The Corporate Plan is our primary planning tool and provides the framework within which we develop our strategies, objectives and work practices. It articulates our vision, mission and values, the factors that we perceive to be critical to our success, our key strategies for the coming year, and the outcomes that we hope to achieve for the community.

Through our commitment to delivering goods and services that accord with the priorities of Government, the Corporate Plan is intrinsically linked with the delivery of Government Outcomes. Therefore, there is a close alignment between the Corporate Plan, the Department’s annual budget as specified in the Budget Papers, and the Department’s Annual Report.

As well as enabling us to manage performance at the corporate and Branch level, our planning and reviewing processes assist us in managing individual performance. Each member of our staff has a performance agreement with their supervisor that is reviewed on a six-monthly basis at a Performance Management Interview.

This feedback enables each individual to ensure that their performance remains focused on the achievement of organisational goals.

Corporate planning is an ongoing process where management and staff work together to frame our strategic direction and determine how we intend to achieve our goals. It encompasses a 12-month cycle of planning, reviewing and decision-making that is linked with the State Budget process. During this cycle, we monitor and measure our corporate and Branch performance on a quarterly basis. This is to ensure that, as a Department, we continue to meet or exceed agreed performance criteria.

Strategic direction-setting for the coming year occurs at a Senior Management Conference and this provides the context for the development of Branch Operating Plans and the major project plans. These plans identify what we intend to do during the following financial year.

As part of our budget development process, Branch budgets are developed for inclusion in the State Budget by May. Branch Operating Plans are reviewed in May or June, to ensure that our identified activities and projects can be funded from within the corporate budget and that they remain focused on the Government’s priorities for the coming year. The Corporate Plan for the coming year is then finalised, and presented to the Treasurer for endorsement.

• We listen and respond thoughtfully.
• We take the time to learn about what is important to you.
• We explain the reasons behind all our decisions.
• We provide you with the information you need to meet your obligations.

• We are accessible, helpful and responsive.
• We are consistent in applying Government policy.
• We are highly competent and capable.

• We respond to you in a timely manner.
• We meet key milestones.

• We provide advice that is accurate, objective and consistent with legislation and Government priorities.

• the Premier and other Ministers;
• our staff;
• agencies, Government Business Enterprises, State-owned Companies;
• the Australian Government, regulatory bodies, local government and other statutory authorities;
• taxpayers and their representatives;
• the community; and
• Parliament, Cabinet and ministerial advisers.

1. The Treasurer and other key clients receive efficient and effective financial and asset management services.
2. The Government receives sound and timely economic and fiscal policy advice.
3. Statutory bodies receive high quality regulatory and revenue management services.
4. Services to our internal clients are provided efficiently and effectively.

• Implement new payroll tax legislation from 1 July 2008 to harmonise payroll tax arrangements with other jurisdictions.
• Contribute to the development of national and international accounting standards.
• Administer and provide advice on the Government’s Legislation Review Program, including the Subordinate Legislation Act 1992.
• Establish a framework which will support planning and decision-making in regard to infrastructure needs and replacement decisions.
• Revise the Internet Gaming Technical Requirements to reflect the introduction of betting exchanges, totalizators and corporate bookmakers.
• Develop the Government’s response to the Economic and Social Impact Study on Gaming in Tasmania Report.
• Assist the Government Prices Oversight Commission in its conduct of investigations into the pricing policies of the Motor Accident Insurance Board and Metro Tasmania.
• Continue to contribute to the 2010 Commonwealth Grants Commission review of the fiscal equalisation process.
• Embed our values by encouraging people to challenge behaviours that are not consistent with the values.
• Complete the Department’s 2008 Stakeholder Survey and implement strategies to support Treasury to exceed stakeholder expectations.
• Review performance and effectiveness of current systems including the management of corporate databases.