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Financial management framework

• Overview of the framework
• 1. Set high-level Government objectives and priorities
  • 1.1 Identify desired community outcomes
  • 1.2 Set fiscal objectives
  • 1.3 Set priorities and strategic objectives
  • 1.4 Produce specific purpose plans
• 2. Set agency service delivery objectives and strategies
  • 2.1a Undertake strategic planning
  • 2.1b Develop MPS Output Statements
  • 2.2 Undertake agency operational planning
  • 2.3 Undertake asset strategic planning
  • 2.4 Undertake ICT resources strategic planning
  • 2.5 Undertake other agency planning
• 3. Allocate resources to meet Government service demands and achieve desired outcomes
  • 3.1 Develop and approve global fiscal strategy based on whole-of-Government fiscal position
  • 3.2 Develop and approve annual Budget priorities
  • 3.3 Develop Budget process
  • 3.4 Regularly update CBRC on whole-of-Government fiscal position based on Forward Estimates
  • 3.5 Brief CBRC on agency Budget submissions
  • 3.6 Make resource allocation decisions and advise outcomes
  • 3.7 Update whole-of-Government Forward Estimates
  • 3.8 Prepare and finalise annual State Budget papers
  • 3.9 Endorse budget
  • 3.10 Table Budget papers in Parliament
  • 3.11 Conduct Estimates Committee Hearings
  • 3.12 Consider the Appropriation Bills
• 4. Allocate resources to meet agency service demands and achieve desired outcomes
  • 4.1 Prepare and develop agency budget priorities
  • 4.2 Submit budget submissions
  • 4.3 Portfolio Ministers advocate budget requests with CBRC
  • 4.4 Update Forward Estimates
  • 4.5 Prepare and finalise Budget and other documentation
  • 4.6 Manage interim supply period
  • 4.7 Address Estimates Committee questions on notice
  • 4.8 Prepare for and attend Estimates Committee hearings
  • 4.9 Undertake agencies' internal budget allocation processes
• 5. Manage resources to achieve Government outcomes
  • 5.1 Discuss with agencies emerging issues and identify risks and consider monitoring requirements
  • 5.2 Monitor issues and identify risks
  • 5.3 Brief CBRC on emergent and variations to resourcing requirements
  • 5.4 Make decisions on emergent and variations to resourcing requirements
  • 5.5 Revise whole-of-Government budget position and Forward Estimates
  • 5.6 Undertake end-of-year process
  • 5.7 Report actual results
• 6. Manage resources to deliver agency services
  • 6.1 Manage and monitor performance, monitor issues and identify risks and opportunities
  • 6.2 Realign agency resources to meet emergency resourcing
  • 6.3 Identify emergent and variations to resourcing requirements resulting from risks and opportunities
  • 6.4 Update Operational plans
  • 6.5 Undertake initial end-of-year process
  • 6.6 Report on final/actual results
  • 6.7 Provide information to Treasury
• Case studies
• Resources

1.4 Produce specific purpose plans for Government (Various Agencies)

From time to time, the Government will release plans targeted to address a particular issue.

Governance

No formal governance arrangements apply to these ad hoc specific purpose plans, other than normal Cabinet submission procedures.

Timing

No set timeframe.

Further information

Examples of other ad hoc specific purpose plans include but are not limited to the following:

• Smart Queensland: Smart State Strategy 2008-2012 is the Queensland's Government's signature policy to create a Smart State: a state where knowledge, creativity and innovation can flourish.
• 4Seeable Futures - a joint project team from Queensland Transport and the Department of Main Roads was set up to research and explore plausible transport scenarios over the next two decades.
• Action Plan: Building a better health system for Queensland is a five year plan to improve the quality of programs and services provided by the Queensland Health.
• Blueprint for Bush in a 10-year plan for building a sustainable, liveable and prosperous rural Queensland.
• Growing stronger: Investing in a better disability service system is a significant package developed by Disability Services Queensland to reform and improve the delivery of specialist disability services in Queensland.
• Queensland Road Safety Strategy 2004-2011 is an initiative developed by the Department of Transport to encourage community participation in achieving a safe road environment and delivering ongoing reductions in the level of road trauma.
• Literacy - the Key to Learning: Framework for Action 2006-2008 details the practical steps undertaken by the Department of Education, Training and the Arts to improve literacy outcomes in Queensland state schools.
• South East Queensland Infrastructure Plan and Program (SEQIPP) 2007-2026 provides the framework developed by the Department of Infrastructure and Planning for managing growth, land use and development throughout South East Queensland.
• Smart Queensland: Smart State Strategy is a long-term strategy coordinated by the Department of the Premier and Cabinet to improve the economic and living standards for all Queenslanders.

Last reviewed 18 August 2009

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© The State of Queensland (Queensland Treasury) 2009.

Queensland Government