21, the Department recruited\nestablished a Gender Equality working group to\n28 graduates from varied streams including 15 from\ndevelop the Gender Equality Action Plan 2021-25. The\neconomic consultancy, five from accounting and\nPlan includes a\n Source: `annual-reports/2021-22.pages.jsonl`\n- ither:\n(a) promote gender equality\n(b) address gender inequality, or\n(c) meet the needs of persons of different genders.\nA gender impact assessment should take into consideration gender and, if\npracticable, intersectional analysis.\nDefined in section 9 of the Gender Equality Act 2020.\nHigh-Value-High- A budget-funded asset project that is determined by government to be either:\nRisk (HVHR)\n(a) high risk using DTF’s risk assessment tool, the Project Profile Model (PPM)\nprojects\n(b) medium risk using the PPM with a total estimated investment\n Source: `other-pdfs/Resource-Management-Framework-Part-1-of-2-Main-Document-effective-1-January-2026.pages.jsonl`\n- t a person or group of people may experience on the basis of any\nof the following:\n(a) Aboriginality\n(b) Age\n(c) Disability\n(d) Ethnicity\n(e) Gender identity\n(f) Race\n(g) Religion\n(h) Sexual orientation.\nThis approach is aligned with subsection 9(2)(c) of the Gender Equality Act 2020.\nFurther resources are available from the Commission for Gender Equality in the\nPublic Sector: https://www.genderequalitycommission.vic.gov.au/applying-\nintersectionality\nLease A contract, or part of a contract, that conveys the right to use an asset (the\nund\n Source: `other-pdfs/Resource-Management-Framework-Part-1-of-2-Main-Document-effective-1-January-2026.pages.jsonl`\n- Budgeting\nTransitional Guidance for further information.\nThe Resource Management Framework Part 1 of 2 – Main document – Effective from 1 January 2026 Page 24\n\n[page 32]\nGender responsive budgeting\nGender responsive budgeting builds on the requirements of the Gender Equality Act 2020 (GE Act)\nand incorporates them into the Budget process to understand the gender impacts of proposals and\nconsider the gender impacts of decisions about the allocation of available resources. Both the GE Act\nand the FMA require gender impact assessments for po\n Source: `other-pdfs/Resource-Management-Framework-Part-1-of-2-Main-Document-effective-1-January-2026.pages.jsonl`\n\n### Subordinate Legislation Act 1992\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 11\n**Register search**: https://legislation.nt.gov.au/Search?searchText=Subordinate+Legislation+Act+1992\n\n**Sources**:\n- `pages/reforms-index__09.html`\n- `pages/reforms-index__10.html`\n- `pages/reforms-index__16.html`\n- `pages/reforms-index__18.html`\n\n**Evidence contexts**:\n- Content\n​​​​Our focus is to identify opportunities for economic reform and assist the Government to meet its National Competition Policy and mutual recognition obligations. Legislation and agreements that we administer include the the\nFee Units Act 1997\n, the\nSubordinate Legislation Act 1992,\nthe Intergovernmental Agreement on National Competition Policy, the Mutual Recognition Agreement and the Trans-Tasman Mutual Recognition Arrangement.\nIn this Topic\nMutual Recognition\nMutual recognition allows goods that are legally produced and sold in one j\n Source: `pages/reforms-index__09.html`\n- mpetitive neutrality is the principle that government businesses should not enjoy any net competitive advantage simply as a result of their public sector ownership and should compete on fair and equal terms with businesses in the private and community sector.\nSubordinate Legislation Act 1992\nThe primary objective of the Subordinate Legislation Act 1992 is to ensure that subordinate legislation is necessary, effective and efficient.\nEconomic Policy links\nHandy links to sites related to our Economy, such as the Productivity Commission and National\n Source: `pages/reforms-index__09.html`\n- es should not enjoy any net competitive advantage simply as a result of their public sector ownership and should compete on fair and equal terms with businesses in the private and community sector.\nSubordinate Legislation Act 1992\nThe primary objective of the Subordinate Legislation Act 1992 is to ensure that subordinate legislation is necessary, effective and efficient.\nEconomic Policy links\nHandy links to sites related to our Economy, such as the Productivity Commission and National Competition Council.\nLegislation Review Program\nProcedures and\n Source: `pages/reforms-index__09.html`\n- Content\n​​​​Our focus is to identify opportunities for economic reform and assist the Government to meet its National Competition Policy and mutual recognition obligations. Legislation and agreements that we administer include the the\nFee Units Act 1997\n, the\nSubordinate Legislation Act 1992,\nthe Intergovernmental Agreement on National Competition Policy, the Mutual Recognition Agreement and the Trans-Tasman Mutual Recognition Arrangement.\nIn this Topic\nMutual Recognition\nMutual recognition allows goods that are legally produced and sold in one j\n Source: `pages/reforms-index__10.html`\n- mpetitive neutrality is the principle that government businesses should not enjoy any net competitive advantage simply as a result of their public sector ownership and should compete on fair and equal terms with businesses in the private and community sector.\nSubordinate Legislation Act 1992\nThe primary objective of the Subordinate Legislation Act 1992 is to ensure that subordinate legislation is necessary, effective and efficient.\nEconomic Policy links\nHandy links to sites related to our Economy, such as the Productivity Commission and National\n Source: `pages/reforms-index__10.html`\n\n### Gambling Regulation Act 2003\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 9\n**Register search**: https://legislation.nt.gov.au/Search?searchText=Gambling+Regulation+Act+2003\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- operty Levy Act 2012\n2020-21 Annual Report. References to responsibilities\nFirst Home Owner Grant Act 2000\nof other Ministers are, for convenience, provided\nunder their current titles.\nDepartment of Treasury and Finance 141\nAnnual Report 2020 | 21\n\n[page 146]\nGambling Regulation Act 2003 – Planning and Environment Act 1987 –\n• Section 3.4.33 • Part 9B (this Part is jointly and severally\nadministered with the Minister for Planning)\n• Section 4.3.12\n(The Act is otherwise administered by the\n• Section 6A.4.2\nMinister for Energy, Environment and\n Source: `annual-reports/2020-21.pages.jsonl`\n- The funds are provided to departments for making\nthat directs a portion of gaming revenue back into grants to a wide range of community-based\nthe community. It was established in 1991 and is organisations and councils, supporting them to build\ngoverned by the Gambling Regulation Act 2003. strong and sustainable communities.\nAs prescribed by the legislation, the CSF receives The legislation also provides for the payment of\n8.33 per cent of the revenue generated from one day’s revenue from the CSF to the Victorian\nelectronic gaming machines in\n Source: `annual-reports/2020-21.pages.jsonl`\n- nd 62-63 (these provisions are\nadministered by the Assistant Treasurer)\nFinancial Sector Reform (Victoria) Act 1999\nFire Services Property Levy Act 2012\nFirst Home Owner Grant Act 2000\n148 Department of Treasury and Finance\nAnnual Report 2021 | 22\n\n[page 153]\nGambling Regulation Act 2003 – Planning and Environment Act 1987 –\n• Section 3.4.33 • Part 9B (this Part is jointly and severally\nadministered with the Minister for Planning)\n• Section 4.3.12\n(The Act is otherwise administered by the\n• Section 6A.4.2\nMinister for Planning)\n• Division 1 o\n Source: `annual-reports/2021-22.pages.jsonl`\n- The funds are provided to departments for making\nthat directs a portion of gaming revenue back into grants to a wide range of community-based\nthe community. It was established in 1991 and is organisations and councils, supporting them to build\ngoverned by the Gambling Regulation Act 2003. strong and sustainable communities.\nAs prescribed by the legislation, the CSF receives The legislation also provides for the payment of\n8.33 per cent of the revenue generated from one day’s revenue from the CSF to the Victorian\nelectronic gaming machines in\n Source: `annual-reports/2021-22.pages.jsonl`\n- 185 152 (7 387 071) (319 392) 3 026 798\nNotes:\n(a) Established under the Livestock Disease Control Act 1994 to receive and disburse funds in accordance with that Act.\n(b) Established under the superseded Gaming Machine Control Act 1991 and continued under the Gambling Regulation Act 2003 to receive and disburse funds in accordance with that Act.\n(c) The 2022-23 comparative figures have been adjusted to correct the movements between the total receipts and total payments. The opening and closing balances remain unchanged.\n(d) Established under\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Victorian Future Fund Act 2023\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 9\n**Register search**: https://legislation.nt.gov.au/Search?searchText=Victorian+Future+Fund+Act+2023\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n- `other-pdfs/Resource-Management-Framework-Part-1-of-2-Main-Document-effective-1-January-2026.pages.jsonl`\n\n**Evidence contexts**:\n- prior to the VFMC\nmanagement perspective, and monitoring and commencing investment, as well as investment\nreporting on the balance and performance of the returns generated by the VFMC since that time.\nFund.\nThe Fund has performed strongly since inception and\nThe Victorian Future Fund Act 2023 (VFF Act) the investment returns from the financial year have\nreceived Royal Assent in June 2023 and came into been quarantined and reinvested within the Fund,\noperation on 22 August 2023. The VFF Act established supporting its balance to grow over time.\nthe\n Source: `annual-reports/2023-24.pages.jsonl`\n- e maturing debt. These decisions are part of broader decisions\ntaken in terms of managing the budget sector debt portfolio in the most efficient manner (reduce debt and interest expenses\neven at shorter time frames) and maximising the available liquidity.\n(e) The Victorian Future Fund Act 2023 became effective on 22 August 2023.\nDepartment of Treasury and Finance 61\nAnnual Report 2023 | 24\n\n[page 66]\n2. Funding delivery of services\n2.4 Annotated income agreements\nThe department is permitted under section 29 of the\nFinancial Management Act 1994 to h\n Source: `annual-reports/2023-24.pages.jsonl`\n- Livestock Disease Control Act 1994 to receive and disburse funds in accordance with that Act.\n(h) Established under the Financial Management Act 1994 for the receipt and disbursement of unclaimed monies and other funds held in trust.\n(i) Established under the Victorian Future Fund Act 2023 to receive and disburse funds in accordance with that Act.\n(j) Established under the Financial Management Act 1994 to receive and disburse funds relating to the State’s shared equity scheme to support lower to moderate income first home buyers enter into home\n Source: `annual-reports/2023-24.pages.jsonl`\n- esponsible for sole\nnot commence operation until 1 July 2024 it is not\nadministration of two new Acts: the Gambling\nincluded in the list of administered legislation in the\nTaxation Act 2023, which imposes various gambling\n2023-24 Annual Report.\ntaxes; and the Victorian Future Fund Act 2023, which\nestablishes the Victorian Future Fund and sets out\nprovisions for its administration.\nThere were no changes in responsibility for the\nMinister for WorkSafe and the TAC under the General\nOrder dated 2 October 2023.\nThe General Order dated 2 October 2023\n Source: `annual-reports/2023-24.pages.jsonl`\n- ate Bank (Succession of Commonwealth Bank)\n• The Act is jointly administered with the Attorney-\nAct 1990\nGeneral\nState Electricity Commission Act 1958 – except:\nVictorian Funds Management Corporation Act 1994\n• Section 107 (this section is administered by the\nVictorian Future Fund Act 2023\nMinister for Energy and Resources)\nWindfall Gains Tax and State Taxation and Other\n(The Act is otherwise jointly and severally\nActs Further Amendment Act 2021\nadministered with the Minister for the State\nElectricity Commission) Workers Compensation Act 1958 –\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Carers Recognition Act 2012\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 8\n**Register search**: https://legislation.nt.gov.au/Search?searchText=Carers+Recognition+Act+2012\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- RD 22H Compliance with building and maintenance provisions of Building Act 1993 151\nFRD 22H Statement on National Competition Policy 152\nFRD 22H Application and operation of the Public Interest Disclosures Act 2012 153\nFRD 22H Application and operation of the Carers Recognition Act 2012 n/a\nFRD 22H Details of consultancies over $10 000 147\nFRD 22H Details of consultancies under $10 000 147\nFRD 22H Disclosure of government advertising expenditure 147\nFRD 22H Disclosure of ICT expenditure 147\nFRD 22H Statement of availability of other informat\n Source: `annual-reports/2020-21.pages.jsonl`\n- it superannuation obligations 56\nFRD 114C Financial Instruments – general government entities and public 99\nnonfinancial corporations\nLegislation Page\nreference\nFreedom of Information Act 1982 148\nBuilding Act 1993 151\nPublic Interest Disclosures Act 2012 153\nCarers Recognition Act 2012 n/a\nDisability Act 2006 n/a\nLocal Jobs First Act 2003 146\nFinancial Management Act 1994 42\nDepartment of Treasury and Finance 157\nAnnual Report 2020 | 21\n\n[page 162]\n\n[page 163]\nIf you would like to receive this publication in an\naccessible format please tele\n Source: `annual-reports/2020-21.pages.jsonl`\n- 55\nFRD 22 Compliance with building and maintenance provisions of Building Act 1993 159\nFRD 22 Statement on National Competition Policy 160\nFRD 22 Application and operation of the Public Interest Disclosures Act 2012 161\nFRD 22 Application and operation of the Carers Recognition Act 2012 n/a\nFRD 22 Details of consultancies over $10 000 154\nFRD 22 Details of consultancies under $10 000 154\nFRD 22 Disclosure of government advertising expenditure 154\nFRD 22 Disclosure of ICT expenditure 155\nFRD 22 Statement of availability of other information 1\n Source: `annual-reports/2021-22.pages.jsonl`\n- t superannuation obligations 59\nFRD 114 Financial Instruments – general government entities and public 103\nnon-financial corporations\nLegislation Page\nreference\nFreedom of Information Act 1982 155\nBuilding Act 1993 159\nPublic Interest Disclosures Act 2012 161\nCarers Recognition Act 2012 n/a\nDisability Act 2006 n/a\nLocal Jobs First Act 2003 153\nFinancial Management Act 1994 44\n164 Department of Treasury and Finance\nAnnual Report 2021 | 22\n\n[page 169]\nThe Secretary\nDepartment of Treasury and Finance\n1 Treasury Place\nMelbourne Victoria 3002\nAus\n Source: `annual-reports/2021-22.pages.jsonl`\n- 58\nFRD 22 Compliance with building and maintenance provisions of Building Act 1993 n/a\nFRD 22 Statement on National Competition Policy 161\nFRD 22 Application and operation of the Public Interest Disclosures Act 2012 161\nFRD 22 Application and operation of the Carers Recognition Act 2012 n/a\nFRD 22 Details of consultancies over $10 000 148–151\nFRD 22 Details of consultancies under $10 000 152\nFRD 22 Disclosure of government advertising expenditure 147\nFRD 22 Disclosure of ICT expenditure 157\nFRD 22 Reviews and studies expenditure 152–156\nFRD\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Economy Economic Policy and Reform Mutual Recognition Fee Units Competitive Neutrality Policy Subordinate Legislation Act 1992\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 8\n**Register search**: https://legislation.nt.gov.au/Search?searchText=Economy+Economic+Policy+and+Reform+Mutual+Recognition+Fee+Units+Competitive+Neutrality+Policy+Subordinate+Legislation+Act+1992\n\n**Sources**:\n- `pages/reforms-index__11.html`\n- `pages/reforms-index__12.html`\n- `pages/reforms-index__13.html`\n- `pages/reforms-index__15.html`\n- `pages/reforms-index__16.html`\n- `pages/reforms-index__17.html`\n- `pages/reforms-index__18.html`\n- `pages/reforms-index__19.html`\n\n**Evidence contexts**:\n- cences | Treasury and Finance Tasmania\n\nSkip to main content\nTasmanian Government - www.tas.gov.au\nDepartment of Treasury and Finance\nEconomy\nSearch\nContact us\nTopics\nSearch\nHome\n>\nEconomy\n>\nEconomic Policy and Reform\n>\nAutomatic Mutual Recognition\nContact us\nEconomy\nEconomic Policy and Reform\nMutual Recognition\nFee Units\nCompetitive Neutrality Policy\nSubordinate Legislation Act 1992\nEconomic Policy links\nLegislation Review Program\nAutomatic Mutual Recognition\nNational Competition Policy\n​​​​​​​​​​​​Automatic mutual recognition for occupational licences\nPage Content\n​​​​If you ar\ne\nlicensed and/or registered to perform y\nour job, you may\n Source: `pages/reforms-index__11.html`\n- olicy | Treasury and Finance Tasmania\n\nSkip to main content\nTasmanian Government - www.tas.gov.au\nDepartment of Treasury and Finance\nEconomy\nSearch\nContact us\nTopics\nSearch\nHome\n>\nEconomy\n>\nEconomic Policy and Reform\n>\nCompetitive Neutrality Policy\nContact us\nEconomy\nEconomic Policy and Reform\nMutual Recognition\nFee Units\nCompetitive Neutrality Policy\nSubordinate Legislation Act 1992\nEconomic Policy links\nLegislation Review Program\nAutomatic Mutual Recognition\nNational Competition Policy\nCompetitive Neutrality Policy\nPage Content\n​​​​​​​​Competitive Neutrality\nCompetitive neutrality is the principle that government businesses should not e\n Source: `pages/reforms-index__12.html`\n- tual Recognition | Treasury and Finance Tasmania\n\nSkip to main content\nTasmanian Government - www.tas.gov.au\nDepartment of Treasury and Finance\nEconomy\nSearch\nContact us\nTopics\nSearch\nHome\n>\nEconomy\n>\nEconomic Policy and Reform\n>\nMutual Recognition\nContact us\nEconomy\nEconomic Policy and Reform\nMutual Recognition\nFee Units\nCompetitive Neutrality Policy\nSubordinate Legislation Act 1992\nEconomic Policy links\nLegislation Review Program\nAutomatic Mutual Recognition\nNational Competition Policy\nMutual Recognition\nPage Content\n​​​​What is mutual recognition?\nMutual recognition of legislation and regulations allows goods that are legally produced\n Source: `pages/reforms-index__13.html`\n- Fee Units | Treasury and Finance Tasmania\n\nSkip to main content\nTasmanian Government - www.tas.gov.au\nDepartment of Treasury and Finance\nEconomy\nSearch\nContact us\nTopics\nSearch\nHome\n>\nEconomy\n>\nEconomic Policy and Reform\n>\nFee Units\nContact us\nEconomy\nEconomic Policy and Reform\nMutual Recognition\nFee Units\nCompetitive Neutrality Policy\nSubordinate Legislation Act 1992\nEconomic Policy links\nLegislation Review Program\nAutomatic Mutual Recognition\nNational Competition Policy\nFee Units\nPage Content\n​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​2026-27 Fee Unit Value\nThe value of a fee unit for 2026-27 is $1.96,\n\nwhich is an increase of $\n Source: `pages/reforms-index__15.html`\n- 92 | Treasury and Finance Tasmania\n\nSkip to main content\nTasmanian Government - www.tas.gov.au\nDepartment of Treasury and Finance\nEconomy\nSearch\nContact us\nTopics\nSearch\nHome\n>\nEconomy\n>\nEconomic Policy and Reform\n>\nSubordinate Legislation Act 1992\nContact us\nEconomy\nEconomic Policy and Reform\nMutual Recognition\nFee Units\nCompetitive Neutrality Policy\nSubordinate Legislation Act 1992\nEconomic Policy links\nLegislation Review Program\nAutomatic Mutual Recognition\nNational Competition Policy\nSubordinate Legislation Act 1992\nPage Content\n​​​​​​​​​​​​​​​​​​​​The\nSubordinate Legislation Act 1992\noutlines the requirements that must be met when su\n Source: `pages/reforms-index__16.html`\n\n### Public Works Act 1902\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 8\n**Register search**: https://legislation.nt.gov.au/Search?searchText=Public+Works+Act+1902\n\n**Sources**:\n- `other-pdfs/samf-business-case-guidelines.pages.jsonl`\n- `other-pdfs/samf-practice-note-major-non-residential-buildings-project-governance.pages.jsonl`\n- `other-pdfs/samf-project-definition-plan-guidelines.pages.jsonl`\n\n**Evidence contexts**:\n- existing\ngovernance frameworks.\nMajor Non-Residential Buildings Project Governance\nA single-point accountability governance model has been endorsed by Cabinet for the\nplanning and delivery of the Government’s major non-residential building projects under\nthe Public Works Act 1902.\nThe following key principles apply:\n• the Accountable Authority of the agency that holds and controls the project’s capital\nworks budget is the single point of accountability throughout the life of the project (from\nproject planning, through delivery and tra\n Source: `other-pdfs/samf-business-case-guidelines.pages.jsonl`\n- [page 1]\nStrategic Asset Management Framework\nPractice Note: Major Non-Residential Buildings Project\nGovernance\nPurpose\nThis practice note sets out the Cabinet-endorsed governance arrangements for major\nnon-residential building projects delivered under the Public Works Act 1902.\nConsistent with best practice principles, Cabinet has endorsed a single-point accountability\ngovernance model. Under this model, the Accountable Authority of an agency, as defined under\nthe Financial Management Act 2006, is to maintain overall accountability\n Source: `other-pdfs/samf-practice-note-major-non-residential-buildings-project-governance.pages.jsonl`\n- the Financial Management Act 2006, is to maintain overall accountability for the successful\nplanning and delivery of government asset investments.\nApplication\nThe governance arrangements apply to the following asset investments planned and delivered\nunder the Public Works Act 1902:\n• all major non-residential building projects, with an estimated capital cost of $100 million and\nabove; and\n• high risk or highly complex non-residential building projects with an estimated capital cost less\nthan $100 million (determined on a case-by-case b\n Source: `other-pdfs/samf-practice-note-major-non-residential-buildings-project-governance.pages.jsonl`\n- to asset investments planned and delivered by the\nTransport agencies or Government Trading Enterprises.\nPrinciples\nThe following project governance principles are to be applied for the planning and delivery of major\nnon-residential building projects under the Public Works Act 1902:\na. the Accountable Authority of the agency that holds and controls the project’s capital works\nbudget (the project agency) being the single point of accountability throughout the life of the\nproject (from project planning, through procurement and constructio\n Source: `other-pdfs/samf-practice-note-major-non-residential-buildings-project-governance.pages.jsonl`\n- lvement depends on the project.\nIn broad terms, under the RACI, the Accountable Authority for the project agency is ‘accountable’\nfor the major project over the life of the project, and Finance is ‘responsible’ for capital works\nprocurement services under the Public Works Act 1902 to deliver the project.\nRole of the Project Agency\nThe project agency:\n• is accountable to, and provides advice to, the portfolio Minister;\n• provides overall project strategic leadership, direction and stewardship;\n• chairs the project steering committee at\n Source: `other-pdfs/samf-practice-note-major-non-residential-buildings-project-governance.pages.jsonl`\n\n### State Owned Enterprises Act 1992\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 8\n**Register search**: https://legislation.nt.gov.au/Search?searchText=State+Owned+Enterprises+Act+1992\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n- `other-pdfs/Resource-Management-Framework-Part-2-of-2-Attachments-effective-1-January-2026.pages.jsonl`\n\n**Evidence contexts**:\n- 1990\nInfrastructure Victoria Act 2015\nState Electricity Commission Act 1958 – except:\nLand Tax Act 2005\n• Section 107 (this section is administered by the\nLoy Yang B Act 1992 Minister for Energy, Environment and Climate\nChange)\nMelbourne Cricket Club Act 1974\nState Owned Enterprises Act 1992 – except:\nMonetary Units Act 2004\n• Division 2 of Part 2 in so far as it relates to the\nMutual Recognition (Victoria) Act 1998\nCenITex (in so far as they relate to that matter,\nNational Taxation Reform (Consequential Provisions) these provisions are administe\n Source: `annual-reports/2020-21.pages.jsonl`\n- (this Part is administered by the Minister\nAct 1990\nfor Agriculture)\nState Electricity Commission Act 1958 – except:\nInfrastructure Victoria Act 2015\n• Section 107 (this section is administered by the\nLand Tax Act 2005\nMinister for Energy)\nLoy Yang B Act 1992\nState Owned Enterprises Act 1992 – except:\nMelbourne Cricket Club Act 1974\n• Division 2 of Part 2 in so far as it relates to the\nMonetary Units Act 2004 CenITex (in so far as they relate to that matter,\nthese provisions are administered by the\nMutual Recognition (Victoria) Act 1998 –\nMiniste\n Source: `annual-reports/2021-22.pages.jsonl`\n- ricity Commission)\nInfrastructure Victoria Act 2015\nLand Tax Act 2005\nLoy Yang B Act 1992\nMelbourne Cricket Club Act 1974\nMonetary Units Act 2004\nMutual Recognition (Victoria) Act 1998\n136 Department of Treasury and Finance\nAnnual Report 2024 | 25\n\n[page 141]\nState Owned Enterprises Act 1992 – except: Minister for Finance\n• Division 2 of Part 2 in so far as it relates to the Audit Act 1994 –\nCenITex (in so far as they relate to that matter,\nthese provisions are administered by the\n• Sections 10-13, 19, 22-28 and 57\nMinister for Government Service\n Source: `annual-reports/2024-25.pages.jsonl`\n- er must\nbe published in the Government Gazette by\nthat Minister.\n16.3 Public sector terms explained\nThe State of Victoria has obligations that are mandated by legislation such as, but not exclusive to,\nthe Public Administration Act 2004 (PAA), Audit Act 1994, State Owned Enterprises Act 1992,\nCorporations Act 2001 (Cth), and the FMA. Legislation and relevant frameworks determine the\nreporting requirements, governance requirements, responsibilities and accountabilities of an entity.\nEntity classification is a key factor in determining the informat\n Source: `other-pdfs/Resource-Management-Framework-Part-2-of-2-Attachments-effective-1-January-2026.pages.jsonl`\n- io Analysis, Shareholder Advice, and Financial Frameworks\nteams to discuss the proposals.\nThese discussions will cover issues relating to general financial management and relevant legislation,\nprimarily the FMA but possibly other legislation also, such as the State Owned Enterprises Act 1992\nand the Borrowing and Investment Powers Act 1987.\nAs referenced previously, VPSC has developed a guide which can assist in the process of\nestablishing a new entity. The legal structure can have implications for the application of other\ngovernment legislation.\n Source: `other-pdfs/Resource-Management-Framework-Part-2-of-2-Attachments-effective-1-January-2026.pages.jsonl`\n\n### State Superannuation Act 1988\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 8\n**Register search**: https://legislation.nt.gov.au/Search?searchText=State+Superannuation+Act+1988\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- r superannuation funds operated principally for general\nshould be recognised and disclosed in the government sector employees was $27 219 million as at\nadministered balance sheet of the Department. 30 June 2021 (2020 – $31 225 million). In accordance\nwith the State Superannuation Act 1988, the\nThe Department manages the State’s\nGovernment, through the Consolidated Fund, is\nsuperannuation liability by:\nprimarily responsible for meeting the employer’s share\n• conducting regular actuarial valuations of the of the superannuation liability of the S\n Source: `annual-reports/2020-21.pages.jsonl`\n- ster for Transport\n− land shown as Crown Allotment 4, Section 1A\nInfrastructure and the Premier)\non Certified Plan No. 109991 lodged in the\nCentral Plan Office State Employees Retirement Benefits Act 1979\n• Division 6 of Part I, Subdivision 3 of Division 9 of State Superannuation Act 1988\nPart I, section 209 and the remainder of the Act\nSuperannuation (Portability) Act 1989\nwhere it relates to the sale and alienation of\nCrown Lands as set out in Administrative Transport Accident Act 1986 –\nArrangements Order No. 58\n• Sections 11-14 in so far a\n Source: `annual-reports/2020-21.pages.jsonl`\n- recognised immediately to the extent\ngovernment sector employees was $19 759 million as at\nthat the benefits are already vested, and otherwise is\n30 June 2022 (2021 – $27 219 million). In accordance with\namortised on a straight-line basis over the average\nthe State Superannuation Act 1988, the Government,\nperiod until the benefits become vested.\nthrough the Consolidated Fund, is primarily\nThe superannuation liability recognised in the responsible for meeting the employer’s share of the\nadministered balance sheet represents the present superann\n Source: `annual-reports/2021-22.pages.jsonl`\n- ster for Transport\n− land shown as Crown Allotment 4, Section 1A\nInfrastructure and the Premier)\non Certified Plan No. 109991 lodged in the\nCentral Plan Office State Employees Retirement Benefits Act 1979\n• Division 6 of Part I, Subdivision 3 of Division 9 of State Superannuation Act 1988\nPart I, section 209 and the remainder of the Act\nSuperannuation (Portability) Act 1989\nwhere it relates to the sale and alienation of\nCrown Lands as set out in Administrative Transport Accident Act 1986 –\nArrangements Order No. 58\n• Sections 11-14 in so far a\n Source: `annual-reports/2021-22.pages.jsonl`\n- rvices and State Super 17 349 410 17 906 558\nOther funds (a) 880 027 1 001 173\nTotal administered superannuation liability 18 229 437 18 907 731\nNote:\n(a) Other funds include constitutionally protected schemes and the Health Super Fund.\nIn accordance with the State Superannuation\nAct 1988, the Government, through the Consolidated\nFund, is primarily responsible for meeting the\nemployer’s share of the superannuation liability of the\nState Superannuation Fund section of the Emergency\nServices Superannuation Scheme. However, under the\nterms of tha\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Mutual Recognition (Victoria) Act 1998\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 7\n**Register search**: https://legislation.nt.gov.au/Search?searchText=Mutual+Recognition+%28Victoria%29+Act+1998\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- stered by the\nLoy Yang B Act 1992 Minister for Energy, Environment and Climate\nChange)\nMelbourne Cricket Club Act 1974\nState Owned Enterprises Act 1992 – except:\nMonetary Units Act 2004\n• Division 2 of Part 2 in so far as it relates to the\nMutual Recognition (Victoria) Act 1998\nCenITex (in so far as they relate to that matter,\nNational Taxation Reform (Consequential Provisions) these provisions are administered by the\nAct 2000 Minister for Government Services)\nNew Tax System Price Exploitation Code (Victoria) • Division 2 of Part 2\n Source: `annual-reports/2020-21.pages.jsonl`\n- d) was further supplemented by the and severally administered with the Assistant\nSupplement to the General Order dated 1 November Treasurer)\n2021. This Supplement altered the arrangements for\nBack to Work Act 2015\nthe administration of the Mutual Recognition\n(Victoria) Act 1998 by making the Minister for Bank Integration Act 1992\nRegulatory Reform and the Treasurer jointly and\nBorrowing and Investment Powers Act 1987\nseverally responsible for the administration of that\nAct. The Mutual Recognition (Victoria) Act 1998 was Business Fra\n Source: `annual-reports/2021-22.pages.jsonl`\n- ual Recognition\n(Victoria) Act 1998 by making the Minister for Bank Integration Act 1992\nRegulatory Reform and the Treasurer jointly and\nBorrowing and Investment Powers Act 1987\nseverally responsible for the administration of that\nAct. The Mutual Recognition (Victoria) Act 1998 was Business Franchise (Petroleum Products) Act 1979\npreviously solely administered by the Treasurer.\nCommonwealth Places (Mirror Taxes Administration)\nThe General Order dated 16 April 2021 (as Act 1999\nsupplemented) was further supplemented by the\nCompetitio\n Source: `annual-reports/2021-22.pages.jsonl`\n- e Owned Enterprises Act 1992 – except:\nMelbourne Cricket Club Act 1974\n• Division 2 of Part 2 in so far as it relates to the\nMonetary Units Act 2004 CenITex (in so far as they relate to that matter,\nthese provisions are administered by the\nMutual Recognition (Victoria) Act 1998 –\nMinister for Government Services)\nThe Act is jointly and severally administered with\n• Division 2 of Part 2 in so far as it relates to the\nthe Minister for Regulatory Reform\nVictorian Plantations Corporation (in so far as\n(refer to the summary above for cha\n Source: `annual-reports/2021-22.pages.jsonl`\n- ty)\nConstitution Act 1975 –\n• Section 88 in so far as it relates to the\nappointment of the Commissioner for Better\nRegulation\n(The Act is otherwise administered by the\nAttorney-General, the Minister for Government\nServices and the Premier)\nMutual Recognition (Victoria) Act 1998 –\n• The Act is jointly and severally administered with\nthe Treasurer\n(refer to the summary above for changes to the\nadministration of this Act that occurred during\nthe financial year)\n152 Department of Treasury and Finance\nAnnual Report 2021 | 22\n\n[page 157]\n Source: `annual-reports/2021-22.pages.jsonl`\n\n### Taxation Administration Act 1997\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 7\n**Register search**: https://legislation.nt.gov.au/Search?searchText=Taxation+Administration+Act+1997\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- x refunds – 8 568\nSection 88\nState Superannuation Act, No. 50 of 1988, Superannuation 1 103 508 1 117 561\nSection 90(2) – Contributions contributions\nTaxation (Interest on Overpayments) Act, No. 35 Interest on overpayments 613 2 892\nof 1986, Section 11 of tax\nTaxation Administration Act 1997, Section 121 (a) Tax waivers, refunds and 131 520 696 508\ncourt costs\nTreasury Corporation of Victoria Act, No. 80 Budget sector debt 162 957 569 633\nof 1992, Section 38 – Debt Retirement retirement\nTotal special appropriations 1 538 319 2 554 453\nNote:\n(a) D\n Source: `annual-reports/2020-21.pages.jsonl`\n- Act 2017 except:\nPayroll Tax Act 2007 • Part 4 (this Part is jointly and severally\nadministered by the Minister for Child Protection\nand the Minister for Disability, Ageing and\nCarers)\n142 Department of Treasury and Finance\nAnnual Report 2020 | 21\n\n[page 147]\nTaxation Administration Act 1997 Assistant Treasurer\nTaxation (Interest on Overpayments) Act 1986 Audit Act 1994 –\nTrans-Tasman Mutual Recognition (Victoria) • Sections 10-13, 19, 22-28 and 57\nAct 1998\n• Sections 15, 78 and 84 (these sections are jointly\nTreasury Corporation of Victoria Act\n Source: `annual-reports/2020-21.pages.jsonl`\n- ax refunds 2 890 –\nSection 88\nState Superannuation Act, No. 50 of 1988, Superannuation 1 042 915 1 103 508\nSection90(2) – Contributions contributions\nTaxation (Interest on Overpayments) Act, No. 35 Interest on overpayments of 1 298 613\nof 1986, Section 11 tax\nTaxation Administration Act 1997, Section 121 Tax waivers, refunds and 14 637 131 520\ncourt costs\nTreasury Corporation of Victoria Act, No. 80 of 1992, Budget sector debt 1 027 730 162 957\nSection 38 – Debt Retirement (b) retirement\nTotal special appropriations 2 678 215 1 538 319\nNotes:\n(a)\n Source: `annual-reports/2021-22.pages.jsonl`\n- istered by the Minister for Child Protection\nAct 2016\nand Family Services and the Minister for\nParliamentary Budget Officer Act 2017 Disability, Ageing and Carers)\nPayroll Tax Act 2007\nDepartment of Treasury and Finance 149\nAnnual Report 2021 | 22\n\n[page 154]\nTaxation Administration Act 1997 Assistant Treasurer\nTaxation (Interest on Overpayments) Act 1986 Audit Act 1994 –\nTrans-Tasman Mutual Recognition (Victoria) Act 1998 • Sections 10-13, 19, 22-28 and 57\nTreasury Corporation of Victoria Act 1992 • Sections 15, 78 and 84 (these sections are joi\n Source: `annual-reports/2021-22.pages.jsonl`\n- r Planning)\nexcept:\n(The Act is otherwise administered by the\n• Part 4 (this Part is jointly and severally\nMinister for Planning)\nadministered by the Minister for Children and\nPort Management Act 1995 – the Minister for Disability)\n• Sections 160, 171 and 173 Taxation Administration Act 1997\n(The Act is otherwise administered by the Taxation (Interest on Overpayments) Act 1986\nAssistant Treasurer and the Minister for Ports\nTrans-Tasman Mutual Recognition (Victoria)\nand Freight)\nAct 1998\nPublic Authorities (Dividends) Act 1983\nTreasury Corporation\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Government Business Enterprises Act 1995\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 6\n**Register search**: https://legislation.nt.gov.au/Search?searchText=Government+Business+Enterprises+Act+1995\n\n**Sources**:\n- `pages/strategies-index__01.html`\n- `strategies/Governance-Framework-Guide.pages.jsonl`\n\n**Evidence contexts**:\n- ctice corporate governance. The paper provides a general analysis of the principles and discusses how Government businesses could incorporate them into their operations.\nTreasurer's Instructions\nThe\nTreasurer's Instructions\nare issued under section 114 of the\nGovernment Business Enterprises Act 1995\nand cover the principles, practices and procedures to be observed in the financial management of Government Business Enterprises. Some Treasurer's Instructions are also applicable to State-owned Companies through their Portfolio Acts.\nGuidelines\nThere are a n\n Source: `pages/strategies-index__01.html`\n- erm that encompasses the two\ndifferent types of businesses that are currently used in Tasmania, specifically\nGovernment Business Enterprises (GBEs) and State-owned Companies (SOCs).\n GBEs are established under their own Portfolio Act and the framework of the\nGovernment Business Enterprises Act 1995 (GBE Act), and have special\nrequirements beyond those of their counterparts in the private sector.\n SOCs are established under their own Portfolio Act and are incorporated under the\nCorporations Act 2001 (Corporations Act). SOCs also have a number of special\n Source: `strategies/Governance-Framework-Guide.pages.jsonl`\n- A, the\nactivity must meet similar identification criteria and net cost\nconditions as a CSO.\nCommunity Service Obligation (CSO) A CSO is an activity undertaken by a GBE that would not be\nundertaken if it was a commercial entity operating in the\nprivate sector. The Government Business Enterprises Act\n1995 requires that a CSO can only be declared where:\n the function performed, services provided, or concession\nallowed will result in a net cost to the GBE;\n it is the direct result of a direction given under, or a\nspecific requirement of an Act of Parliament; a\n Source: `strategies/Governance-Framework-Guide.pages.jsonl`\n- ts\nof similar risk, and for dividends to be of an appropriate level\nto reflect these returns.\nGovernment Business Enterprise (GBE) A statutory authority subject to the provision contained in its\nPortfolio Act and named in, and subject to the provisions of\nthe Government Business Enterprises Act 1995.\nGuarantee Fees A guarantee fee is applied to a Government business to offset\na lower borrowing rate that it may receive through\nGovernment ownership. Guarantee fees apply to effectively\nincrease the borrowing rate that a Government business\nreceives, to brin\n Source: `strategies/Governance-Framework-Guide.pages.jsonl`\n- wnership.\nMinisterial charter (MC) The ministerial charter describes the broad policy and specific\nexpectations of the Ministers for a GBE and its subsidiaries. A\nministerial charter is issued and tabled before each House of\nParliament under provisions in the Government Business\nEnterprises Act 1995 by the Treasurer and Portfolio Minister.\nNational Competition Policy (NCP) NCP involves a series of policy initiatives, agreed by all\nAustralian governments, that are aimed at promoting free and\nopen competition, where this is in the public benefit, which in\n Source: `strategies/Governance-Framework-Guide.pages.jsonl`\n\n### Treasury Corporation of Victoria Act 1992\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 6\n**Register search**: https://legislation.nt.gov.au/Search?searchText=Treasury+Corporation+of+Victoria+Act+1992\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `other-pdfs/Commercial-and-Industrial-Property-Tax-Reform-Transition-Loan-Design-Elements-Fa.pages.jsonl`\n- `other-pdfs/Transition-Loan-Notice.pages.jsonl`\n\n**Evidence contexts**:\n- 147]\nTaxation Administration Act 1997 Assistant Treasurer\nTaxation (Interest on Overpayments) Act 1986 Audit Act 1994 –\nTrans-Tasman Mutual Recognition (Victoria) • Sections 10-13, 19, 22-28 and 57\nAct 1998\n• Sections 15, 78 and 84 (these sections are jointly\nTreasury Corporation of Victoria Act 1992 and severally administered with the Treasurer)\nTrustee Companies Act 1984 – (The Act is otherwise administered by the\nTreasurer)\nThe Act is jointly administered with the\nAttorney-General Casino Control Act 1991 –\nVictorian Funds Management Corporation Act 199\n Source: `annual-reports/2020-21.pages.jsonl`\n- asury and Finance 149\nAnnual Report 2021 | 22\n\n[page 154]\nTaxation Administration Act 1997 Assistant Treasurer\nTaxation (Interest on Overpayments) Act 1986 Audit Act 1994 –\nTrans-Tasman Mutual Recognition (Victoria) Act 1998 • Sections 10-13, 19, 22-28 and 57\nTreasury Corporation of Victoria Act 1992 • Sections 15, 78 and 84 (these sections are jointly\nand severally administered with the Treasurer)\nTrustee Companies Act 1984 –\n(The Act is otherwise administered by the\nThe Act is jointly administered with the\nTreasurer)\nAttorney-General\nCasino Control Act\n Source: `annual-reports/2021-22.pages.jsonl`\n- inistration Act 1997\n(The Act is otherwise administered by the Taxation (Interest on Overpayments) Act 1986\nAssistant Treasurer and the Minister for Ports\nTrans-Tasman Mutual Recognition (Victoria)\nand Freight)\nAct 1998\nPublic Authorities (Dividends) Act 1983\nTreasury Corporation of Victoria Act 1992\nSnowy Hydro Corporatisation Act 1997\nTrustee Companies Act 1984 –\nState Bank (Succession of Commonwealth Bank)\n• The Act is jointly administered with the Attorney-\nAct 1990\nGeneral\nState Electricity Commission Act 1958 – except:\nVictorian Funds Management Cor\n Source: `annual-reports/2023-24.pages.jsonl`\n- ubject property pursuant to section 36S\nof the Treasury Corporation Victoria Act (enacted as in the Commercial and Industrial Property Tax Reform\nAct 2024).\n1 The Transition Loan Notice issued to Treasury Corporation of Victoria pursuant to section 36R of the Treasury\nCorporation of Victoria Act 1992. A copy can be accessed at: https://www.dtf.vic.gov.au/funds-programs-and-\npolicies/commercial-and-industrial-property-tax-reform\n\n[page 6]\nEvents of default\nThe following events will result in the loan being cancelled and repayable in full:\nCategory Key requ\n Source: `other-pdfs/Commercial-and-Industrial-Property-Tax-Refo\n\n_…truncated, open the .md file for the full content._", "global_initiatives_md": null, "strategy": { "reporting_period": "2024-25 [AR p.1]", "corporate_plan_period": "2025-26 [CP p.2]", "vision": "DTF exists to improve the lives and prosperity of Victorians. We do this by constantly growing our influence, wellbeing, leadership and expertise. [CP p.4]", "vision_source_page": null, "purposes": "Our role / We provide economic, financial, infrastructure, industrial relations and commercial policy advice to help the Victorian Government deliver its policies / We support the ministerial portfolios of the Treasurer, Minister for Finance, Minister for Industrial Relations and the Minister for WorkSafe and the TAC / We work with all Victorian departments and agencies to ensure the Government’s objectives are achieved [CP p.6]", "purposes_source_page": null, "how_we_deliver": "We are the indispensable partner inside and outside of government on economic, financial, infrastructure, industrial relations and commercial policy. We provide economic, financial, infrastructure, industrial relations and commercial policy advice to help the Victorian Government deliver its policies. We support the ministerial portfolios of the Treasurer, Minister for Finance, Minister for Industrial Relations and the Minister for WorkSafe and the TAC. We work with all Victorian departments and agencies to ensure the Government’s objectives are achieved. [CP p.6]", "how_we_deliver_source_page": null, "government_priorities": [ { "text": "Optimise Victoria’s fiscal resources", "source_page": 6 }, { "text": "Strengthen Victoria’s economic performance", "source_page": 6 }, { "text": "Improve how the Government manages its balance sheet, commercial activities and public sector infrastructure", "source_page": 6 }, { "text": "Strengthen Victoria’s economic performance through fair, equitable and productive workplaces", "source_page": 6 } ], "outcomes": [ { "name": "Optimise Victoria’s fiscal resources", "description": "The Budget and Finance Division leads the development of financial policy advice to the Government and the Victorian public sector through detailed analysis of key policy priorities – including resource allocation, financial risk and government service performance, financial reporting frameworks, and the State’s budget posi", "key_activities": [ "lead the implementation and delivery of government priorities related to social, affordable and market housing", "provide governance oversight of the State’s public non-financial corporations (PNFCs) and regulate the community housing sector" ], "source_page": 22 }, { "name": "Strengthen Victoria’s economic performance", "description": "The Infrastructure Division leads the development of strategic commercial, procurement, technical and financial advice to the Government to support key decisions regarding the State’s infrastructure investment opportunities and drive improvement in the risk management of infrastructure delivery.", "key_activities": [ "provide specialist procurement and contracting advice and undertake project assurance regarding major and complex infrastructure projects", "develop commercial and financial structures to support major project delivery including Partnerships Victoria projects utilising private finance" ], "source_page": 30 }, { "name": "Improve how the Government manages its balance sheet, commercial activities and public sector infrastructure", "description": "The Industrial Relations Victoria (IRV) division provides strategic industrial relations legislative, policy and technical advice to the Government and departments.", "key_activities": [ "provide expert and strategic policy advice to the Government on private sector industrial relations matters, workplace relations reforms, emerging issues and risks", "lead development and presentation of submissions to significant Commonwealth and State reviews and inquiries" ], "source_page": 32 }, { "name": "Strengthen Victoria’s economic performance through fair, equitable and productive workplaces", "description": "The State Revenue Office (SRO) supports the Government’s revenue management functions. The SRO administers Victoria’s taxation legislation and collects a range of taxes, duties and levies.", "key_activities": [ "administer Victoria’s taxation legislation and collect a range of taxes, duties and levies", "administer a range of grants, subsidies and exemptions" ], "source_page": 32 } ], "values": [ "We are influential", "We are responsive", "We are accountable", "We are collaborative", "We are creative", "We are respectful", "We are respectful", "We are collaborative", "We are creative", "We are accountable" ], "values_framework_name": "APS Values", "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "General government net debt as a percentage of GSP to stabilise and reduce in the medium term", "target": "25.2 per cent in 2026-27, down to 25.0 per cent in 2027-28 and down to 24.9 per cent in 2028-29", "source_page": 21 }, { "code": "CCE02", "measure": "Fully fund the unfunded superannuation liability by 2035", "target": "On track to fully fund the unfunded superannuation liability by 2035", "source_page": 21 }, { "code": "CCE03", "measure": "A net operating cash surplus consistent with maintaining general government net debt at a sustainable level", "target": "Operating cash surplus in 2024-25 and beyond", "source_page": 21 }, { "code": "CCE04", "measure": "General government interest expense as a percentage of revenue to stabilise in the medium term", "target": "Expected to average 8.0 per cent a year over the budget and forward estimates", "source_page": 21 }, { "code": "CCE05", "measure": "Agency compliance with the Standing Directions under the Financial Management Act 1994", "target": "Compliance with all applicable FMA Standing Directions and Instructions", "source_page": 21 }, { "code": "CCE06", "measure": "Advice contributes to the achievement of government policies and priorities relating to optimising Victoria’s fiscal resources", "target": "High-quality and timely advice provided to support the achievement of government policies and priorities", "source_page": 21 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "General government net debt as a percentage of GSP to stabilise and reduce in the medium term", "result": "23.8 per cent", "status": "On track", "source_page": 22 }, { "code": "CCE02", "measure": "Fully fund the unfunded superannuation liability by 2035", "result": "On track to fully fund the unfunded superannuation liability by 2035", "status": "On track", "source_page": 22 }, { "code": "CCE03", "measure": "A net operating cash surplus consistent with maintaining general government net debt at a sustainable level", "result": "$3.2 billion", "status": "Achieved", "source_page": 22 }, { "code": "CCE04", "measure": "General government interest expense as a percentage of revenue to stabilise in the medium term", "result": "6.7 per cent", "status": "On track", "source_page": 22 }, { "code": "CCE05", "measure": "Agency compliance with the Standing Directions under the Financial Management Act 1994", "result": "One material non-compliance reported and remediated", "status": "Achieved", "source_page": 22 }, { "code": "CCE06", "measure": "Advice contributes to the achievement of government policies and priorities relating to optimising Victoria’s fiscal resources", "result": "High-quality and timely advice provided to support the achievement of government policies and priorities", "status": "Achieved", "source_page": 22 } ], "_source_urls": { "annual_report_url": "", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "S-NT-002", "entity_name": "Department of Treasury and Finance", "folder_name": "Department-of-Treasury-and-Finance", "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": "Performance against output Legend of symbols\nperformance measures\nThe following symbols are used to indicate the type\nof variance in performance against output\nThe following sections outline details of the outputs\nperformance measures:\nprovided by the Department to the Government,\nincluding performance measures and costs for each\n performance target achieved – both within 5 per cent\noutput, and the actual performance results against variance and exceeds 5 per cent variance\nbudgeted targets by output for the Department over\n performance target not achieved – within 5 per cent\nthe full year ended 30 June 2021. variance\n performance target not achieved – exceeds\n5 per cent variance\nDepartment of Treasury and Finance 19\nAnnual Report 2020 | 21", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2020-21.pdf", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-NT-002", "entity_name": "Department of Treasury and Finance", "folder_name": "Department-of-Treasury-and-Finance", "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": "Performance against output Legend of symbols\nperformance measures\nThe following symbols are used to indicate the type\nof variance in performance against output\nThe following sections outline details of the outputs\nperformance measures:\nprovided by the Department to the Government,\nincluding performance measures and costs for each\n performance target achieved – both within 5 per cent\noutput, and the actual performance results against variance and exceeds 5 per cent variance\nbudgeted targets by output for the Department over\n performance target not achieved – within 5 per cent\nthe full year ended 30 June 2021. variance\n performance target not achieved – exceeds\n5 per cent variance\nDepartment of Treasury and Finance 19\nAnnual Report 2020 | 21", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2020-21.pdf", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-NT-002", "entity_name": "Department of Treasury and Finance", "folder_name": "Department-of-Treasury-and-Finance", "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": "[pages 14,15]\nmmittee: reviews and approves the external auditors\nall recruitment as well as related remuneration\n• maintain effective communication with\nactivities\nexternal auditors\n• Procurement Governance Committee: oversees\n• consider recommendations made by internal and\nprocurement governance across DTF, DPC\nexternal auditors and review the implementation\nand DGS\nof actions to resolve issues raised\n• Policy and Strategy Committee: provides\n• oversee the effective operation of the risk\nstrategic leadership within DTF on policy issues,\nmanagement framework.\ndrawing together expertise and perspectives\nfrom all areas of the department The Department’s internal audit services were\nprovided by KPMG.\n• Audit and Risk Committee: see next column.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2024-25.pdf", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-NT-002", "entity_name": "Department of Treasury and Finance", "folder_name": "Department-of-Treasury-and-Finance", "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": "[pages 14,15]\nmmittee: reviews and approves the external auditors\nall recruitment as well as related remuneration\n• maintain effective communication with\nactivities\nexternal auditors\n• Procurement Governance Committee: oversees\n• consider recommendations made by internal and\nprocurement governance across DTF, DPC\nexternal auditors and review the implementation\nand DGS\nof actions to resolve issues raised\n• Policy and Strategy Committee: provides\n• oversee the effective operation of the risk\nstrategic leadership within DTF on policy issues,\nmanagement framework.\ndrawing together expertise and perspectives\nfrom all areas of the department The Department’s internal audit services were\nprovided by KPMG.\n• Audit and Risk Committee: see next column.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2024-25.pdf", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-NT-002", "entity_name": "Department of Treasury and Finance", "folder_name": "Department-of-Treasury-and-Finance", "category": "Procurement & Delivery", "scale": "small", "title": "Procurement lessons library for repeat purchases", "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.", "quote": "The team’s core program, including assisting with the\nareas of responsibility include: development of a risk-based strategic plan,\ncontract management of the Department’s\n• supporting the development and\ninternal audit provider and undertaking\nimplementation of State significant policies\nhigh-level follow-up activity\n(revenue reforms, Treaty, energy transition,\nhousing, industrial relations policy) • procurement and vendor management –\noverseeing the delivery of shared services to the\n• supporting the delivery of legislative projects,\nDepartment by DGS, ensuring efficient,\nincluding legislation or subordinate instrument\nconsistent, and high-quality support aligned with\nprojects reform\nthe Department’s policies and needs\n• assisting with disputes and inquiries (High Court\n• strategic expertise – reviewing and critiquing\nconstitutional matters, general litigation", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "annual-reports/2024-25.pdf", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-NT-002", "entity_name": "Department of Treasury and Finance", "folder_name": "Department-of-Treasury-and-Finance", "category": "Procurement & Delivery", "scale": "large", "title": "Portfolio delivery office for major investments", "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.", "quote": "The team’s core program, including assisting with the\nareas of responsibility include: development of a risk-based strategic plan,\ncontract management of the Department’s\n• supporting the development and\ninternal audit provider and undertaking\nimplementation of State significant policies\nhigh-level follow-up activity\n(revenue reforms, Treaty, energy transition,\nhousing, industrial relations policy) • procurement and vendor management –\noverseeing the delivery of shared services to the\n• supporting the delivery of legislative projects,\nDepartment by DGS, ensuring efficient,\nincluding legislation or subordinate instrument\nconsistent, and high-quality support aligned with\nprojects reform\nthe Department’s policies and needs\n• assisting with disputes and inquiries (High Court\n• strategic expertise – reviewing and critiquing\nconstitutional matters, general litigation", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "annual-reports/2024-25.pdf", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-NT-002", "entity_name": "Department of Treasury and Finance", "folder_name": "Department-of-Treasury-and-Finance", "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": "Disaggregated financial information by output\nOptimise Victoria’s fiscal Strengthen Victoria’s\nNotes resources economic performance\n2025 2024 2025 2024\n$’000 $’000 $’000 $’000\nAdministered assets and liabilities at 30 June 2025\nAdministered assets\nFinancial assets\nCash and deposits (b) 324 099 275 514 – 1 008 793\nReceivables (c) 5 602 585 5 980 852 394 747 192 299\nInvestments in controlled entities (d) – – – –\nOther financial assets 4.3.3 2 224 176 1 585 809 – 2 195 578\nTotal financial assets 8 150 860 7 842 175 394 747 3 396 670\nTotal administered assets 8 150 860 7 842 175 394 747 3 396 670\nAdministered liabilities\nPayables 163 113 156 824 – 147 215\nPublic Account State Administration Unit liability (e) – – – –\nBorrowings 4.3.4 – – – –\nSuperannuation liability 4.3.5 – – – –\nTotal administered liabilities 163 113 156 824 – 147 215", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "annual-reports/2024-25.pdf", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "S-NT-002", "entity_name": "Department of Treasury and Finance", "folder_name": "Department-of-Treasury-and-Finance", "category": "Staff Productivity", "scale": "large", "title": "Department-wide knowledge and briefing platform", "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.", "quote": "Disaggregated financial information by output\nOptimise Victoria’s fiscal Strengthen Victoria’s\nNotes resources economic performance\n2025 2024 2025 2024\n$’000 $’000 $’000 $’000\nAdministered assets and liabilities at 30 June 2025\nAdministered assets\nFinancial assets\nCash and deposits (b) 324 099 275 514 – 1 008 793\nReceivables (c) 5 602 585 5 980 852 394 747 192 299\nInvestments in controlled entities (d) – – – –\nOther financial assets 4.3.3 2 224 176 1 585 809 – 2 195 578\nTotal financial assets 8 150 860 7 842 175 394 747 3 396 670\nTotal administered assets 8 150 860 7 842 175 394 747 3 396 670\nAdministered liabilities\nPayables 163 113 156 824 – 147 215\nPublic Account State Administration Unit liability (e) – – – –\nBorrowings 4.3.4 – – – –\nSuperannuation liability 4.3.5 – – – –\nTotal administered liabilities 163 113 156 824 – 147 215", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "annual-reports/2024-25.pdf", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "S-NT-002", "entity_name": "Department of Treasury and Finance", "folder_name": "Department-of-Treasury-and-Finance", "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": "[pages 26,27,28]\nl councils to make\npriority cohorts, while providing value-for-money it easier to do business while managing risks\nfor government. of harm, along with advice on regulation\nProvides analysis and policy advice in areas frameworks and regulator governance issues.\nsuch as First Peoples, justice, education and Regulation Group also provides advice on setting\nskills, health, human services, and housing. fees and charges across government, insurance\nThe Social Group also implements the Early and risk policy, and local government policy,\nIntervention Investment Framework and the along with supporting the Minister for Finance\nPartnerships Addressing Disadvantage initiative. in governance responsibilities for the Essential\nServices Commission, Economic Growth Victoria\nand Better Regulation Victoria.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "corporate-plans/2025.pdf", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-NT-002", "entity_name": "Department of Treasury and Finance", "folder_name": "Department-of-Treasury-and-Finance", "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": "[pages 26,27,28]\nl councils to make\npriority cohorts, while providing value-for-money it easier to do business while managing risks\nfor government. of harm, along with advice on regulation\nProvides analysis and policy advice in areas frameworks and regulator governance issues.\nsuch as First Peoples, justice, education and Regulation Group also provides advice on setting\nskills, health, human services, and housing. fees and charges across government, insurance\nThe Social Group also implements the Early and risk policy, and local government policy,\nIntervention Investment Framework and the along with supporting the Minister for Finance\nPartnerships Addressing Disadvantage initiative. in governance responsibilities for the Essential\nServices Commission, Economic Growth Victoria\nand Better Regulation Victoria.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "corporate-plans/2025.pdf", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-NT-002", "entity_name": "Department of Treasury and Finance", "folder_name": "Department-of-Treasury-and-Finance", "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": "[pages 35,36,37]\ne and\n32 agile workforce\nExcellent customer experience Customers and their representatives are satisfied with\nour services\nModernise technology The SRO has a comprehensive, modern and efficient\nrevenue management 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