4     Department of Health and Human Services

Agency Outline

The Department of Health and Human Services is responsible for purchasing and delivering integrated services that maintain and improve the health and wellbeing of Tasmanians. The Department coordinates the delivery of its services across Tasmania through a network of facilities, community services and home‑based care; it reports to the Minister for Health, Hon Michael Ferguson MP, and the Minister for Human Services, Hon Jacquie Petrusma MP.

Service delivery is achieved through direct provision of services by the Department or through service agreements or contracts with provider organisations. The Tasmanian Health Service (THS) has responsibility for the provision of public hospital services and a broad range of health services. The Department, on behalf of the Minister for Health, will enter into a Service Agreement for 2016‑17 with the THS and monitor performance against this agreement.

The principal responsibilities of the Department include:

·       planning and purchasing high quality, safe and efficient health services through the public hospital system; primary and community health services, including mental health, oral health and correctional health services; and ambulance services;

·       delivering health protection through emergency management, environmental health, chronic diseases prevention and other health improvement services;

·       funding care for Tasmanians under 65 years of age, as well as support and assistance to enable them to remain living independently in their own homes;

·       funding a network of alcohol and drug abuse prevention and treatment services;

·       funding a range of accommodation and support services aimed at enhancing the quality of life for people with disability;

·       statutory responsibilities for vulnerable children and young people in relation to child protection and youth justice;

·       funding a wide range of community services for children and their families, including early intervention, family support services and child health services; and

·       delivering and funding secure, affordable housing and support to low income Tasmanians, as well as accommodation and support for people experiencing homelessness.

This chapter provides the Department's financial information for 2016‑17 and over the Forward Estimates period (2017‑18 to 2019‑20). Further information about the Department is provided at www.dhhs.tas.gov.au.

Key Deliverables

Table 4.1 provides a summary of the Budget and Forward Estimate allocations for key deliverables within the Department.

Table 4.1:          Key Deliverables Statement

 

2016‑17

2017‑18

2018‑19

2019‑20

 

Forward

Forward

Forward

Budget

Estimate

Estimate

Estimate

 

$'000

$'000

$'000

$'000

 

 

 

 

 

Affordable Housing Strategy

20 000

20 000

20 000

....

Ambulance Work Value

2 500

3 000

3 000

3 000

Autism Continuum of Care

250

300

….

….

Building a Joined Up Human Services Support System

 600

....

....

....

Children, Young People and Families Investment

220

120

….

….

Community Sector Organisations ‑ Additional Funding

2 500

2 500

....

....

Disability ‑ Additional Support

500

500

….

Elder Abuse

150

….

….

….

Equal Remuneration Order (ERO) Costs1

21 248

24 180

31 786

34 409

Health Transport and Coordination Infrastructure

4 620

4 900

....

....

Healthy Tasmania2

 650

 650

 650

 650

Hospital Alternative Program3

1 450

1 000

....

....

Ice and Other Drugs Strategy

1 269

1 150

1 306

....

Launceston General Hospital Wards Upgrades ‑ Ward 4K Upgrades

 200

1 350

4 400

1 900

Mental Health Priorities ‑ Additional Funding

 750

 750

 750

 750

National Disability Insurance Scheme (NDIS)4

12 107

18 811

61 338

56 900

NDIS Job Ready Workforce

125

….

….

….

Neighbourhood Houses

 495

 495

....

....

North West Regional Cancer Centre3

3 800

4 100

4 500

4 500

Nurses Graduates ‑ Additional Transition to Practice Placements3

1 260

2 610

....

....

One Health System ‑ Additional Investment3

8 000 

7 500

7 000

7 000

Patient Transport to Support One Health System

4 713

4 363

4 000

4 000

Patients First3

1 350 

1 350

1 350

1 350

Rebuilding Health Services ‑ Elective Surgery Program3

20 000

20 000

....

....

Royal Hobart Hospital Pharmacy Redevelopment

....

 150

1 000

2 611

Royal Hobart Hospital Redevelopment

110 000

229 000

118 216

....

Sheffield Family Support

125

125

63

….

St Helens Hospital Redevelopment

 250

2 750

1 345

3 765

Strong Families, Safe Kids5

4 094

3 731

3 822

3 898

Suicide Prevention Strategies

1 615

640

....

….

TasCOSS

63

63

….

….

Youth Justice ‑ Save the Children Bail Program and Post‑Detention Transition Program

600

….

….

….

 

 

 

 

 

Notes:

1.   Of the $34.4 million in 2019‑20, additional funding of $2.6 million has been allocated in the 2016‑17 Budget, with the remaining $31.8 million allocated in prior years.

2.   This key deliverable is funded from additional funding of $400 000 per annum provided in the 2016‑17 Budget and existing funding of $250 000 per annum.

3.   The THS will play a central role in the delivery of these initiatives. An outline of each initiative is provided in the THS chapter, chapter 25 of this Budget paper.

4.   Of the $149.2 million in the Budget and Forward Estimates that has been allocated through successive Budgets, funding of $56.9 million in 2019‑20 has been provided in this Budget, including $17.3 million of new funding.

5.   Total funding of $20 million over four years will support the implementation of actions under five strategies identified in the Strong Families, Safe Kids Implementation Plan. This investment includes $15 million provided in additional funding to the Department, with the remaining $5 million being expended by the Department of Education. The 2016‑17 allocation for this initiative includes capital funding of $550 000 to enable upgrades of the Child Protection Information System.

 

Affordable Housing Strategy

Tasmania's Affordable Housing Strategy 2015‑2025 sets the key outcomes to measure the success of the Government's strategies over the next decade to improve housing affordability in Tasmania, including a decrease in the proportion of low income Tasmanians experiencing housing stress and a decrease in the proportion of Tasmanians experiencing homelessness.

Additional funding of $60 million over three years is provided to implement the Government's priorities under Tasmania's Affordable Housing Action Plan 2015‑2019. The Government's target is to provide 1 600 vulnerable Tasmanian households with support over the four year term of the Action Plan, including construction of 941 new homes and support to access affordable homes in the private market. This additional investment will be supported by the Housing‑New Projects funding and Housing capital program, and will build on the $13.5 million allocated to the Action Plan in 2015‑16.

Ambulance Work Value

The decision of the Tasmanian Industrial Commission (TIC) in relation to the Tasmanian Ambulance Service Award work value claim has resulted in a significant cost increase to all classifications for which the claim was made. Additional funding of $2.5 million in 2016‑17, increasing to $3.0 million per annum from 2017‑18 will contribute towards the total cost of implementing the TIC's decision.

Autism Continuum of Care

This 2014 election commitment provided $1 million over four years to kick‑start a longer‑term strategy to provide best practice autism care to Tasmanians.

Building a Joined Up Human Services Support System

The Government's election commitment A Hand‑up for Vulnerable Tasmanians, articulated the need to work on a long‑term plan in partnership with the community sector to deliver improvements to the human services system, including a common approach to assessment for Government and community delivered services, and a system for appointing a lead worker for individuals with complex needs.

The 2015‑16 Budget provided additional funding of $1.2 million over 2015‑16 and 2016‑17 to progress this commitment through the establishment of a dedicated project team that will further the implementation of, and then evaluate five priority initiatives under the Building a Joined Up Human Services Support System project. This initial work will help formulate the future roll‑out of the Joined Up Human Services support system.

Children, Young People and Families Investment

This 2014 election commitment includes investment of $300 000 over three years into short‑term preventative support care, to help keep families together, and the investment of $360 000 over three years into a pre‑placement process.

Community Sector Organisations ‑ Additional Funding

This 2014 election commitment provided additional funding of $9 million to the community sector over four years. This additional funding will be used to support increasing costs and sector capacity building.

Disability ‑ Additional Support

This 2014 election commitment provided additional funding of $2 million over four years for disability services to assist those on waiting lists, who are outside of the NDIS. This funding will provide approximately 12 000 additional hours of support.

Elder Abuse

This 2014 election commitment provided funding of $450 000 over three years to support the Elder Abuse Strategy. From 2017‑18, recurrent funding will be provided for the Tasmanian Elder Abuse Hotline from within the Agency's existing allocations.

Equal Remuneration Order (ERO) Costs

Additional funding of $2.6 million is provided in 2019‑20, bringing the total ERO supplementation in 2019‑20 to $34.4 million. The ERO is being implemented in ten instalments over nine years; 2019‑20 will be year eight of the ERO. This funding will enable community sector organisations to fully meet their obligations and requirements under the Fair Work Australia ERO.

The funding supplementation included in this Budget is in addition to the $114.3 million reported in the 2015‑16 Budget for the first seven years of the ERO. In total, the Tasmanian Government has committed $148.7 million to funding the first eight years of the ERO. This funding represents the total cost of the ERO in Tasmania, less contributions by the Australian Government. The Australian Government commitment is reflected in payments made to the State and paid directly to the National Disability Insurance Agency (NDIA). Under the NDIS funding arrangements, a proportion of the State funded ERO will be included as part of the State contribution to the NDIS as eligible grants and clients are transitioned.

Health Transport and Coordination Infrastructure

Funding of $10 million was provided in the 2015‑16 Budget for health transport infrastructure projects, with $480 000 budgeted to be spent in 2015‑16. These funds will be used for investment in improved infrastructure associated with changes to patient coordination, transport and accommodation arising from the One Health System reforms.

Investment will target capital upgrades to support patients that need to travel for services, staff that may need to travel to provide outreach services to patients, or strategies that limit the need for patients or staff to travel in order to provide or receive services under a single statewide Tasmanian health system.

This investment is in conjunction with the recurrent funding provided under the Patient Transport to Support One Health System Key Deliverable.

Healthy Tasmania

Additional funding of $1.6 million is provided over four years to fund initiatives under the Healthy Tasmania policy. Targeting smoking and obesity will be key priorities, as outlined in the Government's Healthy Tasmania Five Year Strategic Plan ‑ Community Consultation Draft. A range of structural governance initiatives will also be progressed over the life of the Strategic Plan. In addition, the Department will also reallocate existing funding of $1 million over four years towards Healthy Tasmania initiatives. This brings the total allocation to $2.6 million over four years for Healthy Tasmania.

Hospital Alternative Program

This 2014 election commitment provided funding of $3 million to help keep people with chronic/complex illness out of hospital, by providing them with quality care in the community. Initiatives under this program will be implemented as part of the One Health System reforms.

As a component of this funding allocation, a proof of concept trial of a Community Rapid Response Service in the Launceston area commenced during 2015‑16. The Service provides treatment for people who need short‑term intermediate care that can be safely delivered in the community in partnership with their GP. The service is targeted at people with acute illness or whose chronic/complex condition has deteriorated, which would otherwise see them presented at an emergency department and ultimately admitted to hospital.

Ice and Other Drugs Strategy

The 2015‑16 Budget allocated funding of $4.8 million over four years to tackle the problem of Ice and other drugs in Tasmania. This included $1.4 million reallocated from the Department's existing funding. This funding will be used to implement recommendations from the review into drug use in the North West, which was released in November 2014.

Specific initiatives include:

·       the opening of 12 new residential rehabilitation beds in the North West for clients from across the State;

·       employment of new specialist consultation liaison staff within Alcohol and Drug Services (ADS) to work across the North and North West (these staff will work with the broader health system and community services);

·       new transport options to improve access for North and North West clients to the southern specialist Inpatient Withdrawal Unit when appropriate; and

·       supporting communities and current service providers, including assistance for health promotion, prevention and early intervention strategies, such as raising community awareness and improving health and health policy literacy.

Launceston General Hospital Ward Upgrades ‑ Ward 4K Upgrades

Additional funding of $7.9 million is provided to upgrade Ward 4K at the Launceston General Hospital. This ward is the current children and paediatrics ward which is not appropriately configured to support young people suffering from a mental illness. The expansion of Ward 4K will enable young people suffering from a mental illness to be treated in a clinically appropriate environment.

Mental Health Priorities ‑ Additional Funding

Additional funding of $750 000 per annum from 2016‑17 will support the implementation of a number of priority actions under the Government's Rethink Mental Health Plan 2015‑2025 and the Government's strategies for suicide prevention released in March 2016, including the Tasmanian Suicide Prevention Strategy 2016‑2020, Youth Suicide Prevention Plan for Tasmania 2016‑2020 and Suicide Prevention Workforce Development and Training Plan for Tasmania 2016‑2020.

This funding will assist to develop an integrated mental health system that provides support in the right place, at the right time and with clear signposts about where and how to get help, and to deliver targeted suicide prevention initiatives.

National Disability Insurance Scheme (NDIS)

The National Disability Insurance Scheme (NDIS) is a major Australian and State Government initiative which provides support, including individualised funding, to eligible people with disability which they can use to suit individual needs. The NDIS provides reasonable and necessary supports and provides people with more choice and control over how, when and where their supports are provided, and provides certainty about the support the person needs over their lifetime. It also focuses on early intervention and investment where getting early supports can reduce the impact of disability on the individual.

On 11 December 2015, the Tasmanian and Australian Governments signed a Bilateral Agreement committing to rolling out the NDIS to full Scheme from 2016‑17 to 2018‑19. Around 10 600 Tasmanians with disability are expected to benefit from the NDIS when fully implemented in July 2019.

Over the 2016‑17 Budget and Forward Estimates period, the Department will contribute over $572 million in cash and in‑kind contributions to the NDIS. Of the additional $149.2 million in the Budget and Forward Estimates that has been allocated through successive Budgets, funding of $56.9 million in 2019‑20 has been provided in this Budget, including $17.3 million of new funding.

NDIS Job Ready Workforce

This 2014 election commitment provided funding of $250 000 over two years for National Disability Services (Tasmania) for the development of a job‑ready workforce to meet the new jobs required in Tasmania for the NDIS.

Neighbourhood Houses

Additional funding of $990 000 is allocated over two years in 2016‑17 and 2017‑18 for Neighbourhood and Community Houses. This additional funding will provide each neighbourhood house with a further injection of $30 000 over two years.

North West Regional Cancer Centre

The North West Regional Cancer Centre opened during 2015‑16 as part of the Statewide Cancer Project. Additional funding was provided in the 2015‑16 Budget for the operating costs associated with the North West component of the Northern Integrated Cancer Service.


 

Under the Northern Integrated Cancer Service, the North West Regional Cancer Centre in Burnie and the Holman Clinic in Launceston will work closely together to provide improved services across the North and North West of the State. Through the development of a critical mass of specialists, the new linear accelerator will be opened and operated at the North West Regional Hospital to provide radiation oncology treatment to cancer sufferers.

The budget funding allocations have been adjusted to reflect a revised service profile, with the North West Cancer Centre now envisaged to be fully operational earlier than previously anticipated.

Nurse Graduates ‑ Additional Transition to Practice Placements

This 2014 election commitment provided $5.4 million over four years for additional Transition to Practice Placement for nursing graduates. This will enable the employment of up to 85 additional graduate nurses across the State over four years.

One Health System ‑ Additional Investment

Additional funding of $29.5 million over four years is provided to support One Health System reforms. Investment will be directed to the highest priority service reconfiguration as identified in the White Paper and Clinical Services Profile (CSP) Implementation Plan.

Actions funded under this investment may include:

·       consolidation of clinical services into sites that are equipped and capable of delivering services safely and efficiently;

·       consolidation of all birthing and inpatient maternity services to a single site in the North West region;

·       refocusing of the Mersey Community Hospital (MCH) towards sub‑acute services and establishing the MCH as an elective surgery centre; and

·       reconfiguration of existing services which will deliver optimal benefits to patients and improve efficiency.

Patient Transport to Support One Health System

The Patient Transport to Support One Health investment is directed to improve patient transport and coordination under the Government's One Health System reforms.

Recurrent funding for this initiative is being directed towards the following priorities:

·       enhancing retrieval and referral services;

·       extending non‑emergency patient transport;

·       patient and family hospital transport service between North and North West hospitals;

·       additional emergency ambulance services in the Devonport region;

·       extended care paramedics in the Launceston region; and

·       travel avoidance education and telehealth.

This investment is in conjunction with the capital provided under the Health Transport and Coordination Infrastructure Key Deliverable.

Patients First

Additional funding of $1.4 million per annum is provided for the Patients First initiative to support the implementation of actions to ensure patients receive more timely care in emergency departments (ED) at the Royal Hobart Hospital (RHH) and the Launceston General Hospital. This additional funding allocation supports the Patients First actions, including:

·       the employment of Clinical Initiative Nurses (CINs) to actively monitor and provide advice to patients and their families whilst they are in an Emergency Department waiting room, including developing plans of care for patients in consultation with Emergency Department doctors;

·       the continuation of Psychiatric Emergency Nurses (PEN) at the RHH, following the cessation of Australian Government funded PEN positions; and

·       the deployment of Extended Care Paramedics and First Intervention Vehicle in the Southern region through Ambulance Tasmania to reduce ED admissions and preserve emergency ambulance response capacity.

Rebuilding Health Services ‑ Elective Surgery Program

This 2014 election commitment provided $76 million over four years for additional elective surgery with a focus on the reduction of waiting lists. This commitment will improve the quality of life for thousands of Tasmanians by ensuring patients get their operations sooner.

Royal Hobart Hospital Pharmacy Redevelopment

Additional funding of $3.8 million is allocated for the RHH Pharmacy Redevelopment project. This project will deliver a new, purpose built sterile pharmaceutical production facility at the Royal Hobart Hospital. This facility will be a contemporary, safe, high‑capacity sterile production suite that is able to meet patient throughput needs for chemotherapy and elective surgery, and other services as required.

Royal Hobart Hospital Redevelopment

The $689 million Royal Hobart Hospital Redevelopment is Tasmania's largest ever health infrastructure project and will deliver a modern health facility for future generations. This project is jointly funded by the Australian and Tasmanian Governments.

In December 2015, a Guaranteed Construction Sum was accepted by the Government. This milestone meant that the construction of a new inpatient facility known as K‑Block could proceed.

The approved K‑Block will now be built with important additions including:

·       a safer construction methodology allowing key acute services to stay on site but away from the day to day disruption of construction and still have access to critical medical facilities and security;

·       a fully costed decanting and refurbishment plan including the construction of the temporary facility in Liverpool Street;

·       an improved design that will increase the floor area of levels 2 and 3 by an additional 1 400mē, allowing increased space for mental health services including more outdoor recreational space;

·       an improved design for the maternity ward that will increase the number of single bed rooms for women who have had caesareans or complex births;

·       the addition of a crucial helipad for emergency aeromedical retrievals; and

·       the accelerated replacement of the hyperbaric chamber.

The new K‑Block is contracted to be completed by December 2018.

The total $689 million cost of this project includes $469 million from the Capital Investment Program project identified in Table 4.10, and funds from the completed Special Capital Investment Fund, Women's and Children's Precinct, and Cancer Centre phases of the project.

Sheffield Family Support

This 2014 election commitment provided $500 000 for the Family Support Centre in Sheffield. The Centre is managed by Glenhaven Family Care, a community sector organisation in partnership with the Kentish Council and the community.

St Helens Hospital Redevelopment

The construction of a new St Helens Hospital will achieve a modern and accessible environment for patients, clients, staff and community members in the Break O'Day region into the future. A further allocation of $1.1 million is provided in the 2016‑17 Budget in addition to the existing allocation of $7 million. It is anticipated that the total cost of the redevelopment will be $12.1 million with expected completion in 2020‑21.

Strong Families, Safe Kids

Strong Families, Safe Kids is the first stage of a holistic redesign of child protection services in Tasmania aimed at delivering better outcomes for children and their families. The delivery of this redesign will fundamentally change the way in which government and non‑government agencies work collaboratively to deliver services to improve the wellbeing of all Tasmanian children.

Total funding of $20 million over four years will support the implementation of actions under five strategies identified in the Strong Families, Safe Kids Implementation Plan. This investment includes $15 million provided in additional funding to the Department with the remaining $5 million being expended by the Department of Education.

One‑off additional capital funding of $550 000 is provided for immediate stabilisation and upgrades to the Child Protection Information System. These upgrades will allow enhancements that will deliver a higher level of data integration than is currently available, including integration with the Kids Intelligence Data System (KIDZ).

Suicide Prevention Strategies

This 2014 election commitment provided $3 million over three years for targeted and proactive suicide prevention strategies. For further information refer to Mental Health Priorities ‑ Additional Funding Key Deliverable.

TasCOSS

This 2014 election commitment provided $250 000 over four years to TasCOSS to assist in building a joined up human services support system in partnership with the Government.

Youth Justice ‑ Save the Children Bail Program and Post‑Detention Transition Program

This 2014 election commitment provided one‑on‑one support through both the Supporting Young People on Bail Program and the Post‑Detention Transition Program.

Output Information

Outputs of the Department of Health and Human Services are provided under the following Output Groups:

·       Output Group 1 ‑ Health Services System Management;

·       Output Group 2 ‑ Tasmanian Health Service;

·       Output Group 3 ‑ Statewide Services;

·       Output Group 4 ‑ Human Services System Management;

·       Output Group 5 ‑ Human Services;

·       Output Group 6 ‑ Children Services System Management;

·       Output Group 7 ‑ Children Services; and

·       Output Group 8 ‑ Independent Children's Review Service.

Table 4.2 provides an Output Group Expense Summary for the Department.


 

Table 4.2:          Output Group Expense Summary

 

2015‑16)

 

Budget)

2016‑17)

 

Budget)

2017‑18)

Forward)

Estimate)

2018‑19)

Forward)

Estimate)

2019‑20)

Forward)

Estimate)

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

Minister for Health

 

 

 

 

 

 

 

 

 

 

 

Output Group 1 ‑ Health Services System Management

 

 

 

 

 

1.1  Health Services System Management1

 119 695)

 144 879)

 148 444)

 153 579)

 159 551)

 

 119 695)

 144 879)

 148 444)

 153 579)

 159 551)

Output Group 2 ‑ Tasmanian Health Service

 

 

 

 

 

2.1  Tasmanian Health Service2

 650 128)

 672 950)

 691 324)

 685 448)

 702 399)

 

 650 128)

 672 950)

 691 324)

 685 448)

 702 399)

Output Group 3 ‑ Statewide Services

 

 

 

 

 

3.1  Ambulance Services3

 65 899)

 71 837)

 72 774)

 72 814)

 74 660)

3.2  Public Health Services4

 32 647)

 28 579)

 28 893)

 29 654)

 26 493)

 

 98 546)

 100 416)

 101 667)

 102 468)

 101 153)

 

 

 

 

 

 

Capital Investment Program5

 173 820)

 5 051)

 10 000)

 556 200)

....)

 

 

 

 

 

 

Special Capital Investment Funds5

 165 691)

....)

 27 500)

 24 000)

....)

 

 

 

 

 

 

Minister for Human Services

 

 

 

 

 

 

 

 

 

 

 

Output Group 4 ‑ Human Services System Management

 

 

 

 

 

4.1  Human Services System Management6

 3 379)

 3 130)

 3 047)

 3 098)

 3 146)

 

 3 379)

 3 130)

 3 047)

 3 098)

 3 146)

Output Group 5 ‑ Human Services

 

 

 

 

 

5.1  Community Services7

 22 649)

 24 434)

 24 597)

 24 945)

 26 399)

5.2  Disability Services8

 217 778)

 217 468)

 229 212)

 281 954)

 232 564)

5.3  Housing Services9

 127 730)

 134 947)

 134 172)

 137 585)

 137 678)

 

 368 157)

 376 849)

 387 981)

 444 484)

 396 641)

Output Group 6 ‑ Children Services System Management

 

 

 

 

 

6.1  Children Services System Management10

 5 124)

 3 957)

 3 827)

 3 906)

 3 670)

 

 5 124)

 3 957)

 3 827)

 3 906)

 3 670)

Output Group 7 ‑ Children Services

 

 

 

 

 

7.1  Children Services11

 108 935)

 120 256)

 120 589)

 122 117)

 122 676)

 

 108 935)

 120 256)

 120 589)

 122 117)

 122 676)

 

 

 

 

 

 

 

Table 4.2:          Output Group Expense Summary (continued)

 

2015‑16)

 

Budget)

2016‑17)

 

Budget)

2017‑18)

Forward)

Estimate)

2018‑19)

Forward)

Estimate)

2019‑20)

Forward)

Estimate)

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

Output Group 8 ‑ Independent Children's Review Service

 

 

 

 

 

8.1  Office of the Commissioner for Children

  922)

  957)

  961)

  977)

  986)

 

  922)

  957)

  961)

  977)

  986)

 

 

 

 

 

 

Capital Investment Program

  143)

 3 350)

 2 325)

 1 825)

....)

 

 

 

 

 

 

Special Capital Investment Funds

 1 089)

 1 157)

 1 236)

 1 278)

  970)

 

 

 

 

 

 

TOTAL

1 695 629)

1 432 952)

1 498 901)

2 099 380)

1 491 192)

 

 

 

 

 

 

Notes:

1.   The increase in the Health Services System Management Output primarily reflects: a review of its output allocation following the Department of Health and Human Services (DHHS) Review; the redistribution of Equal Remuneration Order (ERO) costs across outputs; and the consolidation of Tasmanian Health Service (THS) Business Services Network (BSN) expenses to this Output.

2.   The decrease in the Tasmanian Health Service Output from 2017‑18 to 2018‑19 primarily reflects the completion of funding for 2014 election commitments including the Rebuilding Health Services ‑ Elective Surgery Program initiative.

3.   The increase in the Ambulance Services output reflects: additional funding provided in the 2016‑17 Budget for the Ambulance Work Value case and Patients First initiative for Extended Care Paramedics; and the reallocation of Patient Transport to Support One Health System funding to reflect that Ambulance Tasmania is undertaking a number of elements under this initiative.

4.   The decrease in Public Health Services Output in 2016‑17 primarily reflects the cessation of National Partnership Agreements (NPAs), including the Preventive Health NPA. The decrease in 2019‑20 reflects the cessation of the current Essential Vaccines NPA.

5.   The movements in Capital Investment Program (CIP) and Special Capital Investment Funds (SCIF) primarily reflect the transfer of completed infrastructure assets to the THS. The Department undertakes capital works on behalf of the THS and transfers the assets to the THS. The transfer appears as an accrual expense within the Department and as accrual revenue within the THS.

6.   The decrease in Human Services System Management Output in 2016‑17 primarily reflects the redistribution of the Joined Up Human Services initiative across outputs; and an internal reallocation of funds within the Human Services outputs following the DHHS Review.

7.   The increase in Community Services in 2016‑17 primarily reflects a more accurate allocation of ERO funding across outputs.

8.   The movements in Disability Services primarily reflects additional funding provided as part of Tasmania's contribution towards the NDIS and Australian Government funding during the NDIS transition as specified in the Bilateral Agreement. The decrease in 2019‑20 reflects the cessation of the Disability Specific Purpose Payment (SPP); the expiry of the NPA on Pay Equity for the Social and Community Services Sector; and cessation of funding from the Australian Government under the transition to the NDIS for older people in specialist disability services provided by the State. From 2019, all older people in specialist disability services will have transitioned to the NDIS.

9.   The increase in Housing Services in 2016‑17 primarily reflects: a more accurate allocation of ERO funding across outputs; additional funding of $2.8 million under the Homelessness NPA; and additional funding provided under the Family Violence Action Plan. The increase in 2018‑19 reflects anticipated property holding costs on the Housing portfolio.

10. The decrease in Children Services System Management primarily reflects an internal reallocation of funds within the Children Services outputs following the DHHS Review.

11. The increase in Children Services primarily reflects: additional funding provided for the Strong Families, Safe Kids initiative; additional funding provided under the Family Violence Action Plan; a reallocation of ERO funding across outputs and the reallocation of overheads across outputs following the DHHS Review.

Output Group 1:   Health Services System Management

1.1 Health Services System Management

This Output provides a number of functions including the provision of support for corporate services, policy, planning, regulation, funding, monitoring and service improvement across health services. This Output also provides support to the Secretary in establishing output priorities, including service improvement and supporting the Tasmanian Health Service to develop consistent, collaborative models of care particularly for chronic and complex conditions.

This Output includes:

·       grants provided to non‑government organisations in relation to mental health services, home and community health services, population health and alcohol and drugs;

·       funding held centrally for health‑related expenses including payments to nationally funded centres, the National Blood Authority and the Post Graduate Medical Council;

·       funding for shared services functions delivered by the Department on behalf of the THS;

·       the Department's contribution to the Australian Government for older people receiving basic community care as part of cross‑billing arrangements under the National Partnership Agreement on Transitioning Responsibilities for Aged Care and Disability Services; and

·       centralised functions in relation to the delivery of Statewide Mental Health Services.

Table 4.3:          Performance Information ‑ Output Group 1

 

Performance Measure

Unit of Measure

2013‑14 Actual

2014‑15 Actual

2015‑16 Target

2016‑17 Target

 

 

 

 

 

 

Implementation of Government reform agenda goals achieved within published timeframe1

%

na

100

100

100

Service Agreements developed and administered in accordance with the THO Act, and policy settings endorsed by the Minister for Health2

Number

3

3

1

1

 

 

 

 

 

 

Notes:

1.   This performance measure was introduced in the 2014‑15 Budget and, as such, actuals for 2013‑14 are not available.

2.   In 2014‑15, all three THO service agreements were finalised within the required legislative timeframe. The performance of all THOs against the requirements of the agreements was monitored and managed in accordance with the processes outlined in the 2014‑15 THO Service Agreement Performance Framework. A single Service Agreement commenced in 2015‑16 with the establishment of the THS on 1 July 2015.

 


 

Output Group 2:   Tasmanian Health Service

2.1 Tasmanian Health Service

This Output provides admitted acute, non‑admitted acute, emergency department, forensic medicine, community and aged care, oral health and mental health services to patients through Tasmania's major public and rural hospitals, residential aged care and community health based services. The State contribution to the THS is included in this Output.

Performance Information Comments

Performance information relating to the THS is provided in chapter 25 of this Budget Paper.

Output Group 3:   Statewide Services

3.1 Ambulance Services

This Output provides integrated pre‑hospital emergency and medical services, health transport, aero‑medical and medical retrieval services to the Tasmanian community. It provides these services through a system of paramedics, doctors, patient transport officers, volunteer officers and the support and partnership of independent non‑government services around the State.

3.2 Public Health Services

This Output protects and improves the health of Tasmanians by enabling Tasmanians to make positive health choices and live in safe environments. Public Health Services provides two service streams:

·       Health Protection, which monitors and enforces legislation to manage and help prevent disease, illness and injury; and

·       Health Improvement, which develops and implements evidence based policies and programs to improve health outcomes and prevent or reduce risk factors that lead to chronic conditions.

The scope of Health Protection is defined by the Public Health Act 1997, Poisons Act 1971, Fluoridation Act 1968, Food Act 2003 and the Radiation Protection Act 2005. The scope of Health Improvement practice is to positively influence the health service and community service sectors in the State, working closely with key partners in the implementation of programs and specifically targeted interventions within populations that have been identified as having higher risk. In the future, this work will be closely aligned with the Government's strategy for preventive health, the Healthy Tasmania Five Year Strategic Plan.


Table 4.4:        Performance Information ‑ Output Group 3

 

Performance Measure

Unit of Measure

2013‑14 Actual

2014‑15 Actual

2015‑16 Target

2016‑17 Target

 

 

 

 

 

 

Ambulance Services1

 

 

 

 

 

Total Ambulance Responses2

Number

78 944

78 743

na

na

Emergency Ambulance Responses3

Number

48 607

47 795

na

na

Satisfaction with Ambulance Services

%

98

98

98

98

Median Emergency Response Times (Statewide)4

Mins

11.4

11.6

11.8

11.8

Median Emergency Response Times (Hobart)4

Mins

10.4

10.8

10.8

10.8

Median Emergency Response Times (Launceston)4

Mins

10.1

10.3

10.5

10.5

Median Emergency Response Times (Devonport)4

Mins

9.6

9.5

10.0

10.0

Median Emergency Response Times (Burnie)4

Mins

9.5

9.3

10.0

10.0

Ambulance Services expenditure per person5

$

129.8

127.3

na

na

 

 

 

 

 

 

Public Health Services

 

 

 

 

 

Radiation Protection6

 

 

 

 

 

Approved Radiation Management Plan7

%

na

82.0

98.0

100.0

Recertification prior to expiry7

%

na

60.0

100.0

100.0

Immunisation

 

 

 

 

 

Vaccine coverage in children aged 12‑15 months

%

89.8

89.8

92.5

92.5

Vaccine coverage in children aged 24‑27 months

%

93.5

90.5

92.5

92.5

Move Well Eat Well6

 

 

 

 

 

Primary School Program Membership

%

73.8

77.8

80.0

82.0

Primary School Program Awarded

%

17.2

22.2

28.0

33.0

 

 

 

 

 

 

Notes:

1.   In 2012, the Ambulance Service refined its case load and response time reporting to exclude vehicle movements that did not involve patients, such as the movement of a vehicle to a repairer or driving between stations when not on cases. Excluding these vehicle movements provides a more accurate reflection of actual patient related ambulance responses.

2.   The number of vehicles dispatched (responses) is one measure of the Ambulance Service's workload and an indicator of the demand for ambulance services in Tasmania. This measure includes emergency, urgent and non‑urgent responses (cases managed by Ambulance Tasmania's Health Transport Service are excluded ‑ these include scheduled bookings for Non‑Emergency Patient Transport Service patients). This indicator is a measure of demand rather than performance. As such, the figure presented here is the actual figure for 2013‑14 and 2014‑15 and target figures for 2015‑16 and 2016‑17 are not presented.

3.   This measure is a subset of the figure reported as Total Ambulance Responses but for emergency incidents only.

4.   The ambulance emergency response time is the difference in time between an emergency 000 call being received at the Ambulance Tasmania Communications Centre and the first vehicle arriving at the location to treat the sick or injured patient. The Median Emergency Response Time (MERT) is the middle time value when all the response times are ordered from the shortest to the longest. The MERT can be broadly interpreted as the time within which approximately 50 per cent of the first responding ambulance resources arrive at the scene of an emergency.

5.   The figures here are as published in the annual Report on Government Services and may differ from those in previous reports due to statistical parameter adjustments. This indicator is a measure of cost, rather than performance, and as such it is not possible to set targets for 2015‑16 and 2016‑17.

6.   These measures are new in the 2016‑17 Budget.

7.   Due to data collection changes, actuals from 2013‑14 are not available.

 


 

Performance Information Comments

Ambulance Services

There are a variety of factors which affect ambulance response times in Tasmania including:

·       demand for service against the available resource base;

·       the ageing population as a primary driver of demand;

·       a relatively high proportion of the population living in rural and remote areas;

·       hilly terrain, ribbon urban development along the Derwent and Tamar rivers; and

·       a high proportion of Volunteer Ambulance Officers.

According to the Rural, Remote and Metropolitan Areas Index, Tasmania has almost twice the national average population in rural and remote areas than all other jurisdictions. Tasmania also has the lowest proportion of its population living in highly accessible locations.

The number of incidents Ambulance Tasmania attended in 2014‑15 was 66 111, an increase of 1 122 incidents (1.7 per cent) on the previous financial year. The number of ambulance responses reported in Table 4.4 counts the number of vehicles dispatched to these incidents. The number of ambulance responses has decreased slightly on the previous year indicating a decrease in the allocation of multiple vehicles to incidents. This is likely a result of a number of operational and clinical initiatives aimed at improving patient outcomes.

The Ambulance Service is starting to see the benefit of a number of operational and clinical initiatives aimed at improving patient outcomes, which have been implemented over the past 12 months. These include:

·       expansion of the Early Access to Defibrillation Program (EADP) to having over 600 registered AEDs identified and potentially able to be mobilised across Tasmania;

·       restructuring of the Regional Training Units to improve infield training for all staff; and

·       significant progress towards implementation of an in‑vehicle information system.

Public Health Services

Radiation Protection

Practices holding licences under the Radiation Protection Act 2005 are required to have a current and approved radiation management plan. Radiation sources (x‑ray, laser and radioactive materials) require a certificate of compliance. Maintaining continuity of currency of management plans and re‑testing and certification of radiation sources prior to expiry is a key to radiation protection.

Immunisation

Children are considered fully immunised if they have received vaccines for diphtheria, tetanus and pertussis (DTPa), polio, Haemophilus influenza type b, hepatitis B and pneumococcal for 12‑15 month and 24‑27 month age groups; and meningococcal C and measles, mumps, rubella and varicella (MMRV) for the 24‑27 month age group.


 

Tasmania's 12‑15 month age cohort rate remained steady at 89.8 per cent which is below the national average of 90.7 per cent for this group. There has been a decrease in the 24‑27 month cohort. The primary reason for the drop in reported coverage for the 24‑27 month age cohort is due to the impact of new and additional vaccines on the National Immunisation Program. It is expected that these children will catch‑up by their fourth birthday when they present for their next scheduled vaccination.

Move Well Eat Well

This primary school program supports Tasmanian primary schools to take a sustainable and strategic approach to promoting healthy eating and physical activity as a regular part of every child's day. For children who have been a part of a Move Well Eat Well Early Childhood service, it builds on the positive messages that are familiar to children and families in that setting.

Membership of the program includes a professional learning session for the whole school staff to orientate to the program, available resources and program support. Schools then work towards strengthening links between policies, curriculum and families for consistent and sustained effort. Once they have met the requirements of the program criteria they receive Move Well Eat Well Award status, which is reviewed every two years.

The data in Table 4.4 show the total at end of each period, and are cumulative from one reporting period to the next. Data are calculated as a percentage of current number of Tasmanian schools with a primary enrolment as of time of reporting (n=221 as of March 2016). Schools that have been 'closed' at the time of reporting (March 2016) have been excluded from this data, regardless of their previous Move Well Eat Well membership status.

Output Group 4:   Human Services System Management

4.1 Human Services System Management

This Output provides a number of complementary functions including the provision of support for corporate services, policy, planning, regulation, funding, monitoring and service improvement across human services. This Output also provides support to the Secretary in establishing Output priorities.

Table 4.5           Performance Information ‑ Output Group 4

 

Performance Measure

Unit of Measure

2013‑14 Actual

2014‑15 Actual

2015‑16 Target

2016‑17 Target

 

 

 

 

 

 

Organisations receiving a Quality and Safety Review within relevant timeframes1

 

%

 

60.0

 

42.5

 

40.0

 

40.0

Target Population transferred to NDIS trial within agreed timeframes2

 

%

 

81.1

 

100.0

 

100.0

 

na

Proportion of the NDIS eligible population transitioned to the NDIS full scheme3

 

%

 

na

 

na

 

na

 

21.2

Social Housing owned and/or managed by the Community Sector4

 

%

 

34.0

 

42.7

 

42.7

 

42.7

 

 

 

 

 

 

Notes:

1.   The 2015‑16 target has been revised to reflect the Department's capacity to undertake Quality and Safety Reviews.

2.   The NDIS trial concludes on 30 June 2016 with the implementation of the NDIS full scheme transition commencing 1 July 2016.

3.   The NDIS full scheme Bilateral Agreement between the Tasmanian and the Australian Governments specifies the number of clients existing and new who are expected to enter the NDIS in a 12 month period. As a result, the 2016‑17 Target is based on the estimated intake of clients in the Bilateral Agreement and the total clients expected to be eligible for the NDIS.

4.   The 2015‑16 Budget included a target of 35 per cent. This reflected the agreed National target. The revised 2015-16 Target reflects the current level of social housing stock under community management.

 

Performance Information Comments

As Tasmania has already undertaken significant reform of the specialist disability service system, the State submitted a proposal, which was accepted, to be included as a trial site for the National Disability Insurance Scheme (NDIS) from 1 July 2013. The cohort of young people aged 15 to 24 was chosen for the trial, as this was considered an opportunity to address some of the long standing transitional issues for young people moving from school to employment or vocational options and for those young people moving out of State care.

The first year of the NDIS trial, in 2013‑14, resulted in 786 young people benefiting from becoming participants in the Scheme, which was within one per cent of the expected Bilateral target of 792 participants in the first year.

The full transition to the NDIS trial for this cohort will see around 1 100 young people supported by the NDIS by mid‑2016 exceeding the expected Bilateral targets for the trial. Planning for the transition of the remaining 9 500 Tasmanians with disability to the NDIS has commenced. A Bilateral Agreement for transition was signed by the Tasmanian and Australian Governments on 11 December 2015.

In 2009, all Housing Ministers agreed to the large scale transfer of up to 35 per cent of social housing stock to be managed by the community sector by 2014. Tasmania was the only jurisdiction to achieve this target.

In 2012‑13, Housing Tasmania implemented the Better Housing Futures initiative that commenced the progressive transfer of around 4 000 properties in high density areas to be managed by community housing providers.

In addition, social housing stock is used to deliver a range of housing programs that are managed by non‑government organisations. This includes community tenancies, supported accommodation and community housing. This has contributed to 42.7 per cent of stock managed by the community sector in June 2015.

The management of social housing by the community sector results in many positive outcomes including flexibility in supporting tenants with special needs, leveraging from supply and further investment, greater investment in maintenance, access to Commonwealth Rent Assistance, ability to provide a social mix of tenants and a range of community initiatives.

Housing Tasmania will build on this initiative through the Tasmanian Affordable Housing Action Plan 2015‑19 that will seek innovative proposals to leverage supply from the existing social housing portfolio. The ownership of around 500 existing houses will be transferred to community housing organisations. This does not impact on the overall proportion of properties managed or owned by the community sector because these properties are already overseen by the organisations. This initiative will provide additional borrowing capacity and recurrent financial incentives for the community housing organisations to construct additional houses targeted towards priority applicants.

Output Group 5:   Human Services

5.1 Community Services

This Output provides services relating to planning, developing and managing family and community support services throughout the State. This includes funding for the neighbourhood house program, integrated family support services, gambling support program and a range of other counselling and support services. All of these services are provided by community sector organisations.

5.2 Disability Services

This Output provides services relating to planning, developing and managing specialist disability services throughout the State. This includes all functions relating to funding and monitoring specialist disability service delivery in both community based settings and to individuals; the delivery of a multidisciplinary allied health support to people with disability and the sector; and the implementation and support of legislative and regulatory requirements for the delivery of those services under the Disability Services Act 2011. Since signing the NDIS transition bilateral agreement, Disability Services is primarily responsible for the transition of state‑funded specialist disability services to the NDIS.

5.3 Housing Services

This Output provides services relating to planning, developing and managing affordable housing and homelessness programs throughout the State. This includes all functions relating to the delivery and management of public housing, capital development, housing reform, community housing, specialist homelessness services, new homelessness initiatives, private rental assistance and the management of community sector organisations providing outsourced services.


 

Table 4.6:          Performance Information ‑ Output Group 5

 

Performance Measure

Unit of Measure

2013‑14 Actual

2014‑15 Actual

2015‑16 Target

2016‑17 Target

 

 

 

 

 

 

Disability Services

 

 

 

 

 

Accommodation support clients1

Number

1 346

1 221

1 095

1 107

Community access clients2

Number

 1 419

1 070

1 021

1 007

Supported accommodation waiting list3

Number

111

93

90

93

Community access waiting list3

Number

82

76

83

89

 

 

 

 

 

 

Housing Tasmania

 

 

 

 

 

Public Housing occupancy rate4

%

98.1

98.3

98.0

98.0

Applicants housed5

Number

1 066

1 085

1 100

1 100

New allocations to those in greatest need4

%

85.3

80.5

80.0

80.0

Households assisted through Private Rental Assistance

Number

4 100

3 666

4 000

4 000

Applicants on Housing Register

Number

2 465

2 771

2 700

2 950

Average wait time for people who are housed

Weeks

35.7

42.2

41.5

41.5

Average time to house Category 1 applicants6

Weeks

20.7

22.4

na

na

Average time to house priority applicants6

Weeks

na

na

36

36

Net recurrent cost per dwelling4,7

$

10 644

8 379

8 400

8 400

Turnaround time8

Days

28.9

21.5

28.0

28.0

 

 

 

 

 

 

Notes:

1.   The 2016‑17 Target is based upon the 2014‑15 actual figure less clients expected to transition to the NDIS during the 2016‑17 financial year as specified by the NDIS transition bilateral agreement between Tasmania and the Australian Government.

2.   There is no community access transition target specified in the NDIS transition bilateral agreement between Tasmania and the Australian Government. As a result, the target has been set by excluding all clients aged 12 to 28 from the 2014‑15 actual figure.

3.   The 2016‑17 waiting list targets are based on the 2015‑16 year to date average of the number of clients on the supported accommodation and community access waiting lists less any clients that are expected to transition to the NDIS during the 2016‑17 financial year.

4.   Housing Tasmania data is provided from the Report on Government Services (ROGS).

5.   This indicator includes applicants housed into public or community housing from the Housing Register.

6.   This indicator has been discontinued from 2015‑16 due to the introduction of the new Housing Assessment Prioritisation System (HAPS). The new indicator 'Average time to house priority applicants' has been included.

7.   The national methodology for determining this figure changed from 2013‑14 to 2014‑15. Targets are based on the revised methodology, with the 2015‑16 target revised from the 2015‑16 Budget.

8.   This indicator is a national target.

 

Performance Information Comments

Disability Services

Disability Services continues to operate in an environment where demand for services outstrips supply. Whilst an increase in demand for services is consistent with national trends, implementation of the trial of the NDIS on 1 July 2013 has begun to address the issue.

In terms of services delivered, there was a decrease in the number of clients receiving accommodation support and community access, reflecting the age cohort transition to the NDIS trial during 2014‑15 and 2015‑16.

Housing Tasmania

In September 2015, the Tasmanian Government introduced Tasmania's Affordable Housing Strategy 2015‑2025 and Action Plan 2015‑2019 that provides a comprehensive approach to prevent, intervene and respond to housing affordability issues and help those most vulnerable to housing stress and homelessness. The achievements over the four years will result in improved outcomes for those experiencing homelessness and housing stress.

Public housing occupancy rates remain high at 98.3 per cent for 2014‑15. Demand for public housing remains high and turnover is low as people remain in safe, affordable and stable housing. This level of occupancy is expected to continue.

Turnaround times from when public housing properties become vacant to the time the property is let have declined which shows improved efficiency in housing people in need. A significant review of this performance indicator is being undertaken nationally.

The number of applicants from the Housing Register housed in both public and community housing increased slightly with 1 085 people housed in 2014‑15. This is consistent with applicants having a diverse range of social housing options for people with housing needs.

Housing Tasmania continues to perform well in housing people most in need. In 2014‑15, the national average was that 73.7 per cent of allocations were to people in greatest need, whereas Tasmania achieved 80.5 per cent of allocations to people in greatest need. This has reduced from 2013‑14 due to the transfer of management of properties to the community sector and the availability of public housing properties to match the needs of priority applicants.

In 2013, the Housing Connect model came into operation and a broader Housing Register commenced. From this time, the number of applicants has been increasing, which may reflect the success that Housing Connect is having in encouraging people to seek assistance. It may also be the result of the Housing Register expanding from public to community housing and applicants having a greater range of housing choices.

The average time that people are waiting to be housed increased to 42.2 weeks in 2014‑15 from 35.7 weeks in 2013‑14. This is associated with the increase in applicants with the introduction of Housing Connect.

The average time to house Category 1 applicants only increased slightly in 2014‑15. In June 2015, there was a movement from a four category system of prioritisation (Category 1, Category 2, Category 3 and Category 4), to a two category system under the new Housing Assessment Prioritisation System (HAPS) (Priority and General). This means that there are now more applicants in each category. The time to house priority applicants is likely to be initially longer than the old system because of the increase in applicants, as well as including longer waiting applicants that were not previously included as a priority.

The number of people receiving financial Private Rental Assistance has decreased to 3 666 households in 2014‑15 from 4 100 households in 2013‑14. The reduction is likely to be associated with low vacancy rates in the private rental market, lack of affordability for people on low incomes and increased access to a greater range of services. There appears to be less movement within the private rental market with people 'staying in place'. This is an important tool to assist people into accommodation and reduce the need for social housing and homelessness assistance. Under Tasmania's Affordable Housing Action Plan 2015‑2019, Housing Tasmania will examine the way Private Rental Assistance is provided and how it can best assist vulnerable people to access safe and affordable housing.

As expected, the net recurrent costs per dwelling decreased in 2014‑15 to $8 379 from $10 644 in 2013‑14. The one‑off increase in the 2013‑14 figure reflected that stock transfers were effected in June, with the reduced year end stock numbers compared to full year costs. If adjusted to reflect the transferred stock, then the true net recurrent cost per unit for retained Housing Tasmania properties would have been around $8 600 in 2014‑15.

Output Group 6:   Children Services System Management

6.1 Children Services System Management

This Output provides a number of complementary functions including the provision of support for corporate services, policy, planning, regulation, funding, monitoring and service improvement across children services. This Output also provides support to the Secretary in establishing Output priorities.

Table 4.7:          Performance Information ‑ Output Group 6

 

Performance Measure

Unit of Measure

2013‑14 Actual

2014‑15 Actual

2015‑16 Target

2016‑17 Target

 

 

 

 

 

 

Planned strategic projects with milestones achieved

%

65

59

100

100

Planned regular operational performance reviews completed addressing key issues within the remit of Children Services

%

100

100

100

 

 

100

Planned quality appraisals completed within relevant timeframes

%

100

100

100

 

100

 

 

 

 

 

 

Performance Information Comments

Strategic projects are undertaken by the Program Support, Learning and Development, Out of Home Care (OOHC) Reform, and Information Management units. In 2014‑15, 10 of 17 strategic projects were either completed or scheduled milestones were achieved. Children Services continued a series of extensive reforms to the OOHC service system during this period. Based on a framework that takes into account the impacts of trauma on children, the OOHC service system is being progressively redesigned to provide intervention options that effectively respond to the needs of children who have experienced trauma.

Performance information dashboards are updated daily by the Performance and Evaluation Unit and are routinely accessed throughout Children Services. In addition, review of performance in relation to specific issues was undertaken on an as needed basis. During 2014‑15, six such reviews were scheduled and completed.

Quality appraisals are undertaken by staff in the Quality Improvement and Workforce Development Unit for practice issues arising in relation to Child Protection Services, Youth Justice Services and the Ashley Youth Detention Centre. Key drivers for service quality are determined by applying a combined understanding of research techniques, performance information, and practice knowledge to identify issues to be addressed through workforce development strategies.

Output Group 7: Children Services

7.1 Children Services

This Output provides services to children, young people and their families through a range of programs including the child health and parenting service, child protection services, out of home care, adoptions and permanency services, family violence counselling and support service, and community and custodial youth justice.

During 2015‑16, Children and Youth Services has focused on the consolidation and strengthening of services through a range of priorities focused on:

·       Practice Development, comprising the development of a service delivery framework and online manuals; embedding the Signs of Safety approach in all programs, commencing with child protection; modernising the child health system; and building practice leadership skills in managers;

·       Leadership, Workforce Development and Accountability, including collaborating with staff to develop a shared set of service values and principles; working in partnership with Human Resources to develop a DHHS human services capability framework; strengthening the learning and development framework; building improved recruitment, selection and induction processes; and providing support and skills development for the foster carer network; and

·       Reform of the Out of Home Care system to provide a needs‑led, quality assured, financially viable, safe and outcomes‑focused response to children who cannot live at home.


 

Table 4.8:          Performance Information ‑ Output Group 71

 

Performance Measure

Unit of Measure

2013‑14 Actual

2014‑15 Actual

2015‑16 Target

2016‑17 Target

 

 

 

 

 

 

Children Services

 

 

 

 

 

Mothers attending the eight week Child Health Assessment2

%

87.6

86.9

88.0

88.0

Children in notifications (per 1 000 of population)2,3

Rate

71.0

77.3

76.0

77.0

Average daily children in active transition at Response

Number

24.7

15.5

15.0

 

15.0

Investigation outcome determined within 28 days3

%

31.9

34.7

40.0

40.0

Children who were the subject of a substantiation during the previous year, who were the subject of a subsequent substantiation within 12 months3

%

21.5

18.5

17.0

17.0

Average daily children in out of home care2

Number

1 064.9

1 046.2

1 045.0

1 150.0

Children with approved case and care plans3

%

72.6

68.3

70.0

75.0

Foster care households with five or more foster children3

%

5.1

5.2

3.8

 

3.8

Children in out of home care who had 3+ non‑respite placements in the last 12 months

%

3.2

4.5

4.0

 

4.0

Children actively managed while waiting for therapeutic family violence counselling services

Number

112

90

65

 

25

 

 

 

 

 

 

Custodial Youth Justice

 

 

 

 

 

Average daily young people in Youth Justice detention2

Number

11.6

10.3

7.5

 

9.0

Distinct number of young people in Youth Justice detention2

Number

56

52

40

 

40

 

 

 

 

 

 

Community Youth Justice

 

 

 

 

 

Average daily young people in Community Youth Justice2

Number

309.2

242.7

190.0

 

200.0

Distinct number of young people in Community Youth Justice2

Number

643

523

400

 

400

Community Service Orders completed before the statutory expiry date

%

92.0

86.4

90.0

 

90.0

Youth Justice Community conferences held within six weeks of receipt of referral for conference

%

81.7

86.2

85.0

 

85.0

 

 

 

 

 

 

Notes:

1.   Some 2015-16 targets in this table have been amended from the prior year Budget to reflect a more accurate end of year outcome.

2.   The 2015‑16 and 2016‑17 targets are projections rather than targets, reflecting the different processes used to produce this value.

3.   The 2014‑15 actuals are preliminary and may differ from figures published in publications such as Report on Government Services 2016 or Child Protection Australia 2014‑15.

 

Performance Information Comments

Child Health and Parenting Services (CHAPS) maintained a consistently high level of engagement with parents of newborn children, with almost 97 per cent of parents enrolling their newborn children in 2014‑15. CHAPS provides a range of health checks and, during 2014‑15, the proportion of parents attending at eight weeks decreased slightly across Tasmania. This figure is projected to remain stable during 2015‑16 and 2016‑17.

Child Protection Services (CPS) aims to finalise investigations of child abuse or neglect within 28 days of receipt of notification. The proportion of investigation outcomes determined within 28 days increased from 31.9 per cent during 2013‑14 to 34.7 per cent during 2014‑15. Also during 2014‑15, a daily average number of 15.5 children were in active transition from the functional area of Intake to Response. CPS remains committed to keeping the number of children in active transition low. The Redesign of Child Protection Services Tasmania project intends to refocus current intake services to an advice and referral service that is connected to the broader government and non‑government service network, with the aim of improving the ability of the State to manage the 'front door' of the system.

Out of Home Care services provide care for children placed away from their parents for protective or other reasons related to safety and wellbeing. The daily average number of children in Out of Home Care in Tasmania decreased to 1 046.2 during 2014‑15. An annual decline in the number of children being admitted to care has occurred from 2008‑09 through to 2014‑15. However, an increase in the daily average number of children in care has been observed during 2015‑16. Ongoing refinement of the Out of Home Care system will seek to deliver improved support for the increasing proportion of children in care with complex needs due to prior trauma.

During 2014‑15, 4.5 per cent of children in care had three or more non‑respite placements compared to 3.2 per cent the previous year. The proportion of foster care households with five or more children was relatively steady at 5.2 per cent for 2015-16. Carer availability is a critical factor for improving the quality and stability of care and an increase in the number of available carers through the Out of Home Care reform project will assist in minimising unnecessary multiple placement changes.

At 30 June 2015, there were 90 children on the waiting list for counselling and support service from the Children and Young Person's Program. All families on this list receive interim support depending upon need via phone or face‑to‑face contact on a weekly, fortnightly, or monthly basis. Where needed, families may also be referred to external services. As a result of implementing the Family Violence Action Plan a reduction is expected in the waiting list for the Children and Young Person's Program.

A continuing decline in the reported number of Custodial Youth Justice clients has been observed in recent years. The daily average number of young people in detention decreased from 11.6 reported in 2013‑14 to 10.3 during 2014‑15. The total number of custodial clients has also decreased slightly. During 2014‑15, there were 52 distinct young people in detention compared to 56 during the previous year.

Similarly, the daily average number of young people in Community Youth Justice decreased during the same period, from 309.2 in 2013‑14 to 242.7 in 2014‑15. There was also a reduction in the total number of community clients, from 643 distinct young people during 2013‑14 to 523 during 2014‑15.

The number of young people engaged with Community or Custodial Youth Justice Services is predominantly influenced by external services. The factors affecting activity levels include referral practices and diversionary programs implemented by Tasmania Police as well as the number of successful prosecutions and sentencing options selected by the Courts.

Output Group 8:   Independent Children's Review Service

8.1 Office of the Commissioner for Children

Activities provided in this Output include promoting the rights and wellbeing of children and examining the policies, practices and services provided for children and any law affecting the health, welfare, care, protection and development of children.

Performance Information Comments

The Office of the Commissioner for Children is an independent, statutory office responsible to the Parliament of Tasmania. Details of the Commissioner for Children's activities are available in the Commissioner's Annual Reports, which can be accessed from its website at www.childcomm.tas.gov.au.


 

Special Capital Investment Funds

Table 4.9 identifies expenditure by the Department from the Government's Special Capital Investment Funds.

Table 4.9:          Special Capital Investment Fund (SCIF) Allocations

 

Estimated

Total

Cost

2016‑17

 

Budget

2017‑18

Forward

Estimate

2018‑19

Forward

Estimate

2019‑20

Forward

Estimate

 

$'000

$'000

$'000

$'000

$'000

 

 

 

 

 

 

Minister for Health

 

 

 

 

 

 

 

 

 

 

 

Hospitals Capital Fund

 

 

 

 

 

Mersey Hospital Upgrade

1 900

1 397

....

....

....

 

 

 

 

 

 

Infrastructure Tasmania Fund ‑ Health Infrastructure

 

 

 

 

 

Glenorchy ‑ Tier Three Community Health Services Facility

21 000

9 980

6 558

….

….

Kingston ‑ Tier Three Community Health Services Facility

6 500

3 750

2 155

….

….

 

 

 13 730

 8 713

....

....

 

 

 

 

 

 

Minister for Human Services

 

 

 

 

 

 

 

 

 

 

 

Housing Fund

 

 

 

 

 

Housing Fund

60 000

 3 343

 1 236

 1 278

  970

 

 

 

 

 

 

Total SCIF Allocations

 

 18 470

 9 949

 1 278

  970

 

 

 

 

 

 

Hospitals Capital Fund

The Hospitals Capital Fund (HCF) was established in 2007‑08 to provide capital funding for hospitals around the State. In 2016‑17, $1.4 million has been allocated from the HCF for the upgrade of the Mersey Community Hospital. This is anticipated to be the final allocation from this Fund.

Infrastructure Tasmania Fund ‑ Health Infrastructure

The Infrastructure Tasmania Fund ‑ Health Infrastructure was established in 2008‑09, to implement a series of capital investment projects. Expenditure in 2016‑17 of $13.7 million will include redevelopment of the Glenorchy – Tier Three Community Health Services Facility ($10 million); and redevelopment of the Kingston – Tier Three Community Health Services Facility ($3.8 million).

Housing Fund

The Housing Fund was established in 2007‑08 with an allocation of $60 million for the purpose of increasing the supply of affordable housing. In 2016‑17, it is anticipated that $3.3 million will be spent from the Housing Fund towards the continuation of support for the National Rental Affordability Scheme (NRAS), with funding towards the development of up to 1 500 properties under NRAS Stage 4.

Capital Investment Program

Table 4.10 provides financial information for the Department's Capital Investment Program. This table details cash payments only, and does not include the accrual transfers of capital assets. More information on the Capital Investment Program is provided in chapter 6 of The Budget, Budget Paper No 1.

Table 4.10:        Capital Investment Program

 

Estimated)

Total)

Cost)

2016‑17)

 

Budget)

2017‑18)

Forward)

Estimate)

2018‑19)

Forward)

Estimate)

2019‑20)

Forward)

Estimate)

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

Minister for Health

 

 

 

 

 

Health Transport and Coordination Infrastructure1

10 000)

 4 620)

 4 900)

....)

....)

Hospital and Health Centre Maintenance

8 340)

 4 260)

  790)

....)

....)

Launceston General Hospital Allied Health Clinics

3 000)

 1 450)

....)

....)

....)

Launceston General Hospital Ward Upgrades ‑ Ward 4K Upgrade1

7 850)

200)

1 350)

4 400)

1 900)

Royal Hobart Hospital Pharmacy Redevelopment1

3 761)

....)

150)

1 000)

2 611)

Royal Hobart Hospital Redevelopment1,2

469 200)

 110 000)

 229 000)

 118 216)

....)

Rural Breast Screening Clinics ‑ Establishment and Upgrade

1 268)

  175)

....)

....)

....)

St Helens Hospital Redevelopment Project1

12 100)

  250)

 2 750)

 1 345)

3 765)

 

 

 

 

 

 

Minister for Human Services

 

 

 

 

 

Affordable Housing Strategy1,3

60 000)

20 000)

20 000)

20 000)

....)

Housing ‑ New Projects

Ongoing)

 11 219)

 7 488)

 6 798)

 5 745)

Neighbourhood House Program Capital Investment

4 000)

  417)

....)

....)

....)

Non‑Works Housing

Ongoing)

 7 616)

 7 776)

 7 915)

 8 017)

North West Youth Accommodation Shelter

6 000)

 1 500)

 4 500)

....)

....)

Northern Suburbs Community Centre (incl Rocherlea Neighbourhood House)

1 660)

  640)

 1 000)

....)

....)

Strong Families, Safe Kids Capital Investment1

550)

550 

....)

....)

....)

 

 

 

 

 

 

Total CIP Allocations

 

 162 897)

 279 704)

 159 674)

 22 038)

 

 

 

 

 

 

Notes:

1.   A description of this project is provided in the Key Deliverables section at the commencement of this chapter.

2.   The total cost for the Royal Hobart Hospital Redevelopment has increased since the publication of the 2015‑16 Budget Papers. The State Government announced an additional contribution of $32.3 million in December 2015 for a new hyperbaric chamber and additional contingency funds.

3.   This additional investment will be supported by the Housing New Projects funding and Housing capital program, and will build on the $13.5 million allocated under Tasmania's Affordable Housing Action Plan 2015‑2019 in 2015‑16.

 

Hospital and Health Centre Maintenance

Funding of $8.3 million over three years was allocated from 2015‑16 for hospital and health centre infrastructure maintenance. This funding is being used to support the sustainable delivery of safe and efficient health care services across the State and to fund the maintenance, replacement or upgrade of existing hospital and health centre infrastructure, including at the Hobart Private Hospital, Launceston General Hospital (LGH), Flinders Island Hospital, Launceston Ambulance Station and at rural hospital locations.

Launceston General Hospital Allied Health Clinics

Total funding of $3 million was allocated in the 2015‑16 budget to expand and refurbish the existing Specialist Clinic at the LGH, and for additional minor works in LGH Allied Health Outpatient Services. The redevelopment of the existing Specialist Clinic focuses on the redesign of the existing space to support the current model of care and to improve the patient experience by ensuring patient confidentiality and privacy. The redesign of the space into a modular/pod configuration supports an efficient and comfortable experience for patients from presentation to completion of visit.

Rural Breast Screening Clinics ‑ Establishment and Upgrade

The Rural Breast Screening Clinics project will provide a new mobile breast screening clinic dedicated to North West Tasmania; refurbish the existing mobile screening clinic; establish a new clinic site; and upgrade existing sites. It is estimated that $175 000 will be spent during 2016‑17 to complete the Project.

Housing ‑ New Projects

Funding of $11.2 million is provided in 2016‑17 for Housing Tasmania's capital program, including the purchase and construction of public housing. The Housing ‑ New Projects allocation also incorporates $2 million under the Family Violence Action Plan as a contribution towards the establishment of Women's Crisis Accommodation. In addition, projects under Housing ‑ New Projects will support projects and actions in the Affordable Housing Action Plan.

Further details of the Housing capital program are provided in chapter 6 of The Budget Budget Paper No 1.

Neighbourhood House Program

Total funding of $4 million over two years was provided in the 2013‑14 Budget to expand the current capital and maintenance program across the State. These funds will facilitate capital works that improve the suitability and sustainability of neighbourhood houses to meet current, contemporary community activities and programs. In 2016‑17, $417 000 will be expended from the Neighbourhood House Program to complete this program of capital projects.

Non‑Works Housing

A Non‑Works Housing allocation of $7.6 million is allocated in 2016‑17. This is for the repayment of loans from the Australian Government under the former Commonwealth‑State Housing Agreement.


 

North West Youth Accommodation and Training Facility

Funding of $6 million is allocated over two years to build a supported accommodation facility in Devonport with specialist support services for youth. The Youth Accommodation and Training Facility will deliver around 25 units of accommodation for low income young people in the Devonport area, who are homeless, or at risk of homelessness. The facility will also include safe and secure accommodation options and support services suitable for young people living with a disability.

Northern Suburbs Community Centre

The Northern Suburbs Community Centre (including Rocherlea Neighbourhood House) will replace the existing Northern Suburbs Community Centre in Rocherlea with a new purpose built facility situated in a more appropriate location to enable easier community access. Total funding of $1.7 million over three years was allocated in the 2015‑16 Budget for this project.


 

Detailed Budget Statements

Table 4.11:        Statement of Comprehensive Income

 

2015‑16)

 

Budget)

2016‑17)

 

Budget)

2017‑18)

Forward)

Estimate)

2018‑19)

Forward)

Estimate)

2019‑20)

Forward)

Estimate)

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

Revenue and other income from transactions

 

 

 

 

 

Appropriation revenue ‑ recurrent1

1 164 964)

1 244 616)

1 282 504)

1 335 999)

1 329 702)

Appropriation revenue ‑ works & services2

 11 142)

 33 887)

 156 431)

 134 961)

 8 276)

Other revenue from government3

 1 603)

  990)

....)

....)

....)

Revenue from Special Capital Investment Funds2

 32 739)

 18 470)

 9 949)

 1 278)

  970)

Grants2,4

 113 186)

 143 635)

 139 038)

 43 275)

 9 014)

Sales of goods and services5

 98 725)

 68 985)

 69 869)

 71 520)

 71 543)

Interest6

  245)

  15)

  8)

  8)

  8)

Other revenue5

 20 624)

 48 738)

 49 046)

 49 343)

 49 693)

Total revenue and other income from transactions

1 443 228)

1 559 336)

1 706 845)

1 636 384)

1 469 206)

 

 

 

 

 

 

Expenses from transactions

 

 

 

 

 

Employee benefits7

 184 710)

 196 385)

 194 272)

 194 554)

 192 609)

Depreciation and amortisation8

 28 743)

 29 695)

 30 145)

 28 122)

 27 685)

Supplies and consumables9

 173 360)

 146 345)

 148 317)

 153 995)

 153 255)

Grants and subsidies10

1 295 443)

1 045 758)

1 111 727)

1 708 515)

1 103 716)

Borrowing costs

 8 584)

 8 062)

 7 727)

 7 383)

 7 032)

Other expenses11

 4 789)

 6 707)

 6 713)

 6 811)

 6 895)

Total expenses from transactions

1 695 629)

1 432 952)

1 498 901)

2 099 380)

1 491 192)

 

 

 

 

 

 

Net result from transactions (net operating balance)

(252 401)

 126 384)

 207 944)

(462 996)

(21 986)

 

 

 

 

 

 

Other economic flows included in net result

 

 

 

 

 

Net gain/(loss) on non‑financial assets

 12 347)

 11 750)

 11 785)

 11 785)

 11 785)

Other gains/(losses) from other economic flows12

....)

  708)

  708)

  700)

  200)

Total other economic flows included in net result

 12 347)

 12 458)

 12 493)

 12 485)

 11 985)

 

 

 

 

 

 

Net result

(240 054)

 138 842)

 220 437)

(450 511)

(10 001)

 

 

 

 

 

 

 


 

Table 4.11:        Statement of Comprehensive Income (continued)

 

2015‑16)

 

Budget)

2016‑17)

 

Budget)

2017‑18)

Forward)

Estimate)

2018‑19)

Forward)

Estimate)

2019‑20)

Forward)

Estimate)

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

Other economic flows ‑ other non‑owner changes in equity

 

 

 

 

 

Changes in physical asset revaluation reserve

 26 296)

 25 636)

 25 715)

 25 800)

 25 892)

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

 26 296)

 25 636)

 25 715)

 25 800)

 25 892)

 

 

 

 

 

 

Comprehensive result

(213 758)

 164 478)

 246 152)

(424 711)

 15 891)

 

 

 

 

 

 

Notes:

1.   The movements in Appropriation revenue ‑ recurrent reflect additional funding provided in the 2016‑17 Budget for Health and Human Services initiatives, revisions to funding cash flows for the NDIS, and revisions to the Disability SPP during the transition to full scheme and the cessation of this payment from 2019‑20.

2.   The movements in Appropriation revenue ‑ works & services, Revenue from Special Capital Investment Funds and Grants reflect movements in capital project funding from CIP and SCIF, including those components of CIP that are funded by the Australian Government.

3.   Other revenue from Government in 2015‑16 and 2016‑17 reflects the utilisation of funds carried forward under Section 8A(2) of the Public Account Act 1986.

4.   The significant decrease in Grants in 2018‑19 reflects the drawdown profile of Australian Government capital funding for the RHH Redevelopment Project. In 2018‑19, the majority of Project funding will be sourced from Appropriation revenue ‑ works and services. The further decrease in 2019‑20 reflects the completion of the RHH Redevelopment Project in 2018‑19 and the cessation of NPA funding provided under the NDIS Bilateral Agreement during the transition.

5.   The decrease in Sales of goods and services and the increase in Other revenue in 2016‑17 primarily reflects the reclassification of Business Services Network revenue of $21.2 million from the THS to Other revenue, and the reclassification of revenue to Other revenue, including the Community Support Levy to reflect a more accurate classification to align with prior year actuals. The decrease in Sales of goods and services also reflects the cessation of one‑off funding.

6.   The decrease in Interest reflects a more accurate estimate of interest received by the Department following a review of anticipated cash balances that are eligible to receive interest in accordance with Treasurer's Instructions.

7.   The decrease in Employee benefits from 2016‑17 primarily reflects: the transition of Disability Services previously undertaken by the Department to the NDIA; and the reclassification of costs across transaction types to reflect the new DHHS structure following the DHHS Review and the classification of prior year actuals.

8.   The decrease in Depreciation and amortisation from 2017‑18 primarily reflects the Department's anticipated depreciation schedules based on current asset balances and anticipated purchases of non‑financial assets over the Forward Estimates period.

9.   The decrease in Supplies and consumables in 2016‑17 primarily reflects cessation of funding agreements from the Australian Government for Commonwealth Own Purpose Expenditure and NPAs, the reclassification of expenditure to grants and employee expenses to more accurately reflect anticipated expenditure following the DHHS Review.

10. The movements in Grants and subsidies primarily reflects the transfer of completed assets from the Department to the THS. The Department undertakes capital works on behalf of the THS and transfers these assets to the THS once completed. The movements also reflect payments to the NDIA as part of Tasmania's contribution to the NDIS. This includes the transition of services previously undertaken and funded by the Department that will be progressively transitioned to the NDIA. The decrease in Grants and subsidies in 2019‑20 also reflects the cessation of the Disability SPP after the NDIS transition concludes. This is offset by a reduction in Appropriation revenue ‑ recurrent.

11. The increase in Other expenses reflects the reclassification of Tasmanian Risk Management Fund premiums from Supplies and consumables to better align with prior year actuals.

12. The increase in Other gains/(losses) from other economic flows reflects the reclassification of Equity investment transactions for HomeShare from Net gain/(loss) on non‑financial assets to better align with prior year actuals.

Table 4.12:        Revenue from Appropriation by Output

 

2015‑16)

 

Budget)

2016‑17)

 

Budget)

2017‑18)

Forward)

Estimate)

2018‑19)

Forward)

Estimate)

2019‑20)

Forward)

Estimate)

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

Minister for Health

 

 

 

 

 

 

 

 

 

 

 

Output Group 1 ‑ Health Services System Management

 

 

 

 

 

1.1  Health Services System Management1

 95 540)

 115 990)

 122 892)

 128 155)

 133 170)

 

 95 540)

 115 990)

 122 892)

 128 155)

 133 170)

Output Group 2 ‑ Tasmanian Health Service

 

 

 

 

 

2.1  Tasmanian Health Service2

 649 936)

 672 950)

 691 324)

 685 448)

 702 399)

 

 649 936)

 672 950)

 691 324)

 685 448)

 702 399)

Output Group 3 ‑ Statewide Services

 

 

 

 

 

3.1  Ambulance Services3

 51 096)

 57 881)

 58 979)

 59 604)

 60 130)

3.2  Public Health Services4

 13 743)

 15 239)

 15 559)

 14 446)

 14 944)

 

 64 839)

 73 120)

 74 538)

 74 050)

 75 074)

 

 

 

 

 

 

Capital Investment Program

 7 994)

 10 780)

 130 931)

 114 961)

 8 276)

 

 

 

 

 

 

Recurrent Services

 810 315)

 862 060)

 888 754)

 887 653)

 910 643)

Works and Services

 7 994)

 10 780)

 130 931)

 114 961)

 8 276)

 

 818 309)

 872 840)

1 019 685)

1 002 614)

 918 919)

 

 

 

 

 

 

Minister for Human Services

 

 

 

 

 

 

 

 

 

 

 

Output Group 4 ‑ Human Services System Management

 

 

 

 

 

4.1  Human Services System Management5

 2 964)

 1 734)

 1 678)

 1 696)

 1 729)

 

 2 964)

 1 734)

 1 678)

 1 696)

 1 729)

Output Group 5 ‑ Human Services

 

 

 

 

 

5.1  Community Services6

 18 358)

 20 866)

 20 965)

 21 220)

 21 948)

5.2  Disability Services7

 187 263)

 201 341)

 211 899)

 263 273)

 230 872)

5.3  Housing Services

 38 000)

 40 894)

 41 004)

 42 930)

 43 908)

 

 243 621)

 263 101)

 273 868)

 327 423)

 296 728)

Output Group 6 ‑ Children Services System Management

 

 

 

 

 

6.1  Children Services System Management8

 4 682)

 3 276)

 3 171)

 3 203)

 3 222)

 

 4 682)

 3 276)

 3 171)

 3 203)

 3 222)

Output Group 7 ‑ Children Services

 

 

 

 

 

7.1  Children Services9

 102 492)

 113 525)

 114 105)

 115 086)

 116 436)

 

 102 492)

 113 525)

 114 105)

 115 086)

 116 436)

 

Table 4.12:        Revenue from Appropriation by Output (continued)

 

2015‑16)

 

Budget)

2016‑17)

 

Budget)

2017‑18)

Forward)

Estimate)

2018‑19)

Forward)

Estimate)

2019‑20)

Forward)

Estimate)

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

Output Group 8 ‑ Independent Children's Review Service

 

 

 

 

 

8.1  Office of the Commissioner for Children

  890)

  920)

  928)

  938)

  944)

 

  890)

  920)

  928)

  938)

  944)

 

 

 

 

 

 

Capital Investment Program

 3 148)

 23 107)

 25 500)

 20 000)

....)

 

 

 

 

 

 

Recurrent Services

 354 649)

 382 556)

 393 750)

 448 346)

 419 059)

Works and Services

 3 148)

 23 107)

 25 500)

 20 000)

....)

 

 357 797)

 405 663)

 419 250)

 468 346)

 419 059)

 

 

 

 

 

 

Department of Health and Human Services

 

 

 

 

 

Total Recurrent Services

1 164 964)

1 244 616)

1 282 504)

1 335 999)

1 329 702)

Total Works and Services

 11 142)

 33 887)

 156 431)

 134 961)

 8 276)

 

1 176 106)

1 278 503)

1 438 935)

1 470 960)

1 337 978)

 

 

 

 

 

 

Appropriation Carried Forward

 1 603)

  990)

....)

....)

....)

 

 

 

 

 

 

Total Revenue from Appropriation

1 177 709)

1 279 493)

1 438 935)

1 470 960)

1 337 978)

 

 

 

 

 

 

Controlled Revenue from Appropriation

1 177 709)

1 279 493)

1 438 935)

1 470 960)

1 337 978)

Administered Revenue from Appropriation

....)

....)

....)

....)

....)

 

1 177 709)

1 279 493)

1 438 935)

1 470 960)

1 337 978)

 

 

 

 

 

 

Notes:

1.   The movements in the Health Services System Management Output primarily reflects: a review of its output allocation following the Department of Health and Human Services (DHHS) Review; the redistribution of Equal Remuneration Order (ERO) costs across outputs; and the consolidation of Tasmanian Health Service (THS) Business Services Network (BSN) expenses to this Output.

2.   The decrease in the Tasmanian Health Service Output from 2017‑18 to 2018‑19 primarily reflects the completion of funding for 2014 election commitments, including the Rebuilding Health Services ‑ Elective Surgery Program initiative.

3.   The increase in the Ambulance Services Output reflects: additional funding provided in the 2016‑17 Budget for Ambulance Work Value case and Patients First initiative for Extended Care Paramedics; and the reallocation of Patient Transport to Support One Health funding to reflect that Ambulance Tasmania will undertake a number elements under this initiative.

4.   The decrease in the Public Health Services Output from 2017‑18 to 2018‑19 primarily reflects completion of the 2014 election commitment funding.

5.   The decrease in the Human Services System Management Output in 2016‑17 primarily reflects the redistribution of the Joined Up Human Services initiative across outputs, and an internal reallocation of funds within the Human Services outputs following the DHHS Review.

6.   The increase in the Community Services Output in 2016‑17 primarily reflects a more accurate allocation of ERO funding across outputs.

7.   The increase in the Disability Services Output primarily reflects additional funding provided as part of Tasmania's contribution towards the NDIS. The decrease in 2019‑20 reflects the cessation of the Disability SPP when transition to the full scheme is complete.

8.   The decrease in Children Services System Management primarily reflects an internal reallocation of funds within the Children Services outputs following the DHHS Review.

9.   The increase in Children Services primarily reflects: additional funding provided for the Strong Families, Safe Kids initiative; a reallocation of ERO funding across outputs; and the reallocation of overheads across outputs following the DHHS Review.


 

Table 4.13:        Statement of Financial Position as at 30 June

 

2016)

 

Budget)

2017)

 

Budget)

2018)

Forward)

Estimate)

2019)

Forward)

Estimate)

2020)

Forward)

Estimate)

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

Assets

 

 

 

 

 

Financial assets

 

 

 

 

 

Cash and deposits1

 42 253)

 54 317)

 52 901)

 53 243)

 52 352)

Investments2

 6 968)

 1 427)

  988)

  588)

  188)

Receivables1

 7 170)

 11 108)

 12 303)

 11 764)

 10 707)

Equity investments3

 18 573)

 26 649)

 30 553)

 32 606)

 33 159)

Other financial assets

 6 357)

 5 435)

 5 504)

 5 598)

 5 610)

 

 81 321)

 98 936)

 102 249)

 103 799)

 102 016)

Non‑financial assets

 

 

 

 

 

Inventories4

 2 711)

 3 485)

 3 460)

 3 484)

  996)

Property, plant and equipment5

1 353 650)

1 880 232)

2 111 474)

1 679 697)

1 694 788)

Infrastructure6

....)

 5 000)

 10 000)

 10 000)

 10 000)

Heritage and cultural assets

  475)

  405)

  410)

  416)

  422)

Intangibles1

 12 446)

 11 186)

 9 467)

 8 641)

 7 815)

Other assets1

 5 730)

 4 650)

 4 641)

 4 749)

 4 735)

 

1 375 012)

1 904 958)

2 139 452)

1 706 987)

1 718 756)

 

 

 

 

 

 

Total assets

1 456 333)

2 003 894)

2 241 701)

1 810 786)

1 820 772)

 

 

 

 

 

 

Liabilities

 

 

 

 

 

Payables1

 16 690)

 14 466)

 14 444)

 14 732)

 14 698)

Interest bearing liabilities7

 184 244)

 173 295)

 165 519)

 157 604)

 149 587)

Employee benefits

 42 028)

 42 469)

 42 204)

 43 338)

 45 175)

Superannuation1

 16 433)

 14 879)

 14 568)

 14 811)

 15 114)

Other liabilities1

 15 272)

 29 356)

 29 385)

 29 431)

 29 437)

Total liabilities

 274 667)

 274 465)

 266 120)

 259 916)

 254 011)

 

 

 

 

 

 

Net assets (liabilities)

1 181 666)

1 729 429)

1 975 581)

1 550 870)

1 566 761)

 

 

 

 

 

 

Equity

 

 

 

 

 

Reserves

1 915 818)

1 898 503)

1 924 218)

1 950 018)

1 975 910)

Accumulated funds8

(740 246)

(175 168)

 45 269)

(405 242)

(415 243)

Other equity

 6 094)

 6 094)

 6 094)

 6 094)

 6 094)

Total equity

1 181 666)

1 729 429)

1 975 581)

1 550 870)

1 566 761)

 

 

 

 

 

 

Notes:

1.   The movements in the 2017 estimates of Cash and deposits, Receivables, Intangibles, Other Assets, Payables, Superannuation and Other Liabilities reflect a more accurate estimate based on the 30 June 2015 outcome.

2.   The decrease in 2017 in Investments reflects the repayment of borrowings of $5 million, which were provided to fund the cost of staff separations in the THS from 2014‑15. These borrowings were passed through the Department to the THS.

3.   The increase in Equity investments in 2017 reflects an increase in activity and payments through the HomeShare Program following the Government's decision to change the eligibility criteria to make the program accessible to more Tasmanians, and the Government's Affordable Housing Strategy.

4.   The increase in Inventories in 2017 reflects a more accurate estimate based on the 30 June 2015 outcome. The decrease in Inventories in 2020 reflects the expiry of the current Essential Vaccines NPA and associated inventories funded by the program. The movements in the Forward Estimates period do not pre‑empt a new agreement with the Australian Government on the future of this program.

5.   The movement in Property, plant and equipment in 2017 reflects: a more accurate estimate based on the 30 June 2015 outcome; the timing of anticipated expenditure on the RHH Redevelopment Project; and the transfer of completed assets including the RHH Redevelopment to the THS.

6.   The increase in Infrastructure in 2017 reflects additional funding provided under the Health Transport and Coordination Infrastructure project.

7.   The decrease in Interest Bearing Liabilities reflects the repayment of borrowings under the Commonwealth‑State Housing Agreement.

8.   The movement in Accumulated funds primarily reflects the timing of the transfer of CIP and SCIF assets to the THS. The Department undertakes capital works on behalf of the THS and transfers applicable assets to the THS when projects are completed.


 

Table 4.14:        Statement of Cash Flows

 

2015‑16)

 

Budget)

2016‑17)

 

Budget)

2017‑18)

Forward)

Estimate)

2018‑19)

Forward)

Estimate)

2019‑20)

Forward)

Estimate)

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

Cash flows from operating activities

 

 

 

 

 

Cash inflows

 

 

 

 

 

Appropriation receipts ‑ recurrent1

1 164 964)

1 244 616)

1 282 504)

1 335 999)

1 329 702)

Appropriation receipts ‑ capital2

 11 142)

 33 887)

 156 431)

 134 961)

 8 276)

Receipts from Special Capital Investment Funds2

 32 739)

 18 470)

 9 949)

 1 278)

  970)

Grants2

 113 186)

 143 635)

 139 038)

 43 275)

 9 014)

Sales of goods and services3

 100 072)

 69 358)

 69 712)

 71 303)

 71 515)

GST receipts4

 47 253)

 51 525)

 63 417)

 56 639)

 43 985)

Interest received5

  245)

  15)

  8)

  8)

  8)

Other cash receipts3

 20 624)

 48 738)

 49 046)

 49 343)

 49 693)

Total cash inflows

1 490 225)

1 610 244)

1 770 105)

1 692 806)

1 513 163)

 

 

 

 

 

 

Cash outflows

 

 

 

 

 

Employee benefits6

(166 057)

(173 527)

(172 576)

(170 998)

(168 117)

Superannuation

(21 237)

(22 145)

(22 268)

(22 185)

(22 354)

Borrowing costs

(8 584)

(8 062)

(7 727)

(7 383)

(7 032)

GST payments4

(47 255)

(51 711)

(64 487)

(55 928)

(42 907)

Grants and subsidies7

(959 242)

(1 040 707)

(1 074 227)

(1 128 315)

(1 103 716)

Supplies and consumables8

(172 890)

(146 292)

(148 309)

(153 830)

(150 781)

Other cash payments9

(4 791)

(6 638)

(6 721)

(6 815)

(6 895)

Total cash outflows

(1 380 056)

(1 449 082)

(1 496 315)

(1 545 454)

(1 501 802)

 

 

 

 

 

 

Net cash from (used by) operating activities

 110 169)

 161 162)

 273 790)

 147 352)

 11 361)

 

 

 

 

 

 

Cash flows from investing activities

 

 

 

 

 

Payments for acquisition of non‑financial assets10

(116 095)

(166 671)

(276 458)

(149 927)

(16 067)

Proceeds from the disposal of non‑financial assets

 12 347)

 11 750)

 11 785)

 11 785)

 11 785)

Equity injections and cash flows from restructuring11

(2 191)

(4 619)

(3 904)

(2 053)

(553)

Net advances paid

  458)

  471)

  439)

  400)

  400)

Net receipts/(payments) for investments12

....)

  708)

  708)

  700)

  200)

Net cash from (used by) investing activities

(105 481)

(158 361)

(267 430)

(139 095)

(4 235)

 

 

 

 

 

 

 


 

Table 4.14:        Statement of Cash Flows (continued)

 

2015‑16)

 

Budget)

2016‑17)

 

Budget)

2017‑18)

Forward)

Estimate)

2018‑19)

Forward)

Estimate)

2019‑20)

Forward)

Estimate)

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

Cash flows from financing activities

 

 

 

 

 

Net borrowings

(9 121)

(7 616)

(7 776)

(7 915)

(8 017)

Net cash from (used by) financing activities

(9 121)

(7 616)

(7 776)

(7 915)

(8 017)

 

 

 

 

 

 

Net increase (decrease) in cash and cash equivalents held

(4 433)

(4 815)

(1 416)

  342)

(891)

 

 

 

 

 

 

Cash and deposits at the beginning of the reporting period

 46 686)

 59 132)

 54 317)

 52 901)

 53 243)

Cash and deposits at the end of the reporting period

 42 253)

 54 317)

 52 901)

 53 243)

 52 352)

 

 

 

 

 

 

Notes:

1.   The movements in Appropriation receipts ‑ recurrent reflects additional funding provided in the 2016‑17 Budget for Health and Human Services initiatives, revisions to funding cash flows for the NDIS, and revisions to the Disability SPP during the transition to full scheme and the cessation of this payment from 2019‑20.

2.   The movement in Appropriation receipts ‑ capital, Receipts from Special Capital Investment Funds and Grants reflects movements in capital project funding from CIP and SCIF, including those components of CIP that are funded by the Australian Government.

3.   The decrease in Sales of goods and services and the increase in Other cash receipts in 2016‑17 primarily reflects the reclassification of Business Services Network revenue of $21.2 million from the THS to Other receipts, and the reclassification of revenue to Other receipts, including the Community Support Levy to reflect a more accurate classification to align with prior year actuals. The decrease in Sales of goods and services also reflects the cessation of one‑off funding.

4.   The movement in GST receipts and GST payments primarily reflects the timing of purchases associated with the RHH Redevelopment.

5.   The decrease in Interest received reflects a more accurate estimate of interest received by the Department following a review of anticipated cash balances that are eligible to receive interest in accordance with Treasurer's Instructions.

6.   The decrease in Employee benefits from 2016‑17 primarily reflects: the transition of Disability Services previously undertaken by the Department to the NDIA; and the reclassification of costs across transaction types to reflect the new DHHS structure following the DHHS Review and the classification prior year actuals.

7.   The increase in Grants and subsidies from 2016‑17 primarily reflects payments to the NDIA as part of Tasmania's contribution to the NDIS. This includes the transition of services previously undertaken and funded by the Department that will be progressively transitioned to the NDIA. The decrease in Grants and subsidies in 2019‑20 primarily reflects the cessation of the Disability SPP after the NDIS transition concludes. This is offset by a reduction in Appropriation receipts ‑ recurrent.

8.   The decrease in Supplies and consumables in 2016‑17 primarily reflects cessation of funding agreements from the Australian Government for Commonwealth Own Purpose Expenditure and National Partnership Agreements, the reclassification of expenditure to grants and employee expenses to more accurately reflect anticipated expenditure following the DHHS Review.

9.   The increase in Other cash payments reflects the reclassification of Tasmanian Risk Management Fund premiums from Supplies and consumables to better align with prior year actuals.

10. The movement in Payments for acquisition of non‑financial assets primarily reflects the anticipated timing of expenditure on major capital projects, including the RHH Redevelopment.

11. The increase in Equity injections and cash flows from restructuring primarily reflects an increase in the activity from equity injections and payments through the HomeShare Program following the Government's decision to change the eligibility criteria to make the program accessible to more Tasmanians, and the Government's Affordable Housing Strategy.

12. The increase in Net receipts/(payments) for investments reflects the reclassification of Equity investment transactions for HomeShare from Net gain/(loss) on non‑financial assets to better align with prior year actuals.