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Northern Territory Treasury annual report 2005-2006



Northern Territory Treasury annual report 2005-2006


Department of Treasury and Finance reports; Reports; PublicationNT




Made available via the Publications (Legal Deposit) Act 2004 (NT).




Northern Territory. Dept. of the Treasury -- Periodicals; Finance, Public -- Northern Territory -- Periodicals; Northern Territory -- Appropriations and expenditures -- Periodicals

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Northern Territory Treasury

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59Managing the Organisation: Treasury People Increased Career Opportunities at Entry Level; and Promotion of Entry-level Programs In 2005-06, 25 entry-level staff were employed by Treasury under the following programs: New Apprentice Program (NAP) 7 staff employed full time while completing Certificate III; National Indigenous Cadetship Project (NICP) 3 students employed while studying full time at undergraduate level; Student Economist Scheme (SES) 8 students employed while studying economics full time at undergraduate level; and Finance Officer in Training (FOIT) 7 staff employed in 2006 full-time with an undergraduate qualification, with 13 completing the 2005 graduate program. In recognising that entry-level programs are a valuable method of developing and growing our workforce, efforts this year have focused on promoting programs and enhancing the learning experience at entry level. The key element has been implementing workplace rotations with well-specified individual workplace plans for all participants. Rotations involve employees completing three to six month placements in different work areas, with support from supervisors and the Human Resources (HR) Unit. The concept has proved successful in providing a greater breadth of experience for participants, who develop broader perspectives and experience across multiple areas of Treasury. To assist in promoting the career pathways available in Treasury and government, Treasury hosted a half-day forum in June 2006 for 35 year 12 students from Darwin High School studying economics, politics and legal studies. Young Treasury staff presented to the high school students on the key functions of Treasury and took them through a mock Budget Cabinet exercise where groups of students worked together as a Cabinet to decide what priorities and projects they would fund with their limited budget. The session concluded with the student Treasurers handing down their budgets in a speech to the group, which was done with much enthusiasm and great debate. The Forum is now a standard part of promoting Treasury employment programs. Other schools will be invited to participate in 2006 and following years. Developing Managerial Capabilities With staff promoted into managerial positions often primarily because of their technical ability, we have not necessarily provided managers with the training and skills to meet general management obligations, for example, how to deal with difficult people issues such as underperformance, or understanding their range of delegations and associated responsibilities. This year, a strategic priority has been to enhance management skills and expertise in the area of people management. In addition to the provision of executive coaching from Employee Assistance Program (EAP) providers, a range of activities was undertaken to assist managers in understanding their responsibilities and obligations in the workplace. Training covered areas such as: occupational health and safety; staff selection and recruitment; freedom of information and the Information Act; and procurement in government. Performance Development Framework The continuing use of Treasurys Performance Development Framework (PDF) is identified as a strategic human resource issue, as performance feedback is a fundamental element in developing our staff. Assessing performance at regular intervals has been providing managers and staff with the opportunity to discuss, review and plan tasks and performance. It has also encouraged more continuous feedback between PDF sessions. To streamline and simplify processes, online recording of performance reviews was implemented, with further changes anticipated to include moving to an automated process. Work is also being done to improve the value added aspect of the PDF approach, including the upward feedback component.

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