Our performance

Budget and financial management¹

Notes

1. This is a new service area with services previously presented in the Economic and fiscal coordination and Commercial services areas in the 2019–20 SDS. The new service area, Budget and financial management, reflects the implementation of the new Treasury operating model.
2. This service was previously presented under the Economic and fiscal coordination service area in the 2019–20 SDS. The service name has been changed to reflect the implementation of the new Treasury operating model.
3. These measures are based on Government’s Fiscal Principles and typically reported on an Estimated Actual basis published as part of the annual State Budget. A 2019-20 Estimated Actual along with an update on the performance against the Fiscal Principles is published as part of the Treasurer’s COVID-19 Fiscal and Economic Review.
4. The capital program measure reflects the inclusion of capital grants. The 2019-20 target is restated to include capital grants.
5. The decrease between actual and budget is due to the impact of the government’s wage policy, less than expected direct recoverable charges associated with 1 William Street office accommodation and the reduction in corporate support costs, mainly relating to corporate staffing costs as a result of the government’s wage policy and the department’s FTE management strategies.
6. This service was previously presented under the Commercial Services service area in the 2019-20 SDS. The change occurred to reflect the implementation of the new Treasury operating model.

Economics and policy¹

Notes

1. This is a new service area with services previously presented in the Economic and fiscal coordination or Agency performance service areas in the 2019–20 SDS. The new service area, Economics and policy, reflects the implementation of the new Treasury operating model.
2. This service was previously presented under the Economic and fiscal coordination service area in the 2019–20 SDS. The service name has been changed to reflect the implementation of the new Treasury operating model.
3. This service standard measures overall client satisfaction derived from an annual survey of key clients and stakeholders. The 2019–20 actual result is not available as the survey was not conducted due to COVID-19.
4. The decrease between actual and budget is due to the impact of the Government’s wage policy, less than expected direct recoverable charges associated with 1 William Street office accommodation and the reduction in corporate support costs, mainly relating to corporate staffing costs as a result of the Government’s wage policy and the department’s FTE management strategies.
5. This service was previously presented under the Agency performance service area in the 2019–20 SDS. The change occurred to reflect the implementation of the new Treasury operating model.
6. This service was previously presented under the Economic and fiscal coordination service area in the 2019–20 SDS. The service name has been changed to reflect the implementation of the new Treasury operating model.

Commercial services

Notes

1. This service standard measures overall client satisfaction derived from an annual survey of key clients and stakeholders. The 2019–20 actual result is not available as the survey was not conducted due to COVID-19.
2. The decrease between actual and budget is due to the impact of the Government’s wage policy, less than expected direct recoverable charges associated with 1 William Street office accommodation and the reduction in corporate support costs, mainly relating to corporate staffing costs as a result of the Government’s wage policy and the department’s FTE management strategies.

Notes

1. The decrease between the 2019–20 target/estimate and actual is due to the reduction of revenue as a result of the economic impacts of COVID-19, coupled with the reprofiling of expenses associated with the OSR Transformation Program.
2. This service standard represents a ratio of outputs to inputs (in dollar terms). The output is the compliance revenue assessed under a compliance program, divided by the input being the full-time equivalent cost in delivering a compliance program. The cost of compliance is based on employee related expenses; the higher the ratio the greater the efficiency.
3. Finalisation rate for 2019–20 is 104%, well above the target rate of 85%. This is due to lower lodgements from referring agencies from March 2020 to June 2020 as a result of COVID-19 compared to the number of debts finalised over the same period.

Better planning for Queensland¹

Notes

1. This service was transferred as part of the machinery-of-government change to Treasury from the former Department of State Development, Manufacturing, Infrastructure and Planning.
2. The variance is due to the ongoing unpredictable nature of appeals and the costs associated with managing involvement in these appeals to ensure that the State’s interests are appropriately protected through the appeal process. There were also escalation costs such as the enterprise bargaining increase of 3%, plus the enterprise bargaining bonus of $1,250 per FTE in March 2020.

Infrastructure and economic resilience strategy, policy and planning¹

Note

1. This service was transferred as part of the machinery-of-government change to Treasury from the former Department of State Development, Manufacturing, Infrastructure and Planning.

Notes

1. This measure has been discontinued and replaced by a new efficiency measure ‘Average compliance revenue assessed per dollar cost of delivering a compliance program’. This new measure better reflects the efficiency of delivering the revenue services.