8     Department of Premier and Cabinet

Agency Outline

The Department of Premier and Cabinet is a central agency of the Tasmanian State Government. The Department is responsible to the Premier, Minister for Sport and Recreation and Minister for Aboriginal Affairs, Hon Will Hodgman MP; the Minister for Planning and Local Government, Hon Peter Gutwein MP; the Minister for Environment, Parks and Heritage, Hon Matthew Groom MP; the Minister for Women, Hon Jacquie Petrusma MP and the Minister for Information Technology and Innovation, Hon Michael Ferguson MP. The Department also supports the Parliamentary Secretary to the Premier, Guy Barnett MP.

The Department provides a broad range of services to Cabinet, other members of Parliament, Government agencies and the community. The Department works closely with the public sector, the community, local government, the Australian Government and other state and territory governments.

The Department also provides administrative support to the Office of the Governor, the Tasmanian Community Fund and the ANZAC Day Trust which are separately accountable and report directly to Parliament.

This chapter provides the Department's financial information for 2015‑16 and over the Forward Estimates period (2016‑17 to 2018‑19). Further information on the Department is provided at www.dpac.tas.gov.au.


 

Key Deliverables

Table 8.1 provides a summary of the Budget and Forward Estimate allocations for the key deliverables within the Department.

Table 8.1:          Key Deliverables Statement

 

2015‑16)

)

Budget)

2016‑17)

Forward) Estimate)

2017‑18)

Forward) Estimate)

2018‑19)

Forward) Estimate)

 

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

Burnie Pool Project

2 000

250

….

….

Burnie Tennis Courts

250

….

….

….

Clarence - Construction of Purpose-Built Gymnastics Centre

250

….

….

….

Community Participation and Appeals Program

130

130

130

130

Emergency Food Relief Distribution

300

300

300

300

Food Vans - Additional Support

60

60

….

….

Hobart and Glenorchy City Business Districts

500

….

….

….

Hobart Pedestrian Bridge

2 000

3 000

1 800

….

Hockey Tasmania Facility Upgrade

300

300

….

….

Kingborough Twin Ovals - Upgrade

199

….

….

….

Kingston Beach - Foreshore Redevelopment

125

….

….

….

Meander Valley - Blackstone Heights Pedestrian Walkways

300

….

….

….

Men's Sheds Support

185

185

….

….

North West Sports Carnival Series

150

150

150

….

Our Watch

22

22

22

22

Physical Disability Sports Development

38

38

….

….

Returned and Services League Support

100

100

….

….

Silverdome - Maintenance

500

….

….

….

Silverdome - Operating Support

556

….

….

….

Small Grants for Returned and Services League (RSL) Clubs

100

100

….

….

Snug to Margate Trail Project - New Walk - Cycleway

300

….

….

….

Somerset CBD - Redevelopment and Upgrade of Amenities

250

….

….

….

St George's Church, Battery Point - Renovation and Repairs

50

50

….

….

St Helens Netball Centre

250

….

….

….

Trail Bike Riding - Diversion Program

40

40

40

….

Trail Bike Riding - Education Program

10

10

10

….

Water Safety - Local Government

50

50

….

….

Water Safety - Surf Life Saving Clubs

100

100

100

….

Water Safety - Volunteer Marine Rescue

50

50

50

….

Westbury Recreation ground - Upgrade of Facilities

150

….

….

….

Windmill Point - Recreational Facilities

….

100

….

….

YNOT Tasmanian Youth Conference Assistance

40

….

….

….

 

 

 

 

 


 

Burnie Pool Project

Funding of $3 million has been allocated to the $8 million Burnie Pool Project to match the $3 million provided by the Australian Government and the $2 million provided by the Burnie City Council. On completion, the project will provide Burnie with an Aquatic Centre encompassing a new indoor 25 metre learn‑to‑swim pool that can be used all year round by schools, swimming clubs and surf life saving clubs. It will also fund refurbishment of the existing 50 metre pool. Funding of $2 million will be provided in 2015‑16, following on from $750 000 in 2014‑15, with $250 000 allocated in 2016‑17.

Burnie Tennis Courts

The Burnie Tennis Centre is one of the North West region's key sporting facilities. Additional funding of $250 000 in 2015‑16 is a contribution towards the re-surfacing of the courts which will cost $1 million. Burnie Council, the Burnie Tennis Club and Tennis Australia are also contributing. A contribution is also being sought from the Australian Government. This investment will assist in the retention of the Burnie International Tennis competition held annually in February to follow on from the Australian Open.

Clarence ‑ Construction of Purpose‑Built Gymnastics Centre

Funding of $500 000 has been allocated over two years commencing in 2014-15 for the construction of a purpose built gymnastic centre in the Clarence local government area. The project is a joint initiative of the Clarence Gymnastics Association and the Citywide Baptist Church which owns the land. Funding of $250 000 in 2015‑16 will finalise the Government's funding commitment.

Community Participation and Appeals Program

The Community Participation and Appeals Program will provide support for significant community events and charitable appeals. The aim of the program is to build social cohesion and participation by supporting significant community and cultural events and to facilitate the Government's contribution to raising funds for significant community appeals.

Emergency Food Relief Distribution

The Government recognises the valuable role that emergency food relief providers play in distributing donated fresh and non-perishable food through local community networks. In 2014 the Government undertook a review of emergency food relief in the State to assess the demand, social value and the costs and benefits of its continued investment. The Government has acted to ensure food security for vulnerable Tasmanians continues, and will provide $1.2 million in additional funding over the Budget and Forward Estimates period for food redistribution services.

Food Vans - Additional Support

Funding of $180 000 has been allocated over three years commencing in 2014-15 for support and to extend the reach of mobile food vans currently operating in Hobart, Launceston and Devonport. Funding of $60 000 will be provided in 2015‑16 following on from $60 000 in 2014-15, with $60 000 allocated in 2016-17.


 

Hobart and Glenorchy City Business Districts

Funding of $1 million has been allocated over two years commencing in 2014‑15 for the newly created Business District Revitalisation Fund for the greater Hobart area including the northern suburbs. The Hobart and Glenorchy City Councils are using this funding to invest in improving public spaces with the aim of increasing visitor numbers to the business districts and generating local economic growth. Funding of $500 000 in 2015‑16 will finalise the Government's funding commitment.

Hobart Pedestrian Bridge

The Australian Government has guaranteed $8 million from the ANZAC Centenary Public Fund for the construction of a pedestrian walkway linking the Cenotaph in Hobart with the Soldiers Memorial Avenue. The Public Fund is made up of donations from the Australian business community and public that will be used for projects of state and national significance during the Centenary of ANZAC period.

Funding from the Public Fund will be made available over the next three financial years as the level of donations allows for payments to be made. The Tasmanian Government will underwrite the cost of the walkway's construction to ensure it will be completed during the Centenary of World War One commemorations. The walkway is part of the broader redevelopment of the Queen's Domain that is being managed by the Hobart City Council. Two other projects - the installation of the Flame of Remembrance ($300 000) and the finalisation of the redevelopment of the Soldiers Memorial Avenue ($1.1 million) - have already received funds from the Public Fund.

Hockey Tasmania Facilities Upgrade

Hockey Tasmania's current facilities in Hobart and Launceston require the replacement of artificial turf to ensure Tasmania can continue to bid for and secure national and international hockey tournaments and continue providing facilities for junior hockey development. Funding of $300 000 per annum has been allocated in 2015‑16 and in 2016‑17 to replace turf at both hockey centres.

Kingborough Twin Ovals - Upgrade

Funding of $398 000 has been allocated over two years commencing in 2014‑15 to ensure that the Kingborough Twin Ovals meet AFL standards. The funds will be used to install coaches boxes and seating and under‑cover areas to accommodate spectators and visitors. Funding of $199 000 in 2015‑16 will finalise the Government's funding commitment.

Kingston Beach - Foreshore Redevelopment

Funding of $250 000 has been allocated over two years commencing in 2014‑15 to redevelop the Kingston Beach foreshore in partnership with the Kingborough Council. The funds will be used to improve footpaths and access to the Beach and provide more open spaces, landscaped areas, seating, and improved amenities such as showers. Funding of $125 000 in 2015‑16 will finalise the Government's funding commitment.


 

Launch the Tasmanian Climate Change Action Plan (365 Day Plan)

The Government is committed to sensible and practical measures to reduce emissions, increase energy efficiency and adapt to the projected impacts of climate change. The Department's Tasmanian Climate Change Office is currently developing a Climate Change Action Plan, to be released by the end of 2015. The Action Plan will focus on opportunities to leverage Tasmania's climate advantage to create jobs and boost economic growth, and practical actions to manage risks from climate change.

Meander Valley ‑ Blackstone Heights Pedestrian Walkways

Funding of $300 000 has been allocated in 2015‑16 to increase pedestrian safety at Blackstone Heights in partnership with the Meander Valley Council. A 1.5 kilometre pedestrian footpath will be installed when the Council undertakes substantial reshaping and resurfacing of the road, as well as drainage works and regrading of residential driveways.

Men's Sheds Support

Funding of $555 000 has been allocated over three years commencing in 2014‑15 to provide additional support to the Tasmania Men's Shed Association and to Men's Sheds around Tasmania. Funding of $185 000 will be provided in 2015‑16 following on from $185 000 in 2014‑15, with a further $185 000 allocated in 2016‑17.

North West Sports Carnival Series

Funding of $600 000 has been allocated over four years commencing in 2014-15 to the Sports Carnival Association of Tasmania to ensure the viability of the Carnival series for the North West Coast. The Carnival series is significant as it provides opportunities for the community to be actively involved as a participant or as a spectator and the region benefits from the associated economic activity. Funding of $150 000 will be provided in 2015‑16 following on from $150 000 in 2014-15, with a further $150 000 per annum allocated for 2016-17 and 2017-18.

Our Watch

This additional funding will support Tasmania's membership of Our Watch. Our Watch is a Foundation which has been established to drive nationwide change in the culture, behaviour and attitudes that lead to violence against women and children.

The Government is strongly committed to addressing family violence and providing support to those that it impacts. In addition to the new funding of $800 000 provided in the 2015-16 Budget for additional support for the prevention of family violence (for Our Watch and the implementation of reforms to improve the effectiveness of the response to family violence - through the Department of Justice), the Government currently provides estimated direct expenditure of over $16 million annually across the Departments of Health and Human Services; Police and Emergency Management; Justice; Education; and Premier and Cabinet to provide services directly aimed at dealing with family violence. Furthermore, estimated annual funding in excess of $24 million across the Departments of Health and Human Services and Education is made available to provide services that deal with family violence, such as social worker support in schools, the sexual assault service and family support services.

Physical Disability Sports Development

Funding of $114 000 has been allocated over three years commencing in 2014-15 to Physical Disability Sports Tasmania to assist those athletes with physical disabilities to try various sports and participate regularly, while also providing pathways for those who wish to compete at a state, interstate and international/Paralympic level. Funding of $38 000 will be provided in 2015‑16 following on from $38 000 in 2014-15, with a further $38 000 allocated in 2016-17.

Resetting the Relationship with the Tasmanian Aboriginal Community (365 Day Plan)

The Government will reset its relationship with the Tasmanian Aboriginal community to achieve greater understanding and respect between Tasmanian Aboriginal people and non-Aboriginal Tasmanians in a way that acknowledges Aboriginal history and culture. The Government will work with the Aboriginal community to identify actions in key areas, including recognition of Aboriginal people, connection to country and culture, and closing the gap on disadvantage. Areas for potential action already identified include consideration of further dual place names, discussions on land return and exploring joint land management, consideration of constitutional recognition and supporting Aboriginal tourism enterprises in Tasmania.

While the consultation process is underway, the Government will not preempt the level of funding to be provided for resulting initiatives out of respect for the Aboriginal community and the process. Announcements of Government support will be made in due course.

Returned and Services League (RSL) Support

Funding of $300 000 has been allocated over three years, commencing in 2014-15, to the Returned and Services League (Tasmania Branch) to support its ongoing operations and meet the increased needs of the ex‑serving community. Funding of $100 000 will be provided in 2015‑16 following on from $100 000 in 2014‑15, with a further $100 000 allocated in 2016-17.

Silverdome - Maintenance

The Silverdome is a key sporting and community asset located in the Launceston local government area that is responsible for hosting a wide range of events. Such a facility requires continuous investment to ensure that it remains compliant with workplace health and safety regulations and is fit for purpose. The Government is assessing the maintenance requirements on an annual basis and has allocated $500 000 in 2015-16 to continue the maintenance program.

Silverdome - Operating Support

The Silverdome contains a purpose built velodrome that supports the Tasmanian Institute of Sport's elite cycling program.

The venue has the ability to be used for multiple purposes, including sporting, community and entertainment events, and revenue earned from these activities is used to offset the Silverdome's running costs. Ongoing Government funding is however, still required.

In 2015-16 the Government will be exploring revenue raising opportunities for the Silverdome to allow a greater proportion of its running costs to be met from external sources.

Small Grants for Returned and Services League (RSL) Clubs

Funding of $300 000 has been allocated over three years, commencing in 2014-15, to establish the Teddy Sheean Memorial Grant Program and administer the provision of small grants for capital works in service organisations and clubs. Funding of $100 000 will be provided in 2015‑16 following on from $100 000 in 2014-15, with a further $100 000 allocated in 2016-17.

Snug to Margate Trail Project - New Walk ‑ Cycleway

Funding of $360 000 has been allocated over two years to the Kingborough Council, commencing with $60 000 provided in 2014‑15, to develop a shared trail from Snug to Margate. The remaining $300 000 of the funding has been allocated in 2015‑16 to finalise the Government's funding commitment. This Project will give these communities a new scenic and sealed pathway for walking, riding and running.

Somerset CBD - Redevelopment and Upgrade of Amenities

Funding of $250 000 has been allocated in 2015‑16 to assist the Waratah‑Wynyard Council to begin a progressive upgrade of amenities and infrastructure in Wragg Street and other redevelopment projects to reinvigorate Somerset. The projects to be undertaken by the Council will be determined through its ongoing community consultation.

St George's Church, Battery Point - Renovation and Repairs

Funding of $150 000 has been allocated over three years, commencing in 2014-15, for the renovation and repairs program for the St George's Church at Battery Point. Funding of $50 000 will be provided in 2015‑16 following on from $50 000 in 2014-15, with a further $50 000 allocated in 2016-17.

St Helens Netball Centre

Funding of $250 000 has been allocated in 2015‑16 for the construction of a Netball Centre at St Helens to provide a hub for sports and the community. The Tasmanian Government funding contribution will be matched by the Break O'Day Council.

Trail Bike Riding - Diversion Program

Funding of $160 000 has been allocated over four years, commencing in 2014-15, to establish a fund to assist with the cost of public liability insurance and licence fees for individuals and groups who wish to develop trail bike facilities to provide a safe and legal environment for trail bike riding away from private and public residences. Funding of $40 000 will be provided in 2015‑16 following on from $40 000 in 2014-15, with a further $40 000 per annum allocated in 2016-17 and 2017-18.

Trail Bike Riding - Education program

Funding of $40 000 has been allocated over four years commencing in 2014-15 for the development and undertaking of an aggressive social and print media awareness campaign to educate trail bike riders on where they can legally ride in Tasmania, and promote the take up of alternatives such as mountain bike riding. Funding of $10 000 will be provided in 2015‑16 following on from $10 000 in 2014-15, with a further $10 000 per annum allocated in 2016-17 and 2017-18.

Volunteering Tasmania

Volunteering and recognising volunteers is a priority for the government. Strategies to increase and sustain volunteering by Tasmanians are critical to the future social and economic prosperity of the State.

In recognition of the crucial role that Volunteering Tasmania performs in supporting skills for volunteers and economic development in Tasmania, the Government is this year recognising it as the Peak Body for volunteering in Tasmania. A total of $260 000 per annum will be provided to Volunteering Tasmania, comprising $90 000 per annum in base funding and an additional $170 000 per annum being provided to Volunteering Tasmania to undertake specific projects that progress volunteering in the State. This support represents a strategic investment for Volunteering Tasmania to allow it to continue to build social capital and contribute to the economy.

Water Safety - Local Government

Funding of $150 000 has been allocated over three years commencing in 2014-15 for the establishment of a Water Safety Fund to assist local government in implementing initiatives and services to address water safety concerns in their respective municipalities. Funding of $50 000 will be provided in 2015‑16 following on from $50 000 in 2014-15, with a further $50 000 allocated in 2016-17.

Water Safety - Surf Life Saving Clubs

There are 14 surf life saving clubs across the State operating under the Surf Life Saving Clubs banner. These clubs provide free life saving services on Tasmanian beaches, as well as water safety education and training and a variety of surf life saving sports and recreational programs. Additional funding of $400 000 has been allocated over four years commencing in 2014‑15 to Surf Life Saving Tasmania to offset increasing operational and program costs. Funding of $100 000 will be provided in 2015‑16 following on from $100 000 in 2014-15, with a further $100 000 per annum allocated in 2016-17 and 2017-18.

Water Safety - Volunteer Marine Rescue

Funding of $200 000 has been allocated over four years commencing in 2014-15 for Volunteer Marine Rescue units to provide critical inland, inshore and offshore search and rescue services in Tasmania. Funding of $50 000 will be provided in 2015‑16 following on from $50 000 in 2014-15, with a further $50 000 per annum allocated in 2016-17 and 2017-18.

Westbury Recreation Ground - Upgrade of Facilities

Funding of $150 000 has been allocated in 2015-16 for the redevelopment of facilities at the Westbury Recreation Ground. The redevelopments at the ground include new change rooms, toilet amenities and storage facilities.

Women on Boards Strategy 2015-19 (365 Day Plan)

The Women on Boards Strategy 2015-19, to be released in June 2015, will help address the gender imbalance of membership of government boards and committees. The revised Women on Boards Strategy will place a strong emphasis on the Tasmanian Government leading by example in appointing more women to board positions.

YNOT Tasmanian Youth Conference Assistance

Funding of $40 000 has been allocated in 2015-16 to assist the Youth Network of Tasmania (YNOT) with organisation of the Tasmanian Youth Conference in 2015-16 and 2016-17.

Output Restructure

From 1 July 2015, the management of the day-to-day operations of Service Tasmania shops and Tasmania Online will transfer to the Department of Premier and Cabinet from the Department of Primary Industries, Parks, Water and Environment and Department of Education respectively. All services formerly delivered by lead agencies responsible for Service Tasmania shops, telephone services and Service Tasmania Online will be merged into Output 3.2 Management and Ongoing Development of Service Tasmania.

A new Output 6.5 Women's Policy has been created that is the responsibility of the Minister for Women for 2015‑16 and over the Forward Estimates period.

The responsibility for Outputs 3.1 Information and Communications Technology (ICT) Policy Development and Implementation and 3.3 Delivery of IT Services has been assigned to the Minister for Information Technology and Innovation in this year's Budget papers.

With the transfer of the responsibility for Sport and Recreation and Service Tasmania shop operations and Tasmania Online into the Department a review of overhead allocations across all outputs was undertaken during 2014-15. As a result of this review there have been significant adjustments to output budgets while in aggregate the change has had no budget impact for the Department. The overhead allocation for the Department is correctly reflected in each output budget in accordance with the output methodology and provides improved accountability and transparency.

Output Information

Outputs of the Department of Premier and Cabinet are provided under the following Output Groups:

·       Output Group 1 ‑ Support for Executive Decision Making;

·       Output Group 2 ‑ Government Processes and Services;

·       Output Group 3 ‑ Electronic Services for Government Agencies and the Community;

·       Output Group 4 ‑ State Service Management;

·       Output Group 5 ‑ Security and Emergency Management;

·       Output Group 6 ‑ Communities, Sport and Recreation; and

·       Output Group 7 ‑ Local Government.

Table 8.2 provides an Output Group Expense Summary for the Department.


 

Table 8.2:          Output Group Expense Summary

 

2014-15)

 

Budget)

2015-16)

 

Budget)

2016-17)

Forward)

Estimate)

2017-18)

Forward)

Estimate)

2018-19)

Forward)

Estimate)

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

Premier

 

 

 

 

 

 

 

 

 

 

 

Output Group 1 - Support for Executive Decision Making

 

 

 

 

 

1.1  Strategic Policy and Advice1

 6 139)

 3 888)

 4 055)

 4 053)

 4 128)

 

 6 139)

 3 888)

 4 055)

 4 053)

 4 128)

Output Group 2 - Government Processes and Services

 

 

 

 

 

2.1  Management of Executive Government Processes2

 5 199)

 5 413)

 5 364)

 5 337)

 5 441)

2.2  Principal and Subordinate Legislation

 3 237)

 3 433)

 3 288)

 3 204)

 3 262)

2.3  Tasmanian Government Courier

  671)

  637)

  660)

  668)

  682)

2.4  Corporate Support to Ministerial and Parliamentary Offices and the Office of the Governor2

 1 699)

 2 285)

 2 358)

 2 361)

 2 395)

 

 10 806)

 11 768)

 11 670)

 11 570)

 11 780)

Output Group 3 - Electronic Services for Government Agencies and the Community

 

 

 

 

 

3.2  Management and Ongoing Development of Service Tasmania3

 16 135)

 16 154)

 16 049)

 16 391)

 16 772)

 

 16 135)

 16 154)

 16 049)

 16 391)

 16 772)

Output Group 4 - State Service Management

 

 

 

 

 

4.1  State Service Employment and Management

 4 461)

 4 155)

 3 803)

 4 277)

 5 424)

 

 4 461)

 4 155)

 3 803)

 4 277)

 5 424)

Output Group 5 - Security and Emergency Management

 

 

 

 

 

5.1  Security and Emergency Management2

  511)

  775)

  748)

  738)

  751)

 

  511)

  775)

  748)

  738)

  751)

Output Group 6 - Community, Sport and Recreation

 

 

 

 

 

6.1  Community Development - Policy Advice and Ongoing Community Development4

 6 676)

 9 652)

 9 580)

 9 301)

 9 647)

6.3  Veterans' Affairs5

  931)

 2 543)

 3 547)

 2 151)

  354)

 

 7 607)

 12 195)

 13 127)

 11 452)

 10 001)

 

 

 

 

 

 

Grants and Subsidies

 6 249)

 6 405)

 6 585)

 6 769)

 6 959)

 

 

 

 

 

 

Capital Investment Program

  250)

  250)

  250)

  250)

  250)

 

Table 8.2:          Output Group Expense Summary (continued)

 

2014-15)

 

Budget)

2015-16)

 

Budget)

2016-17)

Forward)

Estimate)

2017-18)

Forward)

Estimate)

2018-19)

Forward)

Estimate)

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

Minister for Environment, Parks and Heritage

 

 

 

 

 

 

 

 

 

 

 

Output Group 1 - Support for Executive Decision Making

 

 

 

 

 

1.2  Climate Change

 1 480)

 1 363)

 1 404)

 1 395)

 1 422)

 

 1 480)

 1 363)

 1 404)

 1 395)

 1 422)

 

 

 

 

 

 

Minister for Sport and Recreation

 

 

 

 

 

 

 

 

 

 

 

Output Group 6 - Community, Sport and Recreation

 

 

 

 

 

6.4  Sport and Recreation6

 31 512)

 12 198)

 8 579)

 8 980)

 7 183)

 

 31 512)

 12 198)

 8 579)

 8 980)

 7 183)

 

 

 

 

 

 

Grants and Subsidies

  500)

  500)

  500)

  500)

  500)

 

 

 

 

 

 

Minister for Planning and Local Government

 

 

 

 

 

 

 

 

 

 

 

Output Group 7 - Local Government

 

 

 

 

 

7.1  Local Government7

 3 647)

 3 183)

 1 790)

 1 791)

 1 827)

 

 3 647)

 3 183)

 1 790)

 1 791)

 1 827)

 

 

 

 

 

 

Minister for Aboriginal Affairs

 

 

 

 

 

 

 

 

 

 

 

Output Group 6 - Community, Sport and Recreation

 

 

 

 

 

6.2  Office of Aboriginal Affairs8

  972)

 1 080)

 1 021)

 1 037)

 1 051)

 

  972)

 1 080)

 1 021)

 1 037)

 1 051)

 

 

 

 

 

 

 Minister for Women

 

 

 

 

 

 

 

 

 

 

 

Output Group 6 - Community, Sport and Recreation

 

 

 

 

 

6.5  Women's Policy9

....)

  499)

  510)

  522)

  532)

 

....)

  499)

  510)

  522)

  532)

 

 

 

 

 

 


 

Table 8.2:          Output Group Expense Summary (continued)

 

 

2014-15)

 

Budget)

2015-16)

 

Budget)

2016-17)

Forward)

Estimate)

2017-18)

Forward)

Estimate)

2018-19)

Forward)

Estimate)

 

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

 

 

Minister for Information Technology and Innovation

 

 

 

 

 

 

 

 

 

 

 

 

 

Output Group 3 - Electronic Services for Government Agencies and the Community

 

 

 

 

 

 

3.1  Information and Communications Technology (ICT) Policy Development and Implementation

 1 300)

 1 263)

 1 301)

 1 313)

 1 339)

 

3.3  Delivery of IT Services10

 30 300)

 28 101)

 27 060)

 27 699)

 28 958)

 

 

 31 600)

 29 364)

 28 361)

 29 012)

 30 297)

 

 

 

 

 

 

 

 

TOTAL

 121 869)

 103 777)

 98 452)

 98 737)

 98 877)

 

 

 

 

 

 

 

Notes:

1.   The decrease in Strategic Policy and Advice in 2015-16 reflects the reallocation of overhead costs across Outputs which were predominately funded from this Output.

2.   The increase in Management of Executive Government Processes, Corporate Support to Ministerial and Parliamentary Offices and the Office of the Governor and Security and Emergency Management in 2015‑16 reflects the reallocation of overhead costs that were previously funded from Output 1.1 Strategic Policy and Advice.

3.   The 2014-15 Budget comparative figures presented for this Output have been adjusted to reflect the transfer of Service Tasmania from the Department of Primary Industries, Parks, Water and Environment to the Department of Premier and Cabinet. Accordingly, the 2014-15 figures will differ from those published in the 2014-15 Budget.

4.   The increase in Community Development - Policy Advice and Ongoing Community Development in 2015‑16 reflects the centralisation of the Department's grants programs and staff who manage the programs, the reallocation of overhead costs that were previously funded from Output 1.1 Strategic Policy and Advice and budget initiatives offset by the transfer of funds for Output 6.5 Women's Policy.

5.   The increase in Veterans' Affairs is primarily due to funding for the Hobart Pedestrian Bridge and the reallocation of overhead costs that were previously funded from Output 1.1 Strategic Policy and Advice.

6.   The decrease in Sport and Recreation is due to a one-off grant of $15 million in 2014‑15 for the redevelopment of Blundstone Arena, the funding profile for 2014-15 and 2015-16 reflecting time-limited election commitments and centralisation of the Department's grants programs and staff who manage the programs.

7.   The decrease in Local Government is due to the funding profile for 2014-15 and 2015-16 reflecting time-limited election commitments, offset by the reallocation of overhead costs that were previously funded from Output 1.1 Strategic Policy and Advice.

8.   The increase in Office of Aboriginal Affairs in 2015‑16 is primarily due to the reallocation of overhead costs that were previously funded from Output 1.1 Strategic Policy and Advice.

9.   The increase in Women's Policy is due to the creation of Output 6.5 in 2015-16 from funds transferred from Output 6.1 - Community Development - Policy Advice and Ongoing Community Development.

10. The decrease in Delivery of IT Services is due to negotiated reductions in supplier contracts for services, reductions in employee costs for non-core business activities and the expected completion of the Modern Communications Project.

 

 


 

Output Group 1:   Support for Executive Decision Making

1.1 Strategic Policy and Advice

This Output assists the Government to achieve its vision for Tasmania by providing high quality policy services to the Premier and Cabinet. DPAC's Policy Division leads and supports the development and implementation of whole‑of‑government processes and policies. It also manages and coordinates intergovernmental relations, including Tasmania's response to the agendas of the Council of Australian Governments (COAG) and the Council for the Australian Federation; Australian Government Parliamentary Committee inquiries; and international treaties.

1.2 Climate Change

This Output facilitates the activities of the Tasmanian Climate Change Office, which coordinates the development and implementation of government policy and initiatives relating to reducing Tasmania's greenhouse gas emissions and adapting to the impacts of climate change.

Table 8.3:          Performance Information ‑ Output Group 1

Performance Measure

Unit of Measure

2012‑13

Actual

2013‑14

Actual

2014-15

Target

2015-16

Target

 

 

 

 

 

 

Strategic policy and advice

 

 

 

 

 

Percentage of Cabinet Advisories that are submitted to the Cabinet Office on time

%

85

88

90

90

Selected policy outputs must meet the minimum benchmark as measured against agreed quality standards

%

80

92

93

95

Satisfaction of key clients with delivery of policy services as measured by survey1

%

na

87

88

88

 

 

 

 

 

 

Climate change

 

 

 

 

 

Percentage of strategic policy initiatives completed on time

%

95

95

95

95

Selected policy outputs must meet the minimum benchmark as measured against agreed quality standards

%

77

92

93

95

Satisfaction of key clients with delivery of policy services as measured by survey1

%

na

100

100

100

 

 

 

 

 

 

Note:

1.   New performance measure introduced for 2013‑14.

Output Group 2:   Government Processes and Services

2.1 Management of Executive Government Processes

This Output provides administrative support for Executive Government bodies such as Cabinet and the Executive Council, management of machinery of government matters, coordination of State protocol, management of communications policy and advice and other Executive Government processes.

2.2 Principal and Subordinate Legislation

This Output provides a legislative drafting service for new legislation and amendments to existing legislation, advice on legislative matters, an up‑to‑date electronic database of Tasmanian legislation and is responsible for printing Gazettes and legislation. This Output is provided by the Office of Parliamentary Counsel.

2.3 Tasmanian Government Courier

This Output includes a courier service providing incoming and outgoing mail facilities to government and regional offices.

2.4 Corporate Support to Ministerial and Parliamentary Offices and the Office (of the Governor

This Output provides the financial, human resources, information systems, records and property management services to support the Ministerial and Parliamentary offices, the Office of the Governor and other Outputs of the Department.

Table 8.4:          Performance Information ‑ Output Group 2

Performance Measure

Unit of Measure

2012‑13

Actual

2013‑14

Actual

2014-15

Target

2015-16

Target

 

 

 

 

 

 

Management of Executive Government processes

 

 

 

 

 

Number of meetings of Cabinet supported

Number

47

41

46

46

Number of meetings of Executive Council supported

Number

23

23

23

23

Number of official visits to Tasmania managed

Number

16

13

13

17

Number of official functions organised

Number

10

6

8

8

Average percentage of services delivered to specified quality standards

%

99

99

>95

>95

 

 

 

 

 

 

Principal and subordinate legislation

 

 

 

 

 

Number of hits per year on the Tasmanian legislation website (EnAct)

Number

(million)

12

18

20

20

 

 

 

 

 

 

Tasmanian Government courier

 

 

 

 

 

Number of daily deliveries/collections

Number

358

358

358

358

Percentage change of delivery costs1

%

na

(8.6)

GOE

GOE

Percentage of mail received within Tasmania at the intended destination within a 24 hour period

%

na

96

>95

>95

 

 

 

 

 

 

Note:

1.   The percentage change of the cost per delivery/collection point is ≤ indexation of general operating expenses (GOE).

Output Group 3:   Electronic Services for Government (((((((((((((((((((((Agencies and the Community

3.1 Information and Communications Technology Policy Development and (Implementation

This Output provides coordination, development and implementation of whole‑of‑government information systems, telecommunications, information management strategies and policies. This is aimed at improving and modernising the ICT operations and statistical capability of government in Tasmania. This Output is primarily provided by the Office of eGovernment.

3.2 Management and Ongoing Development of Service Tasmania

This Output develops new services and manages the delivery of customer service to the Tasmanian community through Service Tasmania's service centres, the Integrated Tasmanian Government Contact Centre and Service Tasmania Online. This Output is provided by Service Tasmania.

3.3 Delivery of IT Services

This Output facilitates delivery of information and communications technology services across Government, including wide area networking, internet, whole‑of‑government directory services, data centre facilities, fixed and mobile telephony, mobile data, IT system hosting and support, email and unified communications, human resource systems and business reporting. This Output is provided by the Telecommunications Management Division (TMD).

Table 8.5:          Performance Information ‑ Output Group 3

Performance Measure

Unit of Measure

2012‑13

Actual

2013‑14

Actual

2014-15

Target

2015-16

Target

 

 

 

 

 

 

Information and communications technology (ICT) policy development and implementation

 

 

 

 

 

Number of unique visits to eGovernment website

Number

38 276

37 985

40 000

40 000

Selected ICT policy outputs must meet the minimum benchmark as measured against agreed quality standards1,2

%

na

na

80

80

Satisfaction of key clients with delivery of ICT policy services as measured by survey2

%

na

82

83

83

 

 

 

 

 

 

Management and ongoing development of Service Tasmania

 

 

 

 

 

Number of services provided over the counter by Service Tasmania

Number

574

599

600

600

Number of bill payment services provided over the phone by Service Tasmania

Number

40

38

40

40

Table 8.5:          Performance Information ‑ Output Group 3 (continued)

Performance Measure

Unit of Measure

2012‑13

Actual

2013‑14

Actual

2014-15

Target

2015-16

Target

 

 

 

 

 

 

Number of bill payment services provided over the Internet by Service Tasmania

Number

40

38

40

40

Percentage of calls from the public answered by the Integrated Government Contact Centre within 20 seconds

%

80

84

85

85

Number of calls answered by the Integrated Government Contact Centre2

Number

238 700

229 389

290 000

420 000

Percentage of customers satisfied or very satisfied with their most recent contact with Service Tasmania3

%

na

92

92

92

Satisfaction of key clients with delivery of policy services as measured by survey3

%

na

92

92

92

Customer satisfaction - transactions through Service Tasmania shops resulting in a formal complaint4

%

.002

.003

.003

.003

 

 

 

 

 

 

Delivery of information and telecommunications technology services

 

 

 

 

 

Number of fixed telephone services5

Number

27 027

27 905

25 000

25 000

Number of mobile telephone and data services

Number

11 541

11 203

11 000

11 000

Number of broadband connection services

Number

1 031

1 028

1 000

1 000

Number of remote access connection services

Number

5 378

5 658

6 000

6 000

Number of Wi-Fi access points6

Number

na

2 825

3 000

3 000

Number of Government email boxes6

Number

na

37 475

35 000

35 000

Number of Government business reports produced6

Number

na

496 627

500 000

500 000

Number of Government payment summaries produced6

Number

na

37 643

37 000

37 000

Total percentage of customer calls resolved within agreed service level agreements

%

96

95

95

95

Number of customers using TMD Finance One hosting services6

Number

na

4

5

5

 

 

 

 

 

 

Notes:

1.   The selection process used in 2012-13 and 2013-14 did not allow a sufficient sample size to be assessed for this measure to be meaningful. The scope of the data collection was expanded in 2014‑15 to include a broader range of ICT policy outputs.

2.   A project is currently underway to transfer the Transport Enquiry Service (TES) from the Department of State Growth. The new service will be fully operational from 1 July 2015 and is expected to receive approximately 130 000 calls per annum.

3.   New performance measure introduced for 2013‑14.

4.   New performance measure which has been transferred from the Department of Primary Industries, Parks, Water and Environment. A review of performance measures for Service Tasmania will be undertaken in 2015‑16.

5.   TMD is replacing the current redundant fixed line telephony system with new technology Voice over Internet Protocol (VoIP). The target is expected to reduce as customers take up more contemporary technology solutions.

6.   New performance measure introduced in 2014‑15.

Output Group 4:   State Service Management

4.1 State Service Employment and Management

This Output covers the activities of the State Service Management Office (SSMO) to support the Premier in administering the State Service Act 2000 and to assist the Employer and the Head of the State Service through provision of high quality policy advice on State Service workforce management and development, including:

·       workforce reform - implementing revised governance arrangements and reforms to achieve a positive and high performing workforce;

·       workforce management and relations - ensuring the employment framework enhances productivity through employment policy and programs, industrial relations, work health, safety and wellbeing and central vacancy management; and

·       workforce development - facilitating ongoing development of the workforce to build and enhance its capabilities through workforce planning, leadership and management programs, and through training, education and development delivered and/or managed through The Training Consortium.

Table 8.6:          Performance Information ‑ Output Group 4

Performance Measure

Unit of Measure

2012‑13

Actual

2013‑14

Actual

2014-15

Target

2015-16

Target

 

 

 

 

 

 

State Service employment and management

 

 

 

 

 

Workforce reform projects1

Number

2

2

2

2

Workforce management and relations projects1

Number

2

2

2

2

Workforce development projects1

Number

3

3

3

3

The Training Consortium (TTC) events

Number

373

259

300

250

Participants in TTC programs2,3

Number

6 035

3 850

2 500

2 000

Participants in ANZSOG leadership programs4

Number

103

36

20

3

Proportion successfully completing external leadership programs

%

95

97

90

90

Finalised wage agreements in force5

Number

14

17

16

20

 

 

 

 

 

 

Notes:

1.   Workforce activities relate to projects under the Key Priority Areas of the SSMO Business Plan.

2.   In 2012‑13 TTC ran a number of unplanned programs on behalf of member organisations resulting in an additional 2 400 registrations for that period.

3.   The reduced target for 2015-16 reflects a greater focus on courses in key priority areas and reflects agencies delivering more in-house programs often facilitated by TTC.

4.   Figures up to 2014-15 included the Public Sector Management Program previously administered by SSMO and ANZSOG.

5.   This measure relates to wage agreements in force. In addition, a number of non‑wage agreements and industrial awards are in force.

Output Group 5:   Security and Emergency Management

5.1 Security and Emergency Management

This Output provides policy advice to the Tasmanian Government regarding prevention, preparedness and recovery arrangements for natural hazards and security related threats. This Output is provided by the Office of Security and Emergency Management (OSEM).

Table 8.7:          Performance Information ‑ Output Group 5

Performance Measure

Unit of Measure

2012‑13

Actual

2013‑14

Actual

2014-15

Target

2015-16

Target

 

 

 

 

 

 

Security and emergency management

 

 

 

 

 

Selected policy outputs must meet the minimum benchmark as measured against agreed quality standards1

%

na

81

82

82

Satisfaction of key clients with delivery of policy services as measured by survey1

%

na

87

88

88

 

 

 

 

 

 

Note:

1.   New performance measure introduced in 2013‑14.

Output Group 6:   Communities, Sport and Recreation

6.1 Community Development ‑ Policy Advice and Ongoing Community (((((Development

This Output focuses on building individual and community capacity and increasing participation in community life and the economy.

The Output supports: Aboriginal people; children and young people; migrants and refugees; people with disabilities; women; seniors; veterans; volunteers; and the lesbian, gay, bisexual, transgender and intersex community. It aims to build the capacity of Tasmanians to work together in addressing common interests.

6.2 Office of Aboriginal Affairs

The Office of Aboriginal Affairs (OAA) is responsible for developing, implementing and overseeing policies and legislative arrangements including the Aboriginal Lands Act 1995, the Tasmanian Aboriginal and Dual Naming Policy, the Aboriginal employment register, and cultural permits. OAA supports consultation and engagement with the Tasmanian Aboriginal community and provides high-level advice to the Premier and Minister for Aboriginal Affairs.


 

OAA assists the Tasmanian Aboriginal community to improve social, cultural and economic outcomes, and to promote greater understanding and acceptance of Aboriginal culture.

OAA also:

·       provides advice to the Government on policies and practices affecting the Tasmanian Aboriginal community;

·       assists government and non-government sectors with information about, and access to, programs, services and issues; and

·       develops, administers and coordinates policy development affecting the Tasmanian Aboriginal community.

6.3 Veterans' Affairs

This Output supports and promotes the role of Tasmanian veterans and ex‑serving personnel through a number of programs and activities including:

·       policy advice and support for the Parliamentary Secretary to the Premier;

·       coordination of the Tasmanian Government Centenary of ANZAC commemoration activities;

·       delivery of the Centenary of ANZAC and Teddy Sheean Memorial Grants Programs, the Lieutenant Colonel Harry Murray VC Scholarships, the annual State Government Reception for current serving personnel and the Frank MacDonald MM Memorial Prize; and

·       executive support for the Tasmanian Veterans' Advisory Council, the Centenary of ANZAC Steering Committee and the ANZAC Day Trust.

There is also ongoing liaison with ex‑service organisations including administration of a Grant Deed with the Returned and Services League of Australia, Tasmania Branch.

6.4 Sport and Recreation

This Output contributes to a range of Tasmanian Government health, economic and social policies through development of opportunities to encourage widespread Tasmanian participation in physical activity, sport and active recreation. This includes a focus on increasing physical activity, supporting the provision of appropriate sport and active recreation infrastructure, developing the sport and active recreation sector and providing the best possible opportunities for Tasmania's elite athletes.

6.5 Women's Policy

This Output contributes to the development and implementation of policy for the prevention of and response to family violence, coordinates whole‑of‑government work on family violence and promotes opportunities for women's leadership, recognition, and economic and social participation. This is achieved by coordinating policy positions across government and providing informed advice on women's policy related issues to the Premier and Minister for Women. This Output coordinates the Tasmanian Women's Council, which provides advice to Government on implementation of the Tasmanian Women's Plan and administers the Tasmanian Honour Roll of Women.


 

Table 8.8:          Performance Information ‑ Output Group 6

Performance Measure

Unit of Measure

2012‑13

Actual

2013‑14

Actual

2014-15

Target

2015-16

Target

 

 

 

 

 

 

Representation of women on Government boards and committees

%

35

34

35

36

Selected policy outputs must meet the minimum benchmark as measured against agreed quality standards1

%

na

83

90

90

Satisfaction of key Government agency stakeholders with policy development processes as measured by survey2

%

na

97

98

98

 

 

 

 

 

 

Total number of new Seniors Cards and new Companion Cards issued

 

 

 

 

 

New Seniors Cards issued

Number

7 401

7 128

7 500

7 500

New Companion Cards issued

Number

180

203

200

200

 

 

 

 

 

 

Total number of new businesses registered with the Seniors Card program and number of new Companion Card affiliates registered

 

 

 

 

 

New Seniors Card program business partners3

Number

96

117

70

70

Number of new business, venues, events affiliated with the Companion Card program

Number

4

2

5

5

 

 

 

 

 

 

Number of Aboriginal people issued licences to practise cultural activities including hunting, fishing and gathering cultural activities4

Number

93

50

91

95

Number of Aboriginal identified positions in the State Service that are filled by Aboriginal people or Torres Strait Islanders5

Number

62

66

61

65

 

 

 

 

 

 

Percentage of applicants satisfied with public grants program administration6

%

na

92

95

95

 

 

 

 

 

 

Tasmanian regular participation rate in any physical activity7

% of population

na

26.5

na

na

Percentage of Tasmanians over the age of 18 who are physically active for at least 30 minutes on at least five days of the week8

% of population

na

na

na

27

Performance of Tasmanian athletes at benchmark international sporting events9

Number

15

22

15

17

 

 

 

 

 

 

Notes:

1.   New performance measure introduced in 2013‑14.

2.   Data from surveys conducted with key Tasmanian Government stakeholders in 2013 and 2014 in relation to their satisfaction with the policy consultation and development process.

3.   No recruitment campaign for new business partners will be undertaken in 2014-15.

4.   An increase in licences issued in 2014-15 and 2015-16 is due to the cultural mutton birding season being declared for Fort Direction for 2015.

5.   The number of Aboriginal people occupying Identified positions in the State Service is expected to decrease in 2014‑15 due to the overall reduction in State Services employees.

6.   Data from survey sent to applicants of grants administered by the Communities, Sport and Recreation Tasmania Output Group.

7.   Data for the measure has been derived from the Australian Bureau of Statistics release Participation in Sport and Physical Recreation, Australia (Cat.No.4177.0). This performance measure represents the percentage of the Tasmanian population aged 15 years and over who regularly participated in physical activity for exercise, recreation or sport at least three times weekly. The data release was in February 2015 for 2013‑14.

8.   The data for this measure will be derived from the National Health Survey released every three years (2015, 2018 and 2021).

9.   This performance measure represents the number of Tasmanian Institute of Sport athletes that achieved finals and/or top eight results at benchmark international sporting events.

 

Output Group 7:   Local Government

7.1 Local Government

This Output coordinates the activities of the Local Government Division. The Division contributes to the wellbeing of local communities through promoting a sustainable and vibrant local government sector and supporting the strong collaborative relationships between the Tasmanian Government and local government. It does this by developing and maintaining a policy and legislative framework for matters relevant to local government; contributing to the effectiveness of the Premier's Local Government Council; providing executive support to the Local Government Board; and other forms of engagement between the Tasmanian Government and local government.

This Division is also currently engaged in a process to consider ways to improve the effectiveness and efficiency of local government by working collaboratively with councils to model options for voluntary amalgamations and strategic resource sharing.

Table 8.9:          Performance Information ‑ Output Group 7

Performance Measure

Unit of Measure

2012‑13

Actual

2013‑14

Actual

2014-15

Target

2015-16

Target

 

 

 

 

 

 

Local government

 

 

 

 

 

Number of formal face-to-face visits with councils to discuss current issues

Number

41

36

40

40

Selected policy outputs must meet the minimum benchmark as measured against agreed quality standards1

%

na

81

85

85

Satisfaction of key clients with delivery of policy services as measured by survey1

%

na

89

88

88

 

 

 

 

 

 

Note:

1.   New performance measure introduced in 2013‑14.

Capital Investment Program

Table 8.10 provides financial information for the Department's Capital Investment Program. For more information on the Capital Investment Program, see chapter 6 of The Budget in Budget Paper No 1.

Table 8.10:        Capital Investment Program

 

Estimated)

Total)

Cost)

2015-16)

 

Budget)

2016-17)

Forward)

Estimate)

2017-18)

Forward)

Estimate)

2018-19)

Forward)

Estimate)

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

Minister for Sport and Recreation

 

 

 

 

 

Silverdome - Maintenance

  500)

  500)

....)

....)

....)

 

 

 

 

 

 

Premier

 

 

 

 

 

Integrated Tasmanian Government Contact Centre (ITGCC)        

  560)

  555)

  5)

....)

....)

Service Tasmania Shops Capital Investment

Ongoing)

  250)

  250)

  250)

  250)

 

 

 

 

 

 

Total CIP Allocations

 

 1 305)

  255)

  250)

  250)

 

 

 

 

 

 

Silverdome - Maintenance

The Silverdome is a key sporting and community asset located in the Launceston local government area that is responsible for hosting a wide range of events. This Project provides funding for upgrades to ensure that the Silverdome complex remains compliant with workplace health and safety regulations.

Integrated Tasmanian Government Contact Centre (ITGCC)

Members of the Tasmanian community are able to contact the Government through the Integrated Tasmanian Government Contact Centre (ITGCC) on its one telephone number to obtain assistance, information and resources, or to obtain contact details for relevant Tasmanian Government staff or departments. The aims of the ITGCC Project are to improve customer service delivery, making it easier for Tasmanians to conduct their business with Government over the telephone and to ensure that Government contact centre services are cost effective and sustainable for the future. This funding will be used to procure a suitable ICT solution for deployment in the existing ITGCC managed and operated by Service Tasmania.

Service Tasmania Shops Capital Investment

The Capital Investment Program allocation provides for a refurbishment and upgrades program for Service Tasmania shops and for the regular replacement and/or upgrade of essential Service Tasmania related technology and infrastructure.


 

Detailed Budget Statements

Table 8.11:        Statement of Comprehensive Income

 

 

2014-15)

 

Budget1)

2015-16)

 

Budget)

2016-17)

Forward)

Estimate)

2017-18)

Forward)

Estimate)

2018-19)

Forward)

Estimate)

 

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

 

 

Revenue and other income from transactions

 

 

 

 

 

 

Appropriation revenue - recurrent2

 74 490)

 59 572)

 54 875)

 54 530)

 51 798)

 

Appropriation revenue - works & services3

 1 099)

  756)

  255)

  250)

  250)

 

Other revenue from government4

  265)

  725)

....)

....)

....)

 

Grants5

....)

  79)

  79)

  79)

  79)

 

Sales of goods and services6

 35 461)

 32 308)

 33 113)

 33 937)

 36 603)

 

Other revenue7

 2 399)

 1 978)

 1 978)

 1 979)

 1 978)

 

Total revenue and other income from transactions

 113 714)

 95 418)

 90 300)

 90 775)

 90 708)

 

 

 

 

 

 

 

 

Expenses from transactions

 

 

 

 

 

 

Employee benefits8

 46 112)

 47 138)

 46 837)

 47 706)

 49 463)

 

Depreciation and amortisation

 1 485)

  973)

  898)

  745)

  919)

 

Supplies and consumables9

 35 992)

 32 233)

 30 887)

 31 597)

 33 131)

 

Grants and subsidies2

 27 894)

 16 736)

 12 934)

 11 558)

 8 042)

 

Other expenses10

 4 137)

  292)

  311)

  362)

  363)

 

Total expenses from transactions

 115 620)

 97 372)

 91 867)

 91 968)

 91 918)

 

 

 

 

 

 

 

 

Net result from transactions (net operating balance)

(1 906)

(1 954)

(1 567)

(1 193)

(1 210)

 

 

 

 

 

 

 

 

Net result

(1 906)

(1 954)

(1 567)

(1 193)

(1 210)

 

 

 

 

 

 

 

 

Other economic flows - other non-owner changes in equity

 

 

 

 

 

 

Other movements taken directly to equity

 30 029)

(1 592)

....)

....)

....)

 

Total other economic flows - other non-owner changes in equity

 30 029)

(1 592)

....)

....)

....)

 

 

 

 

 

 

 

 

Comprehensive result

 28 123)

(3 546)

(1 567)

(1 193)

(1 210)

 

 

 

 

 

 

 

Notes:

1.   The 2014‑15 Budget comparative figures presented in this Table have been adjusted to reflect the transfer of Service Tasmania from the Department of Primary Industries, Water and Environment (DPIPWE) to the Department of Premier and Cabinet (DPAC). Accordingly, the 2014‑15 figures for this Department will differ from those published in the 2014‑15 Budget.

2.   The decrease in Appropriation revenue ‑ recurrent and Grants and subsidies in 2015‑16 is due to a one-off grant  of $15 million in 2014-15 for the redevelopment of Blundstone Arena and the funding profile for 2014-15 and 2015‑16 reflecting time-limited election commitments, offset by Budget initiatives for 2015-16.

3.   The movement in Appropriation revenue ‑ works & services reflects funding provided for the Integrated Tasmanian Government Contact Centre (ITGCC) and the Silverdome.

4.   Other revenue from government in 2015-16 reflects the level of funding expected to be carried forward under section 8A(2) of the Public Accounts Act 1986 from 2014‑15 for the ITGCC and a small number of election commitments.

5.   The increase in Grants in 2015‑16 reflects the recognition of the funds for Australia Day grants.

6.   The decrease in Sales of goods and services in 2015‑16 reflects a decrease in revenue collected by the Office of Parliamentary Counsel, TMD and The Training Consortium.

7.   The decrease in Other revenue in 2015‑16 reflects the projected decrease in Silverdome trust fund revenue.

8.   The increase in Employee benefits in 2015‑16 reflects the reallocation of operational costs of the ITGCC from Other expenses.

9.   The decrease in Supplies and consumables in 2015‑16 reflects the impact of savings strategies required to be implemented in the 2014-15 Budget.

10. The decrease in Other expenses in 2015‑16 reflects the reallocation of operational costs of the ITGCC to Employee benefits and Supplies and consumables.

 

Table 8.12:        Statement of Comprehensive Income ‑ Administered

 

 

2014-15)

 

Budget)

2015-16)

 

Budget)

2016-17)

Forward)

Estimate)

2017-18)

Forward)

Estimate)

2018-19)

Forward)

Estimate)

 

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

 

 

Revenue and other income from transactions

 

 

 

 

 

 

Appropriation revenue - recurrent

 6 249)

 6 405)

 6 585)

 6 769)

 6 959)

 

Total revenue and other income from transactions

 6 249)

 6 405)

 6 585)

 6 769)

 6 959)

 

 

 

 

 

 

 

 

Expenses from transactions

 

 

 

 

 

 

Grants and subsidies

 6 249)

 6 405)

 6 585)

 6 769)

 6 959)

 

Total expenses from transactions

 6 249)

 6 405)

 6 585)

 6 769)

 6 959)

 

 

 

 

 

 

 

 

Net result from transactions (net operating balance)

....)

....)

....)

....)

....)

 

 

 

 

 

 

 

 

Net result

....)

....)

....)

....)

....)

 

 

 

 

 

 

 

 

Comprehensive result

....)

....)

....)

....)

....)

 

 

 

 

 

 

 


 

Table 8.13:        Revenue from Appropriation by Output

 

2014-15)

 

Budget)

2015-16)

 

Budget)

2016-17)

Forward)

Estimate)

2017-18)

Forward)

Estimate)

2018-19)

Forward)

Estimate)

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

Premier

 

 

 

 

 

 

 

 

 

 

 

Output Group 1 - Support for Executive Decision Making

 

 

 

 

 

1.1  Strategic Policy and Advice1

 6 228)

 3 932)

 3 927)

 4 012)

 4 088)

 

 6 228)

 3 932)

 3 927)

 4 012)

 4 088)

Output Group 2 - Government Processes and Services

 

 

 

 

 

2.1  Management of Executive Government Processes

 4 533)

 4 728)

 4 474)

 4 553)

 4 650)

2.2  Principal and Subordinate Legislation

 2 795)

 2 760)

 2 730)

 2 794)

 2 852)

2.3  Tasmanian Government Courier

  672)

  646)

  653)

  669)

  683)

2.4  Corporate Support to Ministerial and Parliamentary Offices and the Office of the Governor2

 1 159)

 1 758)

 1 761)

 1 799)

 1 833)

 

 9 159)

 9 892)

 9 618)

 9 815)

 10 018)

Output Group 3 - Electronic Services for Government Agencies and the Community

 

 

 

 

 

3.2  Management and Ongoing Development of Service Tasmania3,4

 12 482)

 12 986)

 12 835)

 13 137)

 13 397)

 

 12 482)

 12 986)

 12 835)

 13 137)

 13 397)

Output Group 4 - State Service Management

 

 

 

 

 

4.1  State Service Employment and Management2

 2 508)

 3 085)

 3 099)

 3 163)

 3 219)

 

 2 508)

 3 085)

 3 099)

 3 163)

 3 219)

Output Group 5 - Security and Emergency Management

 

 

 

 

 

5.1  Security and Emergency Management2

  512)

  776)

  724)

  739)

  752)

 

  512)

  776)

  724)

  739)

  752)

Output Group 6 - Community, Sport and Recreation

 

 

 

 

 

6.1  Community Development - Policy Advice and Ongoing Community Development5

 6 351)

 9 688)

 9 435)

 9 299)

 9 440)

6.3  Veterans' Affairs6

  931)

 2 543)

 3 547)

 2 151)

  354)

 

 7 282)

 12 231)

 12 982)

 11 450)

 9 794)

 

 

 

 

 

 

Capital Investment Program

  799)

  256)

  255)

  250)

  250)

 

 

 

 

 

 

Recurrent Services3

 38 171)

 42 902)

 43 185)

 42 316)

 41 268)

Works and Services

  799)

  256)

  255)

  250)

  250)

 

 38 970)

 43 158)

 43 440)

 42 566)

 41 518)

 

Table 8.13:        Revenue from Appropriation by Output (continued)

 

2014-15)

 

Budget)

2015-16)

 

Budget)

2016-17)

Forward)

Estimate)

2017-18)

Forward)

Estimate)

2018-19)

Forward)

Estimate)

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

Minister for Environment, Parks and Heritage

 

 

 

 

 

 

 

 

 

 

 

Output Group 1 - Support for Executive Decision Making

 

 

 

 

 

1.2  Climate Change

 1 479)

 1 374)

 1 364)

 1 393)

 1 420)

 

 1 479)

 1 374)

 1 364)

 1 393)

 1 420)

 

 

 

 

 

 

Recurrent Services

 1 479)

 1 374)

 1 364)

 1 393)

 1 420)

 

 1 479)

 1 374)

 1 364)

 1 393)

 1 420)

 

 

 

 

 

 

Minister for Sport and Recreation

 

 

 

 

 

 

 

 

 

 

 

Output Group 6 - Community, Sport and Recreation

 

 

 

 

 

6.4  Sport and Recreation7

 28 515)

 8 809)

 5 282)

 5 678)

 3 881)

 

 28 515)

 8 809)

 5 282)

 5 678)

 3 881)

 

 

 

 

 

 

Grants and Subsidies

  500)

  500)

  500)

  500)

  500)

 

 

 

 

 

 

Capital Investment Program

  300)

  500)

....)

....)

....)

 

 

 

 

 

 

Recurrent Services

 29 015)

 9 309)

 5 782)

 6 178)

 4 381)

Works and Services

  300)

  500)

....)

....)

....)

 

 29 315)

 9 809)

 5 782)

 6 178)

 4 381)

 

 

 

 

 

 

Minister for Planning and Local Government

 

 

 

 

 

 

 

 

 

 

 

Output Group 7 - Local Government

 

 

 

 

 

7.1  Local Government8

 3 645)

 3 224)

 1 749)

 1 791)

 1 827)

 

 3 645)

 3 224)

 1 749)

 1 791)

 1 827)

 

 

 

 

 

 

Recurrent Services

 3 645)

 3 224)

 1 749)

 1 791)

 1 827)

 

 3 645)

 3 224)

 1 749)

 1 791)

 1 827)

 

 

 

 

 

 


 

Table 8.13:        Revenue from Appropriation by Output (continued)

 

2014-15)

 

Budget)

2015-16)

 

Budget)

2016-17)

Forward)

Estimate)

2017-18)

Forward)

Estimate)

2018-19)

Forward)

Estimate)

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

Minister for Aboriginal Affairs

 

 

 

 

 

 

 

 

 

 

 

Output Group 6 - Community, Sport and Recreation

 

 

 

 

 

6.2  Office of Aboriginal Affairs9

  901)

 1 006)

 1 022)

 1 038)

 1 052)

 

  901)

 1 006)

 1 022)

 1 038)

 1 052)

 

 

 

 

 

 

Recurrent Services

  901)

 1 006)

 1 022)

 1 038)

 1 052)

 

  901)

 1 006)

 1 022)

 1 038)

 1 052)

 

 

 

 

 

 

Minister for Women

 

 

 

 

 

 

 

 

 

 

 

Output Group 6 - Community, Sport and Recreation

 

 

 

 

 

6.5  Women's Policy10

....)

  499)

  510)

  522)

  532)

 

....)

  499)

  510)

  522)

  532)

 

 

 

 

 

 

Recurrent Services

....)

  499)

  510)

  522)

  532)

 

....)

  499)

  510)

  522)

  532)

 

 

 

 

 

 

Minister for Information Technology and Innovation

 

 

 

 

 

 

 

 

 

 

 

Output Group 3 - Electronic Services for Government Agencies and the Community

 

 

 

 

 

3.1  Information and Communications Technology (ICT) Policy Development and Implementation

 1 279)

 1 258)

 1 263)

 1 292)

 1 318)

 

 1 279)

 1 258)

 1 263)

 1 292)

 1 318)

 

 

 

 

 

 

Recurrent Services

 1 279)

 1 258)

 1 263)

 1 292)

 1 318)

 

 1 279)

 1 258)

 1 263)

 1 292)

 1 318)

 

 

 

 

 

 

Department of Premier and Cabinet

 

 

 

 

 

Total Recurrent Services3

 74 490)

 59 572)

 54 875)

 54 530)

 51 798)

Total Works and Services

 1 099)

  756)

  255)

  250)

  250)

 

 75 589)

 60 328)

 55 130)

 54 780)

 52 048)

 

 

 

 

 

 

Reserved by Law

 

 

 

 

 

Tasmanian Community Fund (Tasmanian Community Fund Act 2005)

 6 249)

 6 405)

 6 585)

 6 769)

 6 959)

 

 6 249)

 6 405)

 6 585)

 6 769)

 6 959)

 

Table 8.13:        Revenue from Appropriation by Output (continued)

 

 

2014-15)

 

Budget)

2015-16)

 

Budget)

2016-17)

Forward)

Estimate)

2017-18)

Forward)

Estimate)

2018-19)

Forward)

Estimate)

 

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

 

 

Appropriation Carried Forward

  265)

  725)

....)

....)

....)

 

 

 

 

 

 

 

 

Total Revenue from Appropriation

 82 103)

 67 458)

 61 715)

 61 549)

 59 007)

 

 

 

 

 

 

 

 

Controlled Revenue from Appropriation3

 75 854)

 61 053)

 55 130)

 54 780)

 52 048)

 

Administered Revenue from Appropriation

 6 249)

 6 405)

 6 585)

 6 769)

 6 959)

 

 

 82 103)

 67 458)

 61 715)

 61 549)

 59 007)

 

 

 

 

 

 

 

Notes:

1.   The decrease in Strategic Policy and Advice in 2015‑16 reflects the reallocation of overhead costs across Outputs which were predominately funded from this Output.

2.   The increase in Corporate Support to Ministerial and Parliamentary Offices and the Office of the Governor, State Service Employment and Management and Security and Emergency Management in 2015-16 reflects the reallocation of overhead costs that were previously funded from Output 1.1 Strategic Policy and Advice.

3.   The 2014‑15 Budget comparative figures presented in this Table have been adjusted to reflect the transfer of Service Tasmania from the Department of Primary Industries, Parks, Water and Environment (DPIPWE) to the Department of Premier and Cabinet (DPAC). Accordingly, the 2014‑15 figures will differ from those published in the 2014‑15 Budget.

4.   The increase in Management and Ongoing Development of Service Tasmania is due to the transfer of funds from DPIPWE for corporate support previously provided by DPIPWE.

5.   The increase in Community Development - Policy Advice and Ongoing Community Development in 2015‑16 reflects the centralisation of the Department's grants programs, the reallocation of overhead costs that were previously funded from Output 1.1 Strategic Policy and Advice and Budget initiatives offset by the transfer of funds for Output 6.5 Women's Policy.

6.   The increase in Veterans' Affairs is primarily due to funding for the Hobart Pedestrian Bridge and the reallocation of overhead costs that were previously funded from Output 1.1 Strategic Policy and Advice.

7.   The decrease in Sport and Recreation is due to the funding profile for 2014-15 and 2015-16 reflecting time-limited election commitments and centralisation of the Department's grants programs and staff who manage the programs.

8.   The decrease in Local Government is due to the funding profile for 2014-15 and 2015-16 reflecting time-limited election commitments, offset by the reallocation of overhead costs that were previously funded from Output 1.1 Strategic Policy and Advice.

9.   The increase in Office of Aboriginal Affairs is primarily due to the reallocation of overhead costs that were previously funded from Output 1.1 Strategic Policy and Advice.

10. The increase in Women's Policy is due to the creation of Output 6.5 in 2015-16 from funds transferred from Output 6.1 - Community Development - Policy Advice and Ongoing Community Development.


 

Table 8.14:        Administered Revenue

 

2014-15)

 

Budget)

2015-16)

 

Budget)

2016-17)

Forward)

Estimate)

2017-18)

Forward)

Estimate)

2018-19)

Forward)

Estimate)

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

Revenue from Appropriation

 

 

 

 

 

Reserved by Law

 6 249)

 6 405)

 6 585)

 6 769)

 6 959)

 

 

 

 

 

 

Total Administered Revenue

 6 249)

 6 405)

 6 585)

 6 769)

 6 959)

 

 

 

 

 

 

 

Table 8.15:        Administered Expenses

 

2014-15]

)

Budget)

2015-16]

)

Budget)

2016-17] 

Forward)

Estimate)

2017-18]

Forward)

Estimate)

2018-19]

Forward)

Estimate)

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

Grants and Subsidies

 

 

 

 

 

Tasmanian Community Fund

 6 249)

 6 405)

 6 585)

 6 769)

 6 959)

 

 

 

 

 

 

Total Administered Expenses

 6 249)

 6 405)

 6 585)

 6 769)

 6 959)

 

 

 

 

 

 

 


Table 8.16:        Statement of Financial Position as at 30 June

 

2015)

 

Budget)

2016)

 

Budget)

2017)

Forward)

Estimate)

2018)

Forward)

Estimate)

2019)

Forward)

Estimate)

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

Assets

 

 

 

 

 

Financial assets

 

 

 

 

 

Cash and deposits1

 8 442)

 4 719)

 4 414)

 3 870)

 3 003)

Receivables

 2 776)

 2 363)

 2 278)

 2 193)

 2 108)

Other financial assets

 2 370)

 2 581)

 2 628)

 2 675)

 2 722)

 

 13 588)

 9 663)

 9 320)

 8 738)

 7 833)

Non-financial assets

 

 

 

 

 

Inventories

  2)

....)

....)

....)

....)

Property, plant and equipment

 31 368)

 31 418)

 31 080)

 30 640)

 30 363)

Infrastructure2

  763)

 1 210)

 1 168)

 1 136)

 1 104)

Intangibles3

  233)

  428)

  394)

  400)

  549)

Other assets4

 2 626)

 3 250)

 3 289)

 3 328)

 3 367)

 

 34 992)

 36 306)

 35 931)

 35 504)

 35 383)

 

 

 

 

 

 

Total assets

 48 580)

 45 969)

 45 251)

 44 242)

 43 216)

 

 

 

 

 

 

Liabilities

 

 

 

 

 

Payables4

 2 464)

 3 677)

 3 718)

 3 759)

 3 800)

Provisions

  521)

  442)

  442)

  442)

  442)

Employee benefits5

 9 591)

 11 571)

 12 356)

 12 476)

 12 596)

Other liabilities6

 2 433)

 1 915)

 1 938)

 1 961)

 1 984)

Total liabilities

 15 009)

 17 605)

 18 454)

 18 638)

 18 822)

 

 

 

 

 

 

Net assets (liabilities)

 33 571)

 28 364)

 26 797)

 25 604)

 24 394)

 

 

 

 

 

 

Equity

 

 

 

 

 

Contributed capital7

 30 029)

(1 592)

(1 592)

(1 592)

(1 592)

Reserves

....))

 5 156)

 5 156)

 5 156)

 5 156)

Accumulated funds

 3 542)

 24 800)

 23 233)

 22 040)

 20 830)

Total equity

 33 571)

 28 364)

 26 797)

 25 604)

 24 394)

 

 

 

 

 

 

Notes:

1.   The decrease in Cash and deposits in 2016 reflects the rollout of the Modern Communications Project and a decrease in cash receipts for the Office of Parliamentary Counsel and TMD based on projected reductions in revenue.

2.   The increase in Infrastructure in 2016 reflects estimated capital purchases associated with the ITGCC and Silverdome projects.

3.   The increase in Intangibles in 2016 reflects revised estimates by TMD.

4.   The increases in Other assets and Payables in 2016 reflect revised estimates based on the 30 June 2014 actuals.

5.   The increase in Employee benefits in 2016 is due to the transfer of Service Tasmania from DPIPWE to DPAC.

6.   The decrease in Other liabilities in 2016 reflects revised estimates based on the 30 June 2014 actuals.

7.   The decrease in Contributed capital in 2016 reflects the net impact of the transfer of Service Tasmania from DPIPWE.

Table 8.17:        Statement of Cash Flows

 

2014-15)

 

Budget1)

2015-16)

 

Budget)

2016-17)

Forward)

Estimate)

2017-18)

Forward)

Estimate)

2018-19)

Forward)

Estimate)

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

Cash flows from operating activities

 

 

 

 

 

Cash inflows

 

 

 

 

 

Appropriation receipts - recurrent2

 74 490)

 59 572)

 54 875)

 54 530)

 51 798)

Appropriation receipts - capital3

 1 099)

  756)

  255)

  250)

  250)

Grants4

....)

  79)

  79)

  79)

  79)

Sales of goods and services5

 35 522)

 32 369)

 33 174)

 33 998)

 36 664)

GST receipts

 4 442)

 4 442)

 4 442)

 4 442)

 4 442)

Other cash receipts6

 2 399)

 1 978)

 1 978)

 1 979)

 1 978)

 Total cash inflows

 117 952)

 99 196)

 94 803)

 95 278)

 95 211)

 

 

 

 

 

 

Cash outflows

 

 

 

 

 

Employee benefits7

(41 291)

(42 600)

(41 131)

(42 535)

(44 134)

Superannuation7

(4 689)

(5 055)

(4 921)

(5 051)

(5 209)

GST payments

(4 442)

(4 442)

(4 442)

(4 442)

(4 442)

Grants and subsidies8

(27 894)

(16 736)

(12 934)

(11 558)

(8 042)

Supplies and consumables9

(36 001)

(32 242)

(30 896)

(31 606)

(33 140)

Other cash payments10

(4 129)

(290)

(309)

(360)

(361)

Total cash outflows

(118 446)

(101 365)

(94 633)

(95 552)

(95 328)

 

 

 

 

 

 

Net cash from (used by) operating activities

(494)

(2 169)

  170)

(274)

(117)

 

 

 

 

 

 

Cash flows from investing activities

 

 

 

 

 

Payments for acquisition of non-financial assets

(1 238)

(1 975)

(475)

(270)

(750)

Equity injections and cashflows from restructuring11

 1 259)

  707)

....)

....)

....)

Net cash from (used by) investing activities

  21)

(1 268)

(475)

(270)

(750)

 

 

 

 

 

 

Net increase (decrease) in cash and cash equivalents held

(473)

(3 437)

(305)

(544)

(867)

 

 

 

 

 

 

Cash and deposits at the beginning of the reporting period

 8 915)

 8 156)

 4 719)

 4 414)

 3 870)

Cash and deposits at the end of the reporting period

 8 442)

 4 719)

 4 414)

 3 870)

 3 003)

 

 

 

 

 

 

Notes:

1.   The 2014‑15 Budget comparative figures presented in this Table have been adjusted to reflect the transfer of Service Tasmania from the Department of Primary Industries, Water and Environment (DPIPWE) to the Department of Premier and Cabinet (DPAC). Accordingly, the 2014‑15 figures for this Department will differ from those published in the 2014‑15 Budget.

2.   The decrease in Appropriation receipts ‑ recurrent in 2015‑16 is due to a one-off grant  of $15 million in 2014-15 for the redevelopment of Blundstone Arena and the funding profile for 2014-15 and 2015‑16 reflecting time-limited election commitments offset by Budget initiatives for 2015-16.

3.   The movement in Appropriation receipts - capital reflects funding provided for the Integrated Tasmanian Government Contact Centre (ITGCC) and the Silverdome.

4.   The increase in Grants in 2015‑16 reflects the recognition of the funds for Australia Day grants.

5.   The decrease in Sales of goods and services in 2015‑16 reflects a decrease in revenue collected by the Office of Parliamentary Counsel, TMD and The Training Consortium.

6.   The decrease in Other cash receipts in 2015‑16 reflects the projected decrease in Silverdome trust fund revenue.

7.   The increases in Employee benefits and Superannuation in 2015‑16 reflect the reallocation of operational costs of the ITGCC from Other expenses and the impact of the 27th pay in 2015-16 (refer to Chapter 1 of this Budget paper for further information).

8.   The decrease in Grants and subsidies in 2015‑16 is due to a one-off grant of $15 million in 2014-15 for the redevelopment of Blundstone Arena and the funding profile for 2014-15 and 2015-16 reflecting time-limited election commitments that do not carry beyond the Forward Estimates period.

9.   The decrease in Supplies and consumables in 2015-16 reflects the impact of savings strategies required to be implemented in the 2014-15 Budget.

10. The decrease in Other cash payments in 2015‑16 reflects reallocation of operational costs of the ITGCC to Employee benefits and Supplies and consumables.

11. The decrease in Equity injections and cash flows from restructuring is due to the transfer of Service Tasmania shops and operations to the Department.

 

Table 8.18:        Statement of Cash Flows ‑ Administered

 

2014-15)

 

Budget)

2015-16)

 

Budget)

2016-17)

Forward)

Estimate)

2017-18)

Forward)

Estimate)

2018-19)

Forward)

Estimate)

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

Cash flows from operating activities

 

 

 

 

 

Cash inflows

 

 

 

 

 

Appropriation receipts - recurrent

 6 249)

 6 405)

 6 585)

 6 769)

 6 959)

Total cash inflows

 6 249)

 6 405)

 6 585)

 6 769)

 6 959)

 

 

 

 

 

 

Cash outflows

 

 

 

 

 

Grants and subsidies

(6 249)

(6 405)

(6 585)

(6 769)

(6 959)

Total cash outflows

(6 249)

(6 405)

(6 585)

(6 769)

(6 959)

 

 

 

 

 

 

 

 

 

 

 

 

Net increase (decrease) in cash and cash equivalents held

....)

....)

....)

....)

....)

 

 

 

 

 

 

Cash and deposits at the beginning of the reporting period

....)

....)

....)

....)

....)

Cash and deposits at the end of the reporting period

....)

....)

....)

....)

....)