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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 system\nMaximise compliance Voluntary compliance is improved, and back-end\ncompliance revenue targets are met\nFurther details on the SRO’s priorities are outlined in their Strategic Plan 2023-27.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "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", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-NT-002", "entity_name": "Department of Treasury and Finance", "folder_name": "Department-of-Treasury-and-Finance", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", 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