{ "entity_id": "S-TAS-034", "folder": "Tasmanian-Liquor-and-Gaming-Commission", "name": "Tasmanian Liquor and Gaming Commission", "type": "Statutory Authority", "jurisdiction": "TAS", "portfolio": "", "website": "https://www.treasury.tas.gov.au/liquor-and-gaming", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": false, "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_global_initiatives_structured": false, "n_global_initiatives": 0, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 13, "n_kpi_targets": 5, "n_kpi_results": 5, "n_outcomes": 3, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "We provide expert economic, financial and policy advice and services, to support Tasmanian Government priorities and improve the wellbeing of our community. [CP p.4]", "official_site_url": "https://www.treasury.tas.gov.au/liquor-and-gaming", "source_documents": [ { "type": "annual_report", "title": "Department of Treasury and Finance Annual Report 2024-25", "url": "https://www.treasury.tas.gov.au/Documents/Department%20of%20Treasury%20and%20Finance%20Annual%20Report%202024-25%20-%20Final%20accessible%20version.PDF", "period": "2024-25", "confidence": "high" }, { "type": "annual_report", "title": "Department of Treasury and Finance Annual Report 2023-24", "url": "https://www.treasury.tas.gov.au/Documents/Department%20of%20Treasury%20and%20Finance%20Annual%20Report%202023-24%20-%20Final%20accessible%20version.PDF", "period": "2023-24", "confidence": "high" }, { "type": "annual_report", "title": "Department of Treasury and Finance Annual Report 2022-23", "url": "https://www.treasury.tas.gov.au/Documents/FINAL%20Department%20of%20Treasury%20and%20Finance%20Annual%20Report%202022-23.PDF", "period": "2022-23", "confidence": "high" }, { "type": "annual_report", "title": "Department of Treasury and Finance Annual Report 2021-22", "url": "https://www.treasury.tas.gov.au/Documents/Department%20of%20Treasury%20and%20Finance%20Annual%20Report%202021-22.PDF", "period": "2021-22", "confidence": "high" }, { "type": "annual_report", "title": "Department of Treasury and Finance Annual Report 2020-2021", "url": "https://www.treasury.tas.gov.au/Documents/Department%20of%20Treasury%20and%20Finance%20Annual%20Report%202020-2021.pdf", "period": "2020-21", "confidence": "high" }, { "type": "strategie", "title": "Governance Framework Guide", "url": "https://www.treasury.tas.gov.au/Documents/Governance-Framework-Guide.pdf", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "Government Business Governance Framework Reform Paper", "url": "https://www.treasury.tas.gov.au/Documents/Government%20Business%20Governance%20Framework%20Reform%20Paper.pdf", "period": null, "confidence": "medium" } ], "purpose": { "text": "We provide expert economic, financial and policy advice and services, to support Tasmanian Government priorities and improve the wellbeing of our community. [CP p.4]", "source_url": "", "source_page": 4, "source_deep_url": "" }, "vision": null, "strategic_priorities": [ { "title": "Supporting the Government’s economic and fiscal strategies; delivering policy priorities; responding to stakeholder and ", "description": "Supporting the Government’s economic and fiscal strategies; delivering policy priorities; responding to stakeholder and community needs; ensuring cyber and information security; and fostering positive workspaces for our staff.", "source_url": "", "source_page": null, "source_deep_url": "" } ], "values": [ { "name": "integrity", "description": "", "source_url": "", "source_page": null }, { "name": "excellence", "description": "", "source_url": "", "source_page": null }, { "name": "respect", "description": "", "source_url": "", "source_page": null }, { "name": "camaraderie", "description": "", "source_url": "", "source_page": null }, { "name": "passion", "description": "", "source_url": "", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Financial and Resource Management Services", "description": "To achieve the Government’s policy objectives or outcomes, Treasury provides financial and resource management services.", "activities": [ "Stakeholder satisfaction rating", "Proportion of financial reports receiving an unqualified audit opinion", "Treasury-managed property vacancy rate", "Proportion of financial reports published by the required date", "Variance between Budget estimate and actual GBE/SOC returns" ], "source_url": "", "source_page": 19, "source_deep_url": "" }, { "name": "Outcome 2: Economic and Fiscal Policy Advice", "description": "To achieve the Government’s policy objectives or outcomes, Treasury provides economic and fiscal policy advice.", "activities": [ "Stakeholder satisfaction rating", "Variance between Budget estimate and actual taxation receipts", "Variance between Budget estimate and actual Australian Government payments", "Variance between Budget forecast and Australian Bureau of Statistics estimate of Gross State Product growth", "Variance between Budget forecast and Australian Bureau of Statistics estimate of employment growth" ], "source_url": "", "source_page": 19, "source_deep_url": "" }, { "name": "Outcome 3: Revenue, Superannuation and Regulatory Management Services", "description": "To achieve the Government’s policy objectives or outcomes, Treasury provides revenue, superannuation and regulatory management services.", "activities": [ "Stakeholder satisfaction rating", "Total overdue taxation debt as a percentage of total taxation revenue", "Percentage of “Grounds for Disciplinary Action” Papers submitted to the Tasmanian Liquor and Gaming Commission that result in disciplinary action being taken by the Commission", "Percentage of objections in which the Commissioner of State Revenue’s assessment or decision was confirmed", "Revenue Branch operating expenses as a percentage of taxation revenue", "Percentage of liquor applications submitted to the Commissioner for Licensing within 40 days of advertising", "Number of complaints received by the Superannuation Commission" ], "source_url": "", "source_page": 19, "source_deep_url": "" } ], "performance_measures": [ { "code": "CCE01", "measure": "Stakeholder satisfaction rating", "target": ">90%", "latest_result": "83%", "status": "Partially achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "https://www.treasury.tas.gov.au/Documents/Department%20of%20Treasury%20and%20Finance%20Annual%20Report%202024-25%20-%20Final%20accessible%20version.PDF", "result_source_page": 21 }, { "code": "CCE02", "measure": "Variance between Budget estimate and actual taxation receipts", "target": "<5.0%", "latest_result": "16.5%", "status": "Not achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "https://www.treasury.tas.gov.au/Documents/Department%20of%20Treasury%20and%20Finance%20Annual%20Report%202024-25%20-%20Final%20accessible%20version.PDF", "result_source_page": 21 }, { "code": "CCE03", "measure": "Variance between Budget estimate and actual Australian Government payments", "target": "<5.0%", "latest_result": "0.4%", "status": "Achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "https://www.treasury.tas.gov.au/Documents/Department%20of%20Treasury%20and%20Finance%20Annual%20Report%202024-25%20-%20Final%20accessible%20version.PDF", "result_source_page": 21 }, { "code": "CCE04", "measure": "Variance between Budget forecast and Australian Bureau of Statistics estimate of Gross State Product growth", "target": "<1.0%", "latest_result": "0.8%", "status": "Achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "https://www.treasury.tas.gov.au/Documents/Department%20of%20Treasury%20and%20Finance%20Annual%20Report%202024-25%20-%20Final%20accessible%20version.PDF", "result_source_page": 21 }, { "code": "CCE05", "measure": "Variance between Budget forecast and Australian Bureau of Statistics estimate of employment growth", "target": "<1.0%", "latest_result": "1.2%", "status": "Achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "https://www.treasury.tas.gov.au/Documents/Department%20of%20Treasury%20and%20Finance%20Annual%20Report%202024-25%20-%20Final%20accessible%20version.PDF", "result_source_page": 21 } ], "document_alignment_terms": { "must_support": [ "We provide expert economic, financial and policy advice and services, to support Tasmanian Government priorities and improve the wellbeing of our community. [CP p.4]", "Supporting the Government’s economic and fiscal strategies; delivering policy priorities; responding to stakeholder and community needs; ensuring cyber and information security; and fostering positive workspaces for our staff." ], "watch_terms": [ "Stakeholder satisfaction rating", "Variance between Budget estimate and actual taxation receipts", "Variance between Budget estimate and actual Australian Government payments", "Variance between Budget forecast and Australian Bureau of Statistics estimate of Gross State Product growth", "Variance between Budget forecast and Australian Bureau of Statistics estimate of employment growth" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "global_initiatives": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": null, "vision_source_page": null, "purposes": "We provide expert economic, financial and policy advice and services, to support Tasmanian Government priorities and improve the wellbeing of our community. [CP p.4]", "purposes_source_page": 4, "how_we_deliver": "To meet our goals, we:\n– seek to understand our stakeholders’ needs and expectations;\n– provide clear, timely, accurate and objective advice;\n– build and maintain relationships across government and with our community;\n– quickly respond to changing priorities;\n– meet our legal and regulatory obligations;\n– continue to manage our strategic risks;\n– act with integrity;\n– are accountable for our decisions; and\n– coach and mentor our people. [CP p.4]", "how_we_deliver_source_page": 4, "government_priorities": [ { "text": "Supporting the Government’s economic and fiscal strategies; delivering policy priorities; responding to stakeholder and community needs; ensuring cyber and information security; and fostering positive workspaces for our staff.", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Financial and Resource Management Services", "description": "To achieve the Government’s policy objectives or outcomes, Treasury provides financial and resource management services.", "key_activities": [ "Stakeholder satisfaction rating", "Proportion of financial reports receiving an unqualified audit opinion", "Treasury-managed property vacancy rate", "Proportion of financial reports published by the required date", "Variance between Budget estimate and actual GBE/SOC returns" ], "source_page": 19 }, { "name": "Outcome 2: Economic and Fiscal Policy Advice", "description": "To achieve the Government’s policy objectives or outcomes, Treasury provides economic and fiscal policy advice.", "key_activities": [ "Stakeholder satisfaction rating", "Variance between Budget estimate and actual taxation receipts", "Variance between Budget estimate and actual Australian Government payments", "Variance between Budget forecast and Australian Bureau of Statistics estimate of Gross State Product growth", "Variance between Budget forecast and Australian Bureau of Statistics estimate of employment growth" ], "source_page": 19 }, { "name": "Outcome 3: Revenue, Superannuation and Regulatory Management Services", "description": "To achieve the Government’s policy objectives or outcomes, Treasury provides revenue, superannuation and regulatory management services.", "key_activities": [ "Stakeholder satisfaction rating", "Total overdue taxation debt as a percentage of total taxation revenue", "Percentage of “Grounds for Disciplinary Action” Papers submitted to the Tasmanian Liquor and Gaming Commission that result in disciplinary action being taken by the Commission", "Percentage of objections in which the Commissioner of State Revenue’s assessment or decision was confirmed", "Revenue Branch operating expenses as a percentage of taxation revenue", "Percentage of liquor applications submitted to the Commissioner for Licensing within 40 days of advertising", "Number of complaints received by the Superannuation Commission" ], "source_page": 19 } ], "values": [ "integrity", "excellence", "respect", "camaraderie", "passion" ], "values_framework_name": "Treasury’s values", "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Stakeholder satisfaction rating", "target": ">90%", "source_page": null }, { "code": "CCE02", "measure": "Variance between Budget estimate and actual taxation receipts", "target": "<5.0%", "source_page": null }, { "code": "CCE03", "measure": "Variance between Budget estimate and actual Australian Government payments", "target": "<5.0%", "source_page": null }, { "code": "CCE04", "measure": "Variance between Budget forecast and Australian Bureau of Statistics estimate of Gross State Product growth", "target": "<1.0%", "source_page": null }, { "code": "CCE05", "measure": "Variance between Budget forecast and Australian Bureau of Statistics estimate of employment growth", "target": "<1.0%", "source_page": null } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Stakeholder satisfaction rating", "result": "83%", "status": "Partially achieved", "source_page": 21 }, { "code": "CCE02", "measure": "Variance between Budget estimate and actual taxation receipts", "result": "16.5%", "status": "Not achieved", "source_page": 21 }, { "code": "CCE03", "measure": "Variance between Budget estimate and actual Australian Government payments", "result": "0.4%", "status": "Achieved", "source_page": 21 }, { "code": "CCE04", "measure": "Variance between Budget forecast and Australian Bureau of Statistics estimate of Gross State Product growth", "result": "0.8%", "status": "Achieved", "source_page": 21 }, { "code": "CCE05", "measure": "Variance between Budget forecast and Australian Bureau of Statistics estimate of employment growth", "result": "1.2%", "status": "Achieved", "source_page": 21 } ], "_source_urls": { "annual_report_url": "https://www.treasury.tas.gov.au/Documents/Department%20of%20Treasury%20and%20Finance%20Annual%20Report%202024-25%20-%20Final%20accessible%20version.PDF", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "S-TAS-034", "entity_name": "Tasmanian Liquor and Gaming Commission", "folder_name": "Tasmanian-Liquor-and-Gaming-Commission", "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": "Budget Output Group 1: Financial and Resource Management Services\nUnit of Target Actual Actual Actual\nPerformance measure Measure 2021–22 2019–20 2020–21 2021–22\nStakeholder satisfaction rating1 % >90 na na na\nProportion of financial reports receiving an unqualified audit opinion2 % 100 100 100 100\nTreasury-managed property vacancy rate3 % <1.5 3.7 2.9 0.6\nState Service workers compensation contribution as a percentage\n% <100 104 107 130\nof the average premium charged by private insurers4\nProportion of financial reports published by the required date5 % 100 100 100 100\nVariance between Budget estimate and actual GBE/SOC returns6 % <5.0 2.9 3.7 3.4\nBudget Output Group 2: Economic and Fiscal Policy Advice\nUnit of Target Actual Actual Actual\nPerformance measure Measure 2021–22 2019–20 2020–21 2021–22\nStakeholder satisfaction rating1 % >90 na na na", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2021-22.pdf (https://www.treasury.tas.gov.au/Documents/Department%20of%20Treasury%20and%20Finance%20Annual%20Report%202021-22.PDF)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-TAS-034", "entity_name": "Tasmanian Liquor and Gaming Commission", "folder_name": "Tasmanian-Liquor-and-Gaming-Commission", "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": "Budget Output Group 1: Financial and Resource Management Services\nUnit of Target Actual Actual Actual\nPerformance measure Measure 2021–22 2019–20 2020–21 2021–22\nStakeholder satisfaction rating1 % >90 na na na\nProportion of financial reports receiving an unqualified audit opinion2 % 100 100 100 100\nTreasury-managed property vacancy rate3 % <1.5 3.7 2.9 0.6\nState Service workers compensation contribution as a percentage\n% <100 104 107 130\nof the average premium charged by private insurers4\nProportion of financial reports published by the required date5 % 100 100 100 100\nVariance between Budget estimate and actual GBE/SOC returns6 % <5.0 2.9 3.7 3.4\nBudget Output Group 2: Economic and Fiscal Policy Advice\nUnit of Target Actual Actual Actual\nPerformance measure Measure 2021–22 2019–20 2020–21 2021–22\nStakeholder satisfaction rating1 % >90 na na na", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2021-22.pdf (https://www.treasury.tas.gov.au/Documents/Department%20of%20Treasury%20and%20Finance%20Annual%20Report%202021-22.PDF)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-TAS-034", "entity_name": "Tasmanian Liquor and Gaming Commission", "folder_name": "Tasmanian-Liquor-and-Gaming-Commission", "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 19,20,21,22]\ner of Budget Responsibility\ncasino and gaming regulators to Act 2007.\ndiscuss existing and emerging\n– Finalised the framework for\nissues across Australasia.\nthe Government’s Future\nGaming Market policy and\nprepared an exposure draft of\nthe Government’s proposed\nlegislation and explanatory\npapers ready for stage two of\npublic consultation in 2021-22.\n– Investigated competitive\nneutrality complaints against\nthe Clarence City Council\nand Hobart City Council\nconsistent with National\nCompetition Policy, which\npromotes competition within\nthe economy.\n– Improved our digital processes\nto enhance interactions with\ntaxpayers and members of the\npublic on taxation matters.\n– Collaborated with the\nAustralian Government\nto extend the Australian\nDepartment of Treasury and Finance Annual Report 2020–21\n17", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2020-21.pdf (https://www.treasury.tas.gov.au/Documents/Department%20of%20Treasury%20and%20Finance%20Annual%20Report%202020-2021.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-TAS-034", "entity_name": "Tasmanian Liquor and Gaming Commission", "folder_name": "Tasmanian-Liquor-and-Gaming-Commission", "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 19,20,21,22]\ner of Budget Responsibility\ncasino and gaming regulators to Act 2007.\ndiscuss existing and emerging\n– Finalised the framework for\nissues across Australasia.\nthe Government’s Future\nGaming Market policy and\nprepared an exposure draft of\nthe Government’s proposed\nlegislation and explanatory\npapers ready for stage two of\npublic consultation in 2021-22.\n– Investigated competitive\nneutrality complaints against\nthe Clarence City Council\nand Hobart City Council\nconsistent with National\nCompetition Policy, which\npromotes competition within\nthe economy.\n– Improved our digital processes\nto enhance interactions with\ntaxpayers and members of the\npublic on taxation matters.\n– Collaborated with the\nAustralian Government\nto extend the Australian\nDepartment of Treasury and Finance Annual Report 2020–21\n17", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2020-21.pdf (https://www.treasury.tas.gov.au/Documents/Department%20of%20Treasury%20and%20Finance%20Annual%20Report%202020-2021.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-TAS-034", "entity_name": "Tasmanian Liquor and Gaming Commission", "folder_name": "Tasmanian-Liquor-and-Gaming-Commission", "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": "Output group 1 – Debt Servicing and Management\n2022 Budget 2022 Actual 2021 Actual\n$’000 $’000 $’000\nAdministered income\nRevenue from appropriation 37 601 29 951 13 060\nTotal administered revenue 37 601 29 951 13 060\nTotal administered income 37 601 29 951 13 060\nAdministered expenses from continuing operations\nFinance costs 38 163 34 316 19 723\nTotal administered expenses 38 163 34 316 19 723\nAdministered net result (562) (4 365) (6 663)\nOther movements taken to equity … … …\nAdministered comprehensive result (562) (4 365) (6 663)\nAdministered expense by output\n1.1 Debt Servicing 37 894 33 683 19 435\n1.2 Interest on Sundry Deposits 269 633 288\n1.3 Debt Management … … …\nTotal 38 163 34 316 19 723\nAdministered net assets\nTotal administered assets deployed for Debt Servicing and\n600 747 885 162 933 524\nManagement\nTotal administered liabilities incurred for Debt Servicing and", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "annual-reports/2021-22.pdf (https://www.treasury.tas.gov.au/Documents/Department%20of%20Treasury%20and%20Finance%20Annual%20Report%202021-22.PDF)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "S-TAS-034", "entity_name": "Tasmanian Liquor and Gaming Commission", "folder_name": "Tasmanian-Liquor-and-Gaming-Commission", "category": "Staff Productivity", "scale": "large", "title": "Department-wide knowledge and briefing platform", "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.", "quote": "Output group 1 – Debt Servicing and Management\n2022 Budget 2022 Actual 2021 Actual\n$’000 $’000 $’000\nAdministered income\nRevenue from appropriation 37 601 29 951 13 060\nTotal administered revenue 37 601 29 951 13 060\nTotal administered income 37 601 29 951 13 060\nAdministered expenses from continuing operations\nFinance costs 38 163 34 316 19 723\nTotal administered expenses 38 163 34 316 19 723\nAdministered net result (562) (4 365) (6 663)\nOther movements taken to equity … … …\nAdministered comprehensive result (562) (4 365) (6 663)\nAdministered expense by output\n1.1 Debt Servicing 37 894 33 683 19 435\n1.2 Interest on Sundry Deposits 269 633 288\n1.3 Debt Management … … …\nTotal 38 163 34 316 19 723\nAdministered net assets\nTotal administered assets deployed for Debt Servicing and\n600 747 885 162 933 524\nManagement\nTotal administered liabilities incurred for Debt Servicing and", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "annual-reports/2021-22.pdf (https://www.treasury.tas.gov.au/Documents/Department%20of%20Treasury%20and%20Finance%20Annual%20Report%202021-22.PDF)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "S-TAS-034", "entity_name": "Tasmanian Liquor and Gaming Commission", "folder_name": "Tasmanian-Liquor-and-Gaming-Commission", "category": "Citizen Services", "scale": "small", "title": "Plain-language service pages and proactive status updates", "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.", "quote": "[Page 16]\nCORPORATE DIRECTION – Extended the period within CORPORATE DIRECTION\nPRIORITY 2: which HomeBuilder Grant PRIORITY 3:\napplicants may provide further\nSuccessfully deliver Sustainably manage\ninformation to 30 June 2025,\nvalued advice, services consistent with the updated government’s property\nNational Partnership with the\nand projects to deliver and other assets\nAustralian Government.\ngovernment priorities – Continued to support the\n– Progressed work in relation to\nGovernment to develop new\nthe transition of the government\n– Delivered an extension of the funding arrangements for fire\nfleet to 100 per cent electric\nFirst Home Owner Grant at and emergency services as\nvehicles by 2030.\n$30 000 until 30 June 2024. part of the Fire Service Act 1979\nreforms. – Continued to lead the\n– Extended the duty exemption\nwhole-of-government", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2022-23.pdf (https://www.treasury.tas.gov.au/Documents/FINAL%20Department%20of%20Treasury%20and%20Finance%20Annual%20Report%202022-23.PDF)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-TAS-034", "entity_name": "Tasmanian Liquor and Gaming Commission", "folder_name": "Tasmanian-Liquor-and-Gaming-Commission", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "[Page 16]\nCORPORATE DIRECTION – Extended the period within CORPORATE DIRECTION\nPRIORITY 2: which HomeBuilder Grant PRIORITY 3:\napplicants may provide further\nSuccessfully deliver Sustainably manage\ninformation to 30 June 2025,\nvalued advice, services consistent with the updated government’s property\nNational Partnership with the\nand projects to deliver and other assets\nAustralian Government.\ngovernment priorities – Continued to support the\n– Progressed work in relation to\nGovernment to develop new\nthe transition of the government\n– Delivered an extension of the funding arrangements for fire\nfleet to 100 per cent electric\nFirst Home Owner Grant at and emergency services as\nvehicles by 2030.\n$30 000 until 30 June 2024. part of the Fire Service Act 1979\nreforms. – Continued to lead the\n– Extended the duty exemption\nwhole-of-government", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2022-23.pdf (https://www.treasury.tas.gov.au/Documents/FINAL%20Department%20of%20Treasury%20and%20Finance%20Annual%20Report%202022-23.PDF)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-TAS-034", "entity_name": "Tasmanian Liquor and Gaming Commission", "folder_name": "Tasmanian-Liquor-and-Gaming-Commission", "category": "Citizen Participation", "scale": "small", "title": "Consultation feedback summaries with response tracking", "idea": "Summarise consultation submissions by theme and publish what changed in response.", "quote": "[Page 20]\n1 2 3 4 5 6\nOUR OUR OUR OUR OUR INDEX\nDEPARTMENT PERFORMANCE PEOPLE FINANCES COMPLIANCE\nREPORT\n– Commenced a review, in CORPORATE CORPORATE\nconsultation with stakeholders,\nDIRECTION DIRECTION\nof Treasurer’s Instruction FC-12\nGrant Management and the PRIORITY 5: PRIORITY 6:\ncurrent Grant Management Build our people Grow business\nFramework.\ncapacity capability\n– Undertook consultation\nregarding the Climate Change\n– Implemented safety controls – Implemented Treasury’s new\n(State Action) Amendment Bill\nand adopted a focused Business Continuity Plans and\n2021 in response to the most\napproach for managing Resilience Framework to ensure\nrecent independent review\nindividuals, consultation and continuation of service delivery\nof the Climate Change (State\ncase management for positive in an emergency.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "annual-reports/2021-22.pdf (https://www.treasury.tas.gov.au/Documents/Department%20of%20Treasury%20and%20Finance%20Annual%20Report%202021-22.PDF)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-TAS-034", "entity_name": "Tasmanian Liquor and Gaming Commission", "folder_name": "Tasmanian-Liquor-and-Gaming-Commission", "category": "Citizen Participation", "scale": "large", "title": "Always-on policy participation platform", "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.", "quote": "[Page 20]\n1 2 3 4 5 6\nOUR OUR OUR OUR OUR INDEX\nDEPARTMENT PERFORMANCE PEOPLE FINANCES COMPLIANCE\nREPORT\n– Commenced a review, in CORPORATE CORPORATE\nconsultation with stakeholders,\nDIRECTION DIRECTION\nof Treasurer’s Instruction FC-12\nGrant Management and the PRIORITY 5: PRIORITY 6:\ncurrent Grant Management Build our people Grow business\nFramework.\ncapacity capability\n– Undertook consultation\nregarding the Climate Change\n– Implemented safety controls – Implemented Treasury’s new\n(State Action) Amendment Bill\nand adopted a focused Business Continuity Plans and\n2021 in response to the most\napproach for managing Resilience Framework to ensure\nrecent independent review\nindividuals, consultation and continuation of service delivery\nof the Climate Change (State\ncase management for positive in an emergency.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "annual-reports/2021-22.pdf (https://www.treasury.tas.gov.au/Documents/Department%20of%20Treasury%20and%20Finance%20Annual%20Report%202021-22.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 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"source": "annual-reports/2024-25.pdf (https://www.treasury.tas.gov.au/Documents/Department%20of%20Treasury%20and%20Finance%20Annual%20Report%202024-25%20-%20Final%20accessible%20version.PDF)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-TAS-034", "entity_name": "Tasmanian Liquor and Gaming Commission", "folder_name": "Tasmanian-Liquor-and-Gaming-Commission", "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": "[Page 137]\nRisk 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