What Drives Us

Our Vision and Mission

During 2006–07 we reviewed the Department’s vision and mission statements. Everyone in the Department had the chance to be involved through workshops conducted in Treasury’s offices throughout the State. The result is a powerful vision and mission that differentiates Treasury from other organisations.

Our vision statement is a description of what we strive to achieve – a picture of the future we seek to create. It enables staff members to clearly imagine where the Department is heading.

Our vision is:

Be the best. Lead the way. Make a difference.

Our mission statement is a simple outline of our common objectives and focus; in short, it states our purpose – the reason the Department exists. The mission statement is important because it is the basis upon which we set our goals and objectives and establish strategies.

Our mission is to:

Improve the well-being of Tasmanians by providing:

• high quality advice to the Treasurer;
• best practice financial, regulatory and client services; and
• leadership in economic and financial reform.

Our mission and vision embody and reflect our values. Our mission may explain our purpose and our vision may tell us where we would like to go, but our values guide the decisions we make about how we get there.

Treasury’s Values

Our values provide us with a common frame of reference. They are now an integral part of Treasury, helping to unify us with a shared sense of how we do business and how to work towards achieving our mission and vision.

Everyone in the Department was involved in the selection of Treasury values that were launched in a Department celebration on 15 July 2005 and since then our decisions and behaviour have been guided by the following values and belief statements:

• Integrity. . . as it builds confidence, trust and self-respect, and is the foundation of open and honest communication;
• Excellence. . . as it challenges us to give our best and brings us recognition;
• Respect. . . as it recognises the value of each of us and the contribution we all make;
• Camaraderie. . . as it creates a fun and supportive place to be; and
• Passion. . . as it inspires us to achieve great things.

In addition to the belief statements, we have developed some core behaviours to help us apply our values. Each branch and work group has supplemented these with its own set of behaviours to help guide workplace behaviour and decision-making in line with our values, mission and vision. The behaviours are reviewed regularly to ensure that they are still valid and meaningful.

We want our staff to put the values into practice. The values team has identified a range of additional initiatives to support and instil our values throughout the organisation.

Our aim is to live by a core set of values that all members of staff relate to and feel comfortable with and that provide a framework for a positive, open and honest working environment. We seek to:

• encourage a shared understanding of the importance of values and reflective behaviours in the workplace;
• increase the awareness, ownership of, and commitment to our values;
• better align our actions and behaviours with our values;
• demonstrate a shared purpose and feeling of inclusion and cohesion;
• ensure that our staff and stakeholders recognise us for our values; and
• further demonstrate our commitment to becoming an “Employer of Choice” by promoting the values we work by.

During the past year Treasury has implemented a Leadership Development Framework to help develop the type of leaders who are comfortable operating in a values-based environment and who recognise and support our values-based culture.

Our Stakeholders

Our stakeholders are all those people, agencies and organisations with an investment or stake in achieving our mission and vision.

This broad definition includes people and organisations that benefit from, or participate in, the delivery of services that achieve our strategic outcomes.

Our key stakeholder is the Treasurer.

Our ability to meet our objectives also relies on our relationship with the following stakeholders:

• the Premier and other members of Cabinet;
• our staff;
• agencies, government business enterprises, state-owned companies;
• the Australian Government, regulatory bodies, local government;
• taxpayers and their representatives;
• the community; and
• Parliament and ministerial advisers.