8     Department of Premier and Cabinet

Agency Outline

The Department of Premier and Cabinet is a central agency of the Tasmanian Government. The Department is responsible to the Premier, Minister for Sport and Recreation and Minister for Aboriginal Affairs, Hon Will Hodgman MP; the Minister for Planning and Local Government, Hon Peter Gutwein MP; the Minister for Environment, Parks and Heritage, Hon Matthew Groom MP; the Minister for Women, Hon Jacquie Petrusma MP, the Minister for Information Technology and Innovation, Hon Michael Ferguson MP and the Minister for Education and Training, Hon Jeremy Rockliff MP. The Department also supports the Parliamentary Secretary to the Premier, Guy Barnett MP. The Premier is also the Minister administering the State Service Act 2000.

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

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

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


 

Key Deliverables

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

Table 8.1:          Key Deliverables Statement

 

 

2016‑17

)

Budget

2017‑18

Forward Estimate

2018‑19

Forward Estimate

2019‑20

Forward Estimate

 

$'000

$'000

$'000

$'000

 

 

 

 

 

Burnie Pool Project

250

….

….

….

Community Grants

106

….

….

….

Community Participation and Appeals Program

130

130

130

….

Emergency Food Relief Distribution

300

300

300

300

EMPOWER Integration and Automation Program1

….

….

….

….

Engaging Older Tasmanians

125

….

….

….

Food Vans ‑ Additional Support

60

….

….

….

Grassroots Australian Rules Football

500

500

500

500

Hobart Pedestrian Bridge

2 618

1 638

….

….

Hockey Tasmania Facility Upgrade

300

….

….

….

Men's Sheds Support

185

….

….

….

Multicultural Events - Population Growth Strategy2

….

….

….

….

Office of Parliamentary Counsel

200

200

200

200

On Island Support for Refugees

1 300

300

300

….

Our Watch

22

22

22

….

Physical Disability Sports Development

38

….

….

….

Resetting the Relationship with the Aboriginal People

250

250

250

250

Returned and Services League Support

100

….

….

….

Safe Homes, Safe Families - Tasmania's Family Violence Action Plan

8 380

6 892

6 734

….

Silverdome ‑ Maintenance and Building Compliance

850

700

1 169

….

Small Grants for Returned and Services League (RSL) Clubs

100

….

….

….

Sports Carnival Series

150

150

….

….

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

50

….

….

….

State Peak Sporting Bodies

150

150

150

150

Tasmania Brand

650

….

….

….

Tasmanian Government Board Diversity Scholarship Program

50

50

….

….

Trail Bike Riding ‑ Diversion Program

40

40

….

….

Trail Bike Riding ‑ Education Program

10

10

….

….

Water Safety ‑ Local Government

50

….

….

….

Water Safety ‑ Surf Life Saving Clubs

100

100

….

….

Water Safety ‑ Volunteer Marine Rescue

50

50

….

….

Windmill Point ‑ Recreational Facilities

….

….

….

….

World Heritage Bushfire Research

250

….

….

….

 

 

 

 

 

Notes:

1.   The EMPOWER Integration and Automation Program will be funded via contributions from agencies.

2.   Multicultural Events - Population Growth Strategy will be funded from existing allocated funds held by the Department of State Growth over the Budget and Forward Estimates period.

Burnie Pool Project

Funding of $3 million has been allocated to the $8 million Burnie Pool Project to match the $3 million provided by the Australian Government and the $2 million provided by the Burnie City Council. On completion, the Project will provide Burnie with an Aquatic Centre encompassing a new indoor 25 metre learn‑to‑swim pool that can be used all year round by schools, swimming clubs and surf life saving clubs. It will also fund the refurbishment of the existing 50 metre pool. Funding totalling $2.8 million has been provided to date, with $250 000 allocated in 2016‑17.

Community Grants

Funding of $106 000 has been allocated in 2016‑17 for the Council on the Ageing Tasmania (COTA) to coordinate Seniors Week in Tasmania.

Community Participation and Appeals Program

The Community Participation and Appeals Program will provide support for significant community events and charitable appeals. The aim of the program is to build social cohesion and participation by supporting significant community and cultural events and to facilitate the Government's contribution to raising funds for significant community appeals. Funding of $130 000 per annum has been allocated until 2018‑19.

Emergency Food Relief Distribution

The Government recognises the valuable role that emergency food relief providers play in distributing donated fresh and non‑perishable food through local community networks. In 2014, the Government undertook a review of emergency food relief in the State to assess the demand, social value and the costs and benefits of its continued investment. In 2015‑16, permanent funding of $300 000 per annum was provided for food redistribution services.

EMPOWER Integration and Automation Program

The EMPOWER Integration and Automation Program has resulted from an independent review of how agencies use and deploy the Tasmanian Government's core HR system EMPOWER. A recommendation from the review was to consolidate HR databases into three commonly structured and configured platforms. The first stage of the Program will be the establishment of the platforms and agencies will fund the Program from internal budgets in 2016‑17.

Engaging Older Tasmanians

Funding of $125 000 has been allocated to the COTA in 2016‑17 to work with Tasmania's government, business and community sectors to maximise the productive capacity of older Tasmanians and develop products, services and resources that can improve accessibility and liveability of local services and infrastructure so that they can actively participate in their community.


 

Food Vans ‑ Additional Support

Funding of $180 000 has been allocated over three years, commencing in 2014‑15, to support and extend the reach of mobile food vans currently operating in Hobart, Launceston and Devonport. Funding of $120 000 has been provided to date, with the final $60 000 to be provided in 2016‑17.

Grassroots Australian Rules Football

The Australian Football League (AFL) and the Tasmanian Government commissioned an independent review into the future direction of AFL in Tasmania. Included in the review is an assessment of the sport from grassroots to elite competition. Funding of $500 000 per annum has been allocated over four years, commencing in 2016‑17.

Hobart Pedestrian Bridge

The Australian Government has guaranteed $7.3 million from the ANZAC Centenary Public Fund for the construction of a pedestrian walkway linking the Cenotaph in Hobart with the Soldiers' Memorial Avenue. The Public Fund is made up of donations from the Australian business community and public that will be used for projects of state and national significance during the Centenary of ANZAC period.

Funding from the Public Fund will be made available over three financial years as the level of donations allows for payments to be made. The Tasmanian Government will underwrite the cost of the walkway's construction to ensure it will be completed during the Centenary of World War One commemorations. The walkway is part of the broader redevelopment of the Queen's Domain that is being managed by the Hobart City Council.

Hockey Tasmania Facilities Upgrade

Hockey Tasmania's current facilities in Hobart and Launceston require the replacement of artificial turf to ensure Tasmania can continue to bid for and secure national and international hockey tournaments and continue to provide facilities for junior hockey development. Funding of $600 000 was allocated and the last instalment of $300 000 will be provided in 2016‑17.

Men's Sheds Support

Funding of $555 000 has been allocated over three years, commencing in 2014‑15, to provide additional support to the Tasmania Men's Shed Association and to Men's Sheds around Tasmania. Funding of $370 000 has been provided to date, with a further $185 000 allocated in 2016‑17.

Multicultural Events - Population Growth Strategy

Tasmania's Population Growth Strategy, released in September 2015, articulated a number of actions aimed at celebrating Tasmania's multiculturalism and making migrants feel welcome. These include the Multicultural Grants Program and supporting Harmony Week. These actions will continue to be funded in 2016‑17 through the $8 million Jobs and Business Attraction Package administered by the Department of State Growth.


 

Office of Parliamentary Counsel

Funding of $200 000 per annum has been provided for two existing permanent positions that are part of the Office of Parliamentary Counsel's (OPC) establishment. The positions have historically been funded from Trust funds which have now been used to upgrade the EnAct system. Maintaining the positions will ensure OPC continues to deliver drafting services for the Government without delaying the legislative program of Government.

On Island Support for Refugees

The On Island Support for Refugees is an initiative of the Tasmanian Government. The Safe Haven Hub will provide transitional services, education support and employment pathway services for migrants, former humanitarian entrants and temporary visa holders. The primary aim of the services is for clients to develop skills that enable them to gain employment or enter an employment pathway, and to settle in the State. Funding of $1.3 million was allocated in 2015‑16, of which $1 million has been reallocated into 2016‑17. Further funding of $300 000 per annum has been allocated in 2016‑17, 2017‑18 and 2018‑19.

Our Watch

Funding of $22 000 has been allocated over three years to support Tasmania's annual membership of Our Watch. Our Watch is a Foundation which has been established to drive nationwide change in the culture, behaviour and attitudes that lead to violence against women and children.

Physical Disability Sports Development

Funding of $114 000 has been allocated over three years, commencing in 2014‑15, to Physical Disability Sports Tasmania to assist those athletes with physical disabilities to try various sports and participate regularly, while also providing pathways for those who wish to compete at a state, interstate and international/Paralympic level. Funding of $76 000 has been provided to date, with a further $38 000 allocated in 2016‑17.

Resetting the Relationship with the Aboriginal People

The Government is resetting its relationship with the Tasmanian Aboriginal community to achieve greater understanding and respect between Tasmanian Aboriginal people and non‑Aboriginal Tasmanians in a way that acknowledges Aboriginal history and culture. The Government is working with the Aboriginal Community to identify actions in key areas, including recognition of Aboriginal people, connection to country and culture, and closing the gap on disadvantage. Areas for action already identified include a new model for determining eligibility for Tasmanian Government programs and services for Aboriginal people; discussions on land return and exploring joint land management; consideration of constitutional recognition; and supporting Aboriginal tourism enterprises in Tasmania.

The State Government will invest almost $24 million in existing and new Aboriginal programs and services over the next four years. New initiatives include services in education, child protection, family violence and joint land management with over $2 million in additional funding provided in 2016‑17 over the Budget and Forward Estimates period.

Of that $2 million, $1 million has been allocated to the Department over four years for additional trainee rangers and for support for Aboriginal women impacted by family violence.


 

Returned and Services League (RSL) Support

Funding of $300 000 has been allocated over three years, commencing in 2014‑15, to the Returned and Services League (Tasmania Branch) to support its ongoing operations and meet the increased needs of the ex‑serving community. Funding of $200 000 has been provided to date, with a further $100 000 allocated in 2016‑17.

Safe Homes, Safe Families - Tasmania's Family Violence Action Plan

Safe Homes, Safe Families: Tasmania's Family Violence Action Plan 2015‑2020 (Safe Homes, Safe Families) was launched on Thursday 13 August 2015. A coordinated, over‑arching whole‑of‑government implementation plan has been released. Safe Homes, Safe Families focuses on three areas of action: changing attitudes and behaviours; support for families affected by family violence; and strengthening legal responses. Funding of $25.6 million has been allocated over four years, commencing in 2015‑16.

Silverdome ‑ Maintenance and Building Compliance

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

Small Grants for Returned and Services League (RSL) Clubs

Funding of $300 000 has been allocated over three years, commencing in 2014‑15, to establish the Teddy Sheean Memorial Grant Program and administer the provision of small grants for capital works in service organisations and clubs. Funding of $200 000 has been provided to date, with a further $100 000 allocated in 2016‑17.

Sports Carnival Series

Funding of $600 000 has been allocated over four years, which commenced in 2014‑15, to the Sports Carnival Association of Tasmania to ensure the viability of the Carnival series. The Carnival series is significant as it provides opportunities for the community to be actively involved as a participant or as a spectator and the regions benefit from the associated economic activity. Funding of $300 000 has been provided to date, with a further $150 000 per annum allocated for 2016‑17 and 2017‑18.

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

Funding of $150 000 has been allocated over three years, commencing in 2014‑15, for the renovation and repair program for the St George's Church in Battery Point. Funding of $100 000 has been provided to date, with a further $50 000 allocated in 2016‑17.

State Peak Sporting Bodies

Funding of $150 000 per annum is being provided to fund existing State Government funding commitments to peak sport funding bodies.


 

Tasmania Brand

Funding of $650 000 has been allocated in 2016‑17 for enhancing Tasmania's brand to ensure a cohesive approach to marketing Tasmania as the best place in the country to live, work, invest and raise a family.

Tasmanian Government Board Diversity Scholarship Program

Funding of $150 000 was allocated over three years, commencing in 2015‑16, towards the cost of scholarships for women to undertake training through the Australian Institute of Company Directors. The Government Board Diversity Scholarship Program is linked to the Government's Women on Boards Strategy 2015‑20 and its commitment to addressing the gender imbalance of membership of government boards and committees and increasing the representation of women to at least 50 per cent by 2020.

Trail Bike Riding ‑ Diversion Program

Funding of $160 000 has been allocated over four years, which commenced in 2014‑15, to establish a fund to assist with the cost of public liability insurance and licence fees for individuals and groups who wish to develop trail bike facilities to provide a safe and legal environment for trail bike riding away from private and public residences. Funding of $80 000 has been provided to date, with a further $40 000 per annum allocated in 2016‑17 and 2017‑18.

Trail Bike Riding ‑ Education program

Funding of $40 000 has been allocated over four years, commencing in 2014‑15, for the development and implementation of an aggressive social and print media awareness campaign to educate trail bike riders on where they can legally ride in Tasmania, and to promote the take up of alternatives such as mountain bike riding. Funding of $20 000 has been provided to date, with a further $10 000 per annum allocated in 2016‑17 and 2017‑18.

Water Safety ‑ Local Government

Funding of $150 000 has been allocated over three years, commencing in 2014‑15, for the establishment of a Water Safety Fund to assist local government in implementing initiatives and services to address water safety concerns in their respective municipalities. Funding of $100 000 has been provided to date, with a further $50 000 allocated in 2016‑17.

Water Safety ‑ Surf Life Saving Clubs

There are 14 surf life saving clubs across the State operating under the Surf Life Saving Clubs banner. These Clubs provide free life saving services on Tasmanian beaches, as well as water safety education and training and a variety of surf life saving sports and recreational programs. Funding of $400 000 has been allocated over four years, commencing in 2014‑15, to Surf Life Saving Tasmania to offset increasing operational and program costs. Funding of $200 000 has been provided to date, with a further $100 000 per annum allocated in 2016‑17 and 2017‑18.


 

Water Safety ‑ Volunteer Marine Rescue

Funding of $200 000 has been allocated over four years, commencing in 2014‑15, for Volunteer Marine Rescue units to provide critical inland, inshore and offshore search and rescue services in Tasmania. Funding of $100 000 has been provided to date, with a further $50 000 per annum allocated in 2016‑17 and 2017‑18.

Windmill Point ‑ Recreational Facilities

Funding of $100 000 had been allocated in 2016‑17, this has been brought forward to 2015‑16, for the development of recreational facilities, barbecues and playground equipment at Windmill Point.

World Heritage Bushfire Research

Funding of $250 000 has been allocated in 2016‑17 for a research initiative investigating the impact of climate change on future bushfire risk in Tasmania's wilderness world heritage areas and determining appropriate firefighting responses.

The research initiative will examine how climate change, specifically future fire danger and other variables, will impact on future bushfire risk in Tasmania's wilderness areas. It will also identify and address information gaps to strengthen our ability to prepare for, and respond to, bushfires in these areas.

Output Restructure

During 2015‑16, the Department of Premier and Cabinet (DPAC) was assigned responsibility for the Safe Homes, Safe Families - Tasmania's Family Violence Action Plan, including funding for the implementation of the plan ($25.6 million). To facilitate the management of the Plan the funds were appropriated to a new output within the agency titled Output 1.3 - Safe Homes, Safe Families - Tasmania's Family Violence Action Plan.

Output Information

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

·       Output Group 1 ‑ Support for Executive Decision Making;

·       Output Group 2 ‑ Government Processes and Services;

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

·       Output Group 4 ‑ State Service Management;

·       Output Group 5 ‑ Security and Emergency Management;

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

·       Output Group 7 ‑ Local Government.

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


 

Table 8.2:          Output Group Expense Summary

 

 

2015‑16)

 

Budget)

2016‑17)

 

Budget)

2017‑18)

Forward)

Estimate)

2018‑19)

Forward)

Estimate)

2019‑20)

Forward)

Estimate)

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

Premier

 

 

 

 

 

 

 

 

 

 

 

Output Group 1 ‑ Support for Executive Decision Making

 

 

 

 

 

1.1  Strategic Policy and Advice1

 3 888)

 4 705)

 4 053)

 4 128)

 4 180)

1.3  Safe Homes, Safe Families - Tasmania's Family Violence Action Plan2

 ….)

 8 380)

 6 892)

 6 734)

….)

 

 3 888)

 13 085)

 10 945)

 10 862)

 4 180)

Output Group 2 ‑ Government Processes and Services

 

 

 

 

 

2.1 Management of Executive Government Processes

 5 413)

 5 363)

 5 336)

 5 440)

 5 512)

2.2  Principal and Subordinate Legislation3

 3 433)

 3 039)

 2 960)

 3 022)

 3 069)

2.3  Tasmanian Government Courier

  637)

  660)

  668)

  682)

  692)

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

 2 285)

 2 358)

 2 361)

 2 395)

 2 419)

 

 11 768)

 11 420)

 11 325)

 11 539)

 11 692)

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

 

 

 

 

 

3.2 Management and Ongoing Development of Service Tasmania

 16 154)

 16 021)

 16 202)

 16 453)

 16 614)

 

 16 154)

 16 021)

 16 202)

 16 453)

 16 614)

Output Group 4 ‑ State Service Management

 

 

 

 

 

4.1  State Service Employment and Management4

 4 155)

 3 803)

 4 277)

 5 424)

 5 461)

 

 4 155)

 3 803)

 4 277)

 5 424)

 5 461)

Output Group 5 ‑ Security and Emergency Management

 

 

 

 

 

5.1  Security and Emergency Management

  775)

  748)

  738)

  751)

  759)

 

  775)

  748)

  738)

  751)

  759)

Output Group 6 ‑ Community, Sport and Recreation

 

 

 

 

 

6.1 Community Development ‑ Policy Advice and Ongoing Community Development5

 9 652)

 11 151)

 9 818)

 10 019)

 9 689)

6.3  Veterans' Affairs6

 2 543)

 3 165)

 1 987)

  355)

  357)

 

 12 195)

 14 316)

 11 805)

 10 374)

 10 046)

 

 

 

 

 

 

Grants and Subsidies

 6 405)

 6 382)

 6 510)

 6 640)

 6 773)

 

 

 

 

 

 

Capital Investment Program

  250)

  250)

  250)

  250)

  250)

 

Table 8.2:          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)

 

 

 

 

 

 

Minister for Environment, Parks and Heritage

 

 

 

 

 

 

 

 

 

 

 

Output Group 1 ‑ Support for Executive Decision Making

 

 

 

 

 

1.2  Climate Change7

 1 363)

 1 654)

 1 395)

 1 422)

 1 441)

 

 1 363)

 1 654)

 1 395)

 1 422)

 1 441)

 

 

 

 

 

 

Minister for Sport and Recreation

 

 

 

 

 

 

 

 

 

 

 

Output Group 6 ‑ Community, Sport and Recreation

 

 

 

 

 

6.4  Sport and Recreation8

 12 198)

 9 171)

 8 255)

 7 445)

 7 473)

 

 12 198)

 9 171)

 8 255)

 7 445)

 7 473)

 

 

 

 

 

 

Grants and Subsidies

  500)

  500)

  500)

  500)

  500)

 

 

 

 

 

 

Capital Investment Program9

….

850

700

1 169

….

 

 

 

 

 

 

Minister for Planning and Local Government

 

 

 

 

 

 

 

 

 

 

 

Output Group 7 ‑ Local Government

 

 

 

 

 

7.1  Local Government10

 3 183)

 2 090)

 1 791)

 1 827)

 1 852)

 

 3 183)

 2 090)

 1 791)

 1 827)

 1 852)

 

 

 

 

 

 

Minister for Aboriginal Affairs

 

 

 

 

 

 

 

 

 

 

 

Output Group 6 ‑ Community, Sport and Recreation

 

 

 

 

 

6.2  Aboriginal Affairs11

 1 080)

 1 271)

 1 287)

 1 301)

 1 309)

 

 1 080)

 1 271)

 1 287)

 1 301)

 1 309)

 

 

 

 

 

 

 Minister for Women

 

 

 

 

 

 

 

 

 

 

 

Output Group 6 ‑ Community, Sport and Recreation

 

 

 

 

 

6.5  Women's Policy12

  499)

  560)

  572)

  532)

  539)

 

  499)

  560)

  572)

  532)

  539)

 

 

 

 

 

 


 

Table 8.2:          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)

 

 

 

 

 

 

Minister for Information Technology and Innovation

 

 

 

 

 

 

 

 

 

 

 

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

 

 

 

 

 

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

 1 263)

 1 301)

 1 313)

 1 339)

 1 356)

3.3  Delivery of IT Services

 28 101)

 28 323)

 28 087)

 28 965)

 29 222)

 

 29 364)

 29 624)

 29 400)

 30 304)

 30 578)

 

 

 

 

 

 

TOTAL

 103 777)

 111 745)

 105 952)

 106 793)

 99 467)

 

 

 

 

 

 

Notes:

1.   The increase in Strategic Policy and Advice in 2016‑17 reflects the one‑off allocation of funds for Tasmania Brand.

2.   The increase in Safe Homes, Safe Families in 2016‑17 reflects the Government's commitment to funding Tasmania's Family Violence Action Plan. Total funding of $25.6 million was announced in 2015‑16 after release of the 2015‑16 Budget, with $3.6 million allocated to the Department in 2015‑16. The remaining allocation is set out in Output 1.3.

3.   The decrease in Principal and Subordinate Legislation in 2016‑17 reflects no planned enhancements to EnAct from 2016‑17 onwards, offset by additional appropriation funding for the Office of the Parliamentary Counsel to fund existing positions.

4.     The movement in State Service Employment and Management is a result of year on year expenditure estimates for The Training Consortium related to management of professional development activity for whole of government.

5.   The increase in Community Development ‑ Policy Advice and Ongoing Community Development in 2016‑17 reflects the funding provided for Community Grants, Engaging Older Tasmanians and On Island Support for Refugees.

6.   The increase in Veterans' Affairs in 2016‑17 primarily reflects funding for the Hobart Pedestrian Bridge.

7.   The increase in Climate Change in 2016‑17 reflects the funding provided for World Heritage Bushfire Research.

8.   The decrease in Sport and Recreation primarily reflects the funding profile for 2015‑16 and 2016‑17 as a result of time‑limited election commitments, offset by funding provided for Grassroots Australian Rules Football and State Peak Sporting Bodies.

9.   The movement in Capital Investment Program commencing in 2016‑17 reflects funding for the capital maintenance program at the Silverdome.

10. The decrease in Local Government from 2016-17 primarily reflects the cessation of 2014 election commitments.

11. The increase in Aboriginal Affairs from 2016‑17 reflects the direct funding provided to the agency for Resetting the Relationship with the Aboriginal People.

12. The increases in Women's Policy in 2016‑17 and 2017‑18 reflect the funding provided for the Tasmanian Government Board Diversity Scholarship Program.


 

Output Group 1:   Support for Executive Decision Making

1.1 Strategic Policy and Advice

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

1.2 Climate Change

This Output relates to the activities of the Tasmanian Climate Change Office (TCCO). TCCO works closely with government, industry and the community to deliver a range of policy and programs that assist with reducing greenhouse gas emissions and building resilience to the impacts of climate change. One of these initiatives is the nation-leading Tasmanian Coastal Adaptation Pathways project. In 2016‑17, TCCO will deliver the Government's climate change action plan and undertake an independent review of the Climate Change (State Action) Act 2008.  

1.3 Safe Homes, Safe Families ‑ Tasmania's Family Violence Action Plan

This Output facilitates the actions being delivered by Tasmanian Government agencies under Safe Homes, Safe Families, the new, coordinated, whole‑of‑government response to family violence in Tasmania.
Safe Homes, Safe Families focuses on three key areas of action; changing the attitudes and behaviours that lead to family violence; supporting families affected by family violence; and strengthening our legal responses to family violence to hold perpetrators to account for their violent behaviours.

Table 8.3:          Performance Information ‑ Output Group 1

 

 

Unit of Measure

2013‑14

Actual

2014‑15

Actual

2015‑16

Target

2016‑17

Target

 

 

 

 

 

 

Strategic policy and advice

 

 

 

 

 

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

%

88

95

90

90

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

%

92

87

85

90

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

%

87

86

88

90

 

 

 

 

 

 

Climate change

 

 

 

 

 

Percentage of strategic policy initiatives completed on time

%

95

95

95

95

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

%

92

90

95

90

Table 8.3:          Performance Information ‑ Output Group 1(continued)

 

 

Unit of Measure

2013‑14

Actual

2014‑15

Actual

2015‑16

Target

2016‑17

Target

 

 

 

 

 

 

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

%

100

96

100

90

 

 

 

 

 

 

Safe Homes, Safe Families

 

 

 

 

 

Actions on schedule against the milestones and timeframes identified in the Safe Homes, Safe Families Implementation Plan1

%

na

na

na

85

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

%

na

na

na

90

 

 

 

 

 

 

Note:

1.   New performance measure introduced for 2016‑17 for the new Output 1.3. Specific family violence data, for example the number of family violence incident reports, is measured by other agencies, including the Department of Police, Fire and Emergency Management.

 

Output Group 2:   Government Processes and Services

2.1 Management of Executive Government Processes

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

2.2 Principal and Subordinate Legislation

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

2.3 Tasmanian Government Courier

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

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

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


 

Table 8.4:          Performance Information ‑ Output Group 2

Performance Measure

Unit of Measure

2013‑14

Actual

2014‑15

Actual

2015‑16

Target

2016‑17

Target

 

 

 

 

 

 

Management of Executive Government processes

 

 

 

 

 

Number of meetings of Cabinet supported

Number

41

46

46

46

Number of meetings of Executive Council supported

Number

23

26

23

23

Number of official visits to Tasmania managed

Number

13

12

17

13

Number of official functions organised

Number

6

6

8

5

Average percentage of services delivered to specified quality standards

%

99

99

>95

>95

 

 

 

 

 

 

Principal and subordinate legislation

 

 

 

 

 

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

Number

(million)

18

24

20

24

 

 

 

 

 

 

Tasmanian Government courier

 

 

 

 

 

Number of daily deliveries/collections

Number

358

358

358

358

Percentage change of delivery costs1

%

(8.6)

15.9

GOE

GOE

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

%

96

96

>95

>95

 

 

 

 

 

 

Note:

1.   The percentage change of delivery costs is ≤ indexation of general operating expenses (GOE).

 

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

3.1 Information and Communications Technology Policy Development and (Implementation

This Output provides coordination, development and implementation of whole‑of‑government information management, information systems, and telecommunications strategies and policies. This Output is provided by the Office of eGovernment which aims to improve and modernise technology and information operations of government in Tasmania.

3.2 Management and Ongoing Development of Service Tasmania

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


 

3.3 Delivery of IT Services

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

Table 8.5:          Performance Information ‑ Output Group 3

Performance Measure

Unit of Measure

2013‑14

Actual

2014‑15

Actual

2015‑16

Target

2016‑17

Target

 

 

 

 

 

 

Information and communications technology (ICT) policy development and implementation

 

 

 

 

 

Number of unique visits to eGovernment website

Number (thousands)

38

36.2

40

40

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

%

na

82

80

90

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

%

82

91

83

90

 

 

 

 

 

 

Management and ongoing development of Service Tasmania

 

 

 

 

 

Number of services provided over the counter by Service Tasmania

Number

599

614

600

615

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

Number

38

38

40

38

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

Number

38

38

40

38

Percentage of calls from the public answered by the Integrated Government Contact Centre within 20 seconds1

%

84

69

85

80

Number of calls answered by the Integrated Government Contact Centre

Number (thousands)

229

215

420

410

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

%

92

94

92

92

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

%

92

93

na

na

Customer satisfaction ‑ transactions through Service Tasmania shops resulting in a formal complaint

%

.003

.003

.003

.003

 

 

 

 

 

 

Delivery of information and telecommunications technology services

 

 

 

 

 

Number of fixed telephone services

Number

27 905

24 274

25 000

24 000

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

Performance Measure

Unit of Measure

2013‑14

Actual

2014‑15

Actual

2015‑16

Target

2016‑17

Target

 

 

 

 

 

 

Number of mobile telephone and data services

Number

11 203

11 463

11 000

11 000

Number of broadband connection services

Number

1 028

1 032

1 000

1 000

Number of remote access connection services

Number

5 658

5 695

6 000

6 100

Number of Wi‑Fi access points

Number

2 825

3 092

3 000

3 700

Number of Government email boxes

Number

37 475

37 756

35 000

39 000

Number of Government business reports produced

Number

496 627

534 302

500 000

480 000

Number of Government payment summaries produced

Number

37 643

41 352

37 000

41 000

Total percentage of customer calls resolved within agreed service level agreements

%

95

95

95

92

Number of customers using TMD Finance One hosting services

Number

4

4

5

4

 

 

 

 

 

 

Notes:

1.   The introduction of new services to the Contact Centre has increased both the volume of calls, the complexity of enquiries and the number of calls being resolved at first point of answer. The previous measure was based on a call switching arrangement and the measure needs to be reviewed to ensure that it reflects the services that are now being delivered.

2.   This measure was previously assessed by the Service Tasmania Board until 2014‑15. The Board was abolished in 2014 with the consolidation of Service Tasmania into the Department.

 

Output Group 4:   State Service Management

4.1 State Service Employment and Management

This Output covers the activities of the State Service Management Office (SSMO) to support the Minister administering the State Service Act 2000 and the Head of the State Service in performing functions and powers under the State Service Act. This occurs through provision of high quality policy advice on State Service workforce management and development, and employment relations including:

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

·       ensuring the employment framework enhances productivity through: employment policy, practices, instruments and programs; employment relations agreements; work health, safety and wellbeing; and recruitment, selection and position management; and

·       facilitating ongoing development of the workforce to build and enhance its capabilities through: workforce planning; leadership and management programs; employee relations; specific people management capability enhancement; and training, education and development delivered and/or managed through The Training Consortium (TTC).

Table 8.6:          Performance Information ‑ Output Group 4

Performance Measure

Unit of Measure

2013‑14

Actual

2014‑15

Actual

2015‑16

Target

2016‑17

Target

 

 

 

 

 

 

State Service employment and management

 

 

 

 

 

Workforce reform projects1

Number

2

2

2

4

Workforce management and relations projects1

Number

2

1

2

5

Workforce development projects1

Number

3

2

3

4

The Training Consortium (TTC) events

Number

259

245

250

100

Participants in TTC programs2

Number

3 850

2 118

2 000

2 000

Participants in whole‑of‑government leadership programs

Number

36

20

30

30

Proportion successfully completing external leadership programs

%

97

97

90

90

Finalised wage agreements in force3

Number

17

16

20

10

 

 

 

 

 

 

Notes:

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

2.   The reduced target for 2015‑16 and 2016‑17 reflects a greater focus on courses in key priority areas and reflects agencies delivering more in‑house programs often facilitated by TTC.

3.   This measure relates to wage agreements in force. The target for 2016‑17 relates to agreements to be negotiated.

 


 

Output Group 5:   Security and Emergency Management

5.1 Security and Emergency Management

This Output leads and coordinates whole‑of‑government policy initiatives that enable the Tasmanian Government to achieve its priorities in security and emergency management. This Output is provided by the Office of Security and Emergency Management (OSEM), working closely with emergency services, other government agencies, non‑government organisations, industry groups and the community. OSEM manages projects and provides policy advice to Government regarding prevention, preparedness, response and recovery arrangements for natural hazards and security related threats.

Table 8.7:          Performance Information ‑ Output Group 5

 

Performance Measure

Unit of Measure

2013‑14

Actual

2014‑15

Actual

2015‑16

Target

2016‑17

Target

 

 

 

 

 

 

Security and emergency management

 

 

 

 

 

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

%

81

81

82

90

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

%

87

85

88

90

 

 

 

 

 

 

Output Group 6:   Communities, Sport and Recreation

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

This Output focuses on developing and supporting opportunities for all Tasmanians to participate in community life, sport and recreation.

The Output's core functions include building community capacity, enhancing access and participation, providing quality policy advice, supporting individual and sector development and administering a wide range of grants to meet the needs of Tasmanians.

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


 

6.2 Aboriginal Affairs

The Office of Aboriginal Affairs (OAA) is responsible for developing, implementing and overseeing policies and legislative arrangements including the Aboriginal Lands Act 1995, the Tasmanian Aboriginal and Dual Naming Policy, the Aboriginal employment register, and cultural permits. The OAA supports consultation and engagement with the Tasmanian Aboriginal community and provides high‑level advice to the Premier and the Minister for Aboriginal Affairs. The OAA assists the Tasmanian Aboriginal community to improve social, cultural and economic outcomes, and to promote greater understanding and acceptance of Aboriginal culture.

6.3 Veterans' Affairs

This Output supports and acknowledges the role of Tasmanian veterans and ex‑serving personnel through a number of programs and activities including policy advice and support for the Parliamentary Secretary to the Premier; coordination of the Tasmanian Government Centenary of ANZAC commemoration activities; delivery of the Centenary of ANZAC and Teddy Sheean Memorial Grants Programs; and provides executive support for the Tasmanian Veterans' Advisory Council, the Centenary of ANZAC Steering Committee and the ANZAC Day Trust. There is also ongoing liaison with ex‑service organisations including administration of a Grant Deed with the Returned and Services League of Australia (Tasmania Branch).

6.4 Sport and Recreation

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

6.5 Women's Policy

This Output contributes to the development and implementation of policy that increases women's and girls' social and economic participation, and enables and empowers them to reach their full potential. It promotes gender equity and opportunities for women's leadership and recognition, economic security, safety, and health and wellbeing. This is achieved by coordinating policy positions across government and providing informed advice on women's policy related issues to the Premier and the Minister for Women. This output coordinates the Tasmanian Women's Council, which provides advice to Government on implementation of the Tasmanian Women's Plan and administers the Tasmanian Honour Roll for Women and the Tasmanian Government Board Diversity Scholarship Program.


 

Table 8.8:          Performance Information ‑ Output Group 6

 

Performance Measure

Unit of Measure

2013‑14

Actual

2014‑15

Actual

2015‑16

Target

2016‑17

Target

 

 

 

 

 

 

Representation of women on Government boards and committees

%

34

34

36

40

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

%

83

84.2

90

90

Satisfaction of key Government agency stakeholders with policy development processes as measured by survey1

%

97

100

98

92

 

 

 

 

 

 

Total number of new Seniors Cards and new Companion Cards issued

 

 

 

 

 

New Seniors Cards issued

Number

7 128

7 332

7 500

7 500

New Companion Cards issued2

Number

203

237

200

220

 

 

 

 

 

 

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

 

 

 

 

 

New Seniors Card program business partners3

Number

117

48

70

45

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

Number

2

3

5

5

 

 

 

 

 

 

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

Number

50

99

95

95

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

Number

66

49

50

50

 

 

 

 

 

 

Percentage of applicants satisfied with public grants program administration

%

92

95

95

95

 

 

 

 

 

 

Tasmanian regular participation rate in any physical activity6

% of population

26.5

na

na

na

Percentage of Tasmanians over the age of 18 who are physically active for at least 30 minutes on at least five days of the week7

% of population

na

32

na

na

Performance of Tasmanian athletes at benchmark international sporting events8

Number

22

18

17

17

 

 

 

 

 

 

Notes:

1.   Data from surveys conducted with key Tasmanian Government stakeholders in 2014 and 2015 in relation to their satisfaction with the policy consultation and development process.

2.   The number of Companion Cards issued has risen since 2014‑15 with the roll out of the NDIS.

3.   The biennial recruitment campaign for new business partners will be undertaken in the second half of 2015‑16.

4.   An increase in licences issued in 2014‑15 was due to the cultural mutton birding season being declared for Fort Direction for 2015.

5.   The 2015‑16 target for the number of Aboriginal people occupying Identified positions in the State Service has been revised to reflect the overall reduction in State Service employees.

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

7.   The data for this measure will be derived from the National Health Survey released every three years (2015, 2018 and 2021) and the 2015‑16 target is no longer applicable.

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

 

Output Group 7:   Local Government

7.1 Local Government

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

This Division is currently engaged in a process to consider ways to improve the effectiveness and efficiency of local government by working collaboratively with councils to model options for voluntary amalgamations and strategic resource sharing. The Division is also supporting two major Boards of Inquiry and the targeted review of the Local Government Act.

Table 8.9:          Performance Information ‑ Output Group 7

 

Performance Measure

Unit of Measure

2013‑14

Actual

2014‑15

Actual

2015‑16

Target

2016‑17

Target

 

 

 

 

 

 

Local government

 

 

 

 

 

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

Number

36

38

40

40

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

%

81

81

85

90

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

%

89

89

88

90

 

 

 

 

 

 

 


 

Capital Investment Program

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

Table 8.10:        Capital Investment Program

 

 

Estimated)

Total)

Cost)

2016‑17)

 

Budget)

2017‑18)

Forward)

Estimate)

2018‑19)

Forward)

Estimate)

2019‑20)

Forward)

Estimate)

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

Minister for Sport and Recreation

 

 

 

 

 

Silverdome ‑ Maintenance and Building Compliance

  2 719)

850)

700)

1 169)

....)

 

 

 

 

 

 

Premier

 

 

 

 

 

Integrated Tasmanian Government Contact Centre (ITGCC)        

  5)

  5)

  ....)

....)

....)

Service Tasmania Service Centre Capital Investment

Ongoing)

  250)

  250)

  250)

  250)

 

 

 

 

 

 

Total CIP Allocations

 

 1 105)

  950)

  1 419)

  250)

 

 

 

 

 

 

Silverdome ‑ Maintenance and Building Compliance

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

Integrated Tasmanian Government Contact Centre (ITGCC)

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

Service Tasmania Shops Capital Investment

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

Detailed Budget Statements

Table 8.11:        Statement of Comprehensive Income

 

 

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

 59 572)

 65 484)

 60 744)

 58 948)

 52 398)

Appropriation revenue ‑ works & services2

  756)

1 105)

  950)

1 419)

  250)

Other revenue from government3

  725)

630)

....)

....)

....)

Grants

  79)

  79)

  111)

  111)

  111)

Sales of goods and services4

 32 308)

 33 050)

 33 404)

 36 122)

 37 045)

Other revenue

 1 978)

 1 733)

 1 734)

 1 733)

 1 733)

Total revenue and other income from transactions

 95 418)

 102 081)

 96 943)

 98 333)

 91 537)

 

 

 

 

 

 

Expenses from transactions

 

 

 

 

 

Employee benefits

 47 138)

 47 599)

 47 950)

 49 123)

 49 629)

Depreciation and amortisation

  973)

  898)

  745)

  919)

  919)

Supplies and consumables1

 32 233)

 40 805)

 38 793)

 40 279)

 33 701)

Grants and subsidies5

 16 736)

 15 373)

 11 266)

 9 144)

 7 757)

Other expenses

  292)

  188)

  188)

  188)

  188)

Total expenses from transactions

 97 372)

 104 863)

 98 942)

 99 653)

 92 194)

 

 

 

 

 

 

Net result from transactions (net operating balance)

(1 954)

(2 782)

(1 999)

(1 320)

(657)

 

 

 

 

 

 

Net result

(1 954)

(2 782)

(1 999)

(1 320)

(657)

 

 

 

 

 

 

Other economic flows ‑ other non‑owner changes in equity

 

 

 

 

 

Other movements taken directly to equity

(1 592)

....)

....)

....)

....)

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

(1 592)

....)

....)

....)

....)

 

 

 

 

 

 

Comprehensive result

(3 546)

(2 782)

(1 999)

(1 320)

(657)

 

 

 

 

 

 

Notes:

1.   The increases in Appropriation revenue ‑ recurrent and Supplies and consumables in 2016‑17 reflect funding being provided for initiatives detailed in Table 8.1 Key Deliverables Statement offset by the funding profile for 2015‑16 and 2016‑17 time‑limited election commitments.

2.   The increase in Appropriation revenue - works & services in 2016‑17, 2017‑18 and 2018‑19 reflects funding being provided for capital maintenance at the Silverdome.

3.   The decrease in Other revenue from government in 2016‑17 reflects the level of funding expected to be carried forward under section 8A(2) of the Public Accounts Act 1986 from 2015‑16 for the Silverdome and a small number of election commitments.

4.   The increase in Sales of goods and services in 2016‑17 reflects an increase in revenue collected by TMD, offset by decreases for Office of Parliamentary Counsel and Service Tasmania.

5.   The decrease in Grants and Subsidies in 2016‑17 reflects the funding profile for 2015‑16 and 2016‑17 time‑limited election commitments, primarily offset by funding provided for Safe Homes, Safe Families.

 

Table 8.12:        Statement of Comprehensive Income ‑ Administered

 

 

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

 6 405)

 6 882)

 7 010)

 7 140)

 7 273)

Total revenue and other income from transactions

 6 405)

 6 882)

 7 010)

 7 140)

 7 273)

 

 

 

 

 

 

Expenses from transactions

 

 

 

 

 

Grants and subsidies

 6 405)

 6 882)

 7 010)

 7 140)

 7 273)

Total expenses from transactions

 6 405)

 6 882)

 7 010)

 7 140)

 7 273)

 

 

 

 

 

 

Net result from transactions (net operating balance)

....)

....)

....)

....)

....)

 

 

 

 

 

 

Net result

....)

....)

....)

....)

....)

 

 

 

 

 

 

Comprehensive result

....)

....)

....)

....)

....)

 

 

 

 

 

 

Note:

1.   The increase in Appropriation revenue - recurrent reflects the reclassification of the Tasmanian Icon Program ‑ State Cricket Team funding from Controlled to Administered, partially offset by a decrease in indexation for Tasmanian Community Fund grants from 2.8 per cent to 2 per cent, as required by the Tasmanian Community Fund Act 2005. The indexation varies annually due to the requirement of the Tasmanian Community Fund Act to align with the consumer price index.

 


 

Table 8.13:        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)

Premier

 

 

 

 

 

 

 

 

 

 

 

Output Group 1 ‑ Support for Executive Decision Making

 

 

 

 

 

1.1  Strategic Policy and Advice1

 3 932)

 4 577)

 4 012)

 4 088)

 4 140)

1.3  Safe Homes, Safe Families - Tasmania's Family Violence Action Plan2

 ….)

 8 380)

 6 892)

 6 734)

 ….)

 

 3 932)

 12 957)

 10 904)

 10 822)

 4 140)

Output Group 2 ‑ Government Processes and Services

 

 

 

 

 

2.1 Management of Executive Government Processes

 4 728)

 4 473)

 4 552)

 4 649)

 4 721)

2.2 Principal and Subordinate Legislation3

 2 760)

 2 935)

 3 004)

 3 066)

 3 113)

2.3 Tasmanian Government Courier

  646)

  653)

  669)

  683)

  693)

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

 1 758)

 1 761)

 1 799)

 1 833)

 1 857)

 

 9 892)

 9 822)

 10 024)

 10 231)

 10 384)

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

 

 

 

 

 

3.2 Management and Ongoing Development of Service Tasmania4

 12 986)

 12 361)

 12 651)

 12 899)

 13 057)

 

 12 986)

 12 361)

 12 651)

 12 899)

 13 057)

Output Group 4 ‑ State Service Management

 

 

 

 

 

4.1  State Service Employment and Management

 3 085)

 3 099)

 3 163)

 3 219)

 3 256)

 

 3 085)

 3 099)

 3 163)

 3 219)

 3 256)

Output Group 5 ‑ Security and Emergency Management

 

 

 

 

 

5.1  Security and Emergency Management

  776)

  724)

  739)

  752)

  760)

 

  776)

  724)

  739)

  752)

  760)

Output Group 6 ‑ Community, Sport and Recreation

 

 

 

 

 

6.1 Community Development ‑ Policy Advice and Ongoing Community Development5

 9 688)

 10 966)

 9 599)

 9 740)

 9 410)

6.3 Veterans' Affairs6

 2 543)

 3 165)

 1 987)

  355)

  357)

 

 12 231)

 14 131)

 11 586)

 10 095)

 9 767)

 

 

 

 

 

 

Capital Investment Program

  256)

  255)

  250)

  250)

  250)

 

 

 

 

 

 


 

Table 8.13:        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)

 

 

 

 

 

 

Recurrent Services

 42 902)

 53 094)

 49 067)

 48 018)

 41 364)

Works and Services

  256)

  255)

  250)

  250)

  250)

 

 43 158)

 53 349)

 49 317)

 48 268)

 41 614)

 

 

 

 

 

 

Minister for Environment, Parks and Heritage

 

 

 

 

 

 

 

 

 

 

 

Output Group 1 ‑ Support for Executive Decision Making

 

 

 

 

 

1.2  Climate Change7

 1 374)

 1 614)

 1 393)

 1 420)

 1 439)

 

 1 374)

 1 614)

 1 393)

 1 420)

 1 439)

 

 

 

 

 

 

Recurrent Services

 1 374)

 1 614)

 1 393)

 1 420)

 1 439)

 

 1 374)

 1 614)

 1 393)

 1 420)

 1 439)

 

 

 

 

 

 

Minister for Sport and Recreation

 

 

 

 

 

 

 

 

 

 

 

Output Group 6 ‑ Community, Sport and Recreation

 

 

 

 

 

6.4  Sport and Recreation8

 8 809)

 5 932)

 5 341)

 4 531)

 4 559)

 

 8 809)

 5 932)

 5 341)

 4 531)

 4 559)

 

 

 

 

 

 

Grants and Subsidies

  500)

  500)

  500)

  500)

  500)

 

 

 

 

 

 

Capital Investment Program9

  500)

  850)

700)

1 169

....)

 

 

 

 

 

 

Recurrent Services

 9 309)

 6 432)

 5 841)

 5 031)

 5 059)

Works and Services

500)

 850)

 700)

 1 169)

 ….)

 

 9 809)

 7 282)

 6 541)

 6 200)

 5 059)

 

 

 

 

 

 

Minister for Planning and Local Government

 

 

 

 

 

 

 

 

 

 

 

Output Group 7 ‑ Local Government

 

 

 

 

 

7.1  Local Government10

 3 224)

 1 749)

 1 791)

 1 827)

 1 852)

 

 3 224)

 1 749)

 1 791)

 1 827)

 1 852)

 

 

 

 

 

 

Recurrent Services

 3 224)

 1 749)

 1 791)

 1 827)

 1 852)

 

 3 224)

 1 749)

 1 791)

 1 827)

 1 852)

 

 

 

 

 

 


 

Table 8.13:        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)

 

 

 

 

 

 

Minister for Aboriginal Affairs

 

 

 

 

 

 

 

 

 

 

 

Output Group 6 ‑ Community, Sport and Recreation

 

 

 

 

 

6.2  Aboriginal Affairs11

 1 006)

 1 272)

 1 288)

 1 302)

 1 310)

 

 1 006)

 1 272)

 1 288)

 1 302)

 1 310)

 

 

 

 

 

 

Recurrent Services

 1 006)

 1 272)

 1 288)

 1 302)

 1 310)

 

 1 006)

 1 272)

 1 288)

 1 302)

 1 310)

 

 

 

 

 

 

Minister for Women

 

 

 

 

 

 

 

 

 

 

 

Output Group 6 ‑ Community, Sport and Recreation

 

 

 

 

 

6.5  Women's Policy12

  499)

  560)

  572)

  532)

  539)

 

  499)

  560)

  572)

  532)

  539)

 

 

 

 

 

 

Recurrent Services

  499)

  560)

  572)

  532)

  539)

 

  499)

  560)

  572)

  532)

  539)

 

 

 

 

 

 

Minister for Information Technology and Innovation

 

 

 

 

 

 

 

 

 

 

 

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

 

 

 

 

 

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

 1 258)

 1 263)

 1 292)

 1 318)

 1 335)

 

 1 258)

 1 263)

 1 292)

 1 318)

 1 335)

 

 

 

 

 

 

Recurrent Services

 1 258)

 1 263)

 1 292)

 1 318)

 1 335)

 

 1 258)

 1 263)

 1 292)

 1 318)

 1 335)

 

 

 

 

 

 

Department of Premier and Cabinet

 

 

 

 

 

Total Recurrent Services

 59 572)

 65 984)

 61 244)

 59 448)

 52 898)

Total Works and Services

  756)

  1 105)

   950)

  1 419)

  250)

 

 60 328)

 67 089)

 62 194)

 60 867)

 53 148)

 

 

 

 

 

 

Reserved by Law

 

 

 

 

 

Tasmanian Community Fund (Tasmanian

Community Fund Act 2005)13

 6 405)

 6 382)

 6 510)

 6 640)

 6 773)

 

 6 405)

 6 382)

 6 510)

 6 640)

 6 773)

 

Table 8.13:        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)

 

 

 

 

 

 

Appropriation Carried Forward

  725)

  630)

....)

....)

....)

 

 

 

 

 

 

Total Revenue from Appropriation

 67 458)

 74 101)

 68 704)

 67 507)

 59 921)

 

 

 

 

 

 

Controlled Revenue from Appropriation

 61 053)

 67 219)

 61 694)

 60 367)

 52 648)

Administered Revenue from Appropriation

 6 405)

 6 882)

 7 010)

 7 140)

 7 273)

 

 67 458)

 74 101)

 68 704)

 67 507)

 59 921)

 

 

 

 

 

 

Notes:

1.   The increase in Strategic Policy and Advice in 2016‑17 reflects the one‑off allocation of funds for Tasmania Brand.

2.   The increase in Safe Homes, Safe Families in 2016‑17 reflects the Government's commitment to funding Tasmania's Family Violence Action Plan. Total funding of $25.6 million was announced in 2015‑16 after release of the 2015‑16 Budget, with $3.6 million allocated to the Department in 2015‑16. The remaining allocation is set out in Output 1.3.

3.   The increase in Principal and Subordinate Legislation in 2016‑17 and over the Forward Estimates reflects funding provided to maintain the resources within the Office of Parliamentary Counsel.

4.   The decrease in Management and Ongoing Development of Service Tasmania in 2016‑17 reflects the transfer of funds to the Department of Primary Industries, Parks, Water and Environment as a final adjustment to accurately reflect the financial impact of the transfer of Service Tasmania from the Department of Primary Industries, Parks, Water and Environment to the Department.

5.   The increase in Community Development ‑ Policy Advice and Ongoing Community Development in 2016‑17 reflects the funding provided for initiatives detailed in the Key Deliverables Statement, including Community Grants, Engaging Older Tasmanians and On Island Support for Refugees, offset by the funding profile for 2015‑16 and 2016‑17 time‑limited election commitments.

6.   The increase in Veterans' Affairs in 2016‑17 primarily reflects funding for the Hobart Pedestrian Bridge.

7.   The increase in Climate Change in 2016‑17 reflects funding for the World Heritage Bushfire Research.

8.   The decrease in Sport and Recreation in 2016‑17 reflects the funding profile for 2015‑16 and 2016‑17 reflecting time‑limited election commitments, offset by funding for Grassroots Australian Rules Football and State Peak Sporting Bodies.

9.   The movements in Capital Investment Program in 2016‑17, 2017‑18 and 2018‑19 reflect funding being provided for capital maintenance at the Silverdome.

10. The decrease in Local Government in 2016‑17 primarily reflects the funding profile for 2015‑16 and 2016‑17 time‑limited election commitments.

11. The increase in Aboriginal Affairs from 2016‑17 reflects the direct funding provided for Resetting the Relationship with the Aboriginal People.

12. The increases in Women's Policy in 2016‑17 and over the Forward Estimates reflect funding provided for the Tasmanian Government Board Diversity Scholarship Program.

13. The decrease in the Tasmanian Community Fund grants reflects a decrease in indexation from 2.8 per cent to 2 per cent indexation. The indexation varies annually due to the requirement of the Tasmanian Community Fund Act 2005 to align with the consumer price index.

 


 

Table 8.14:        Administered Revenue

 

 

2015‑16)

 

Budget)

2016‑17)

 

Budget)

2017‑18)

Forward)

Estimate)

2018‑19)

Forward)

Estimate)

2019‑20)

Forward)

Estimate)

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

Revenue from Appropriation

 

 

 

 

 

Annual Appropriation1

….)

 500)

500)

 500)

 500)

Reserved by Law

 6 405)

 6 382)

 6 510)

 6 640)

 6 773)

 

 

 

 

 

 

Total Administered Revenue

 6 405)

 6 882)

 7 010)

 7 140)

 7 273)

 

 

 

 

 

 

Note:

1.   The increase in Annual Appropriation reflects the reclassification of funding for the Tasmanian Icon Program ‑ State Cricket Team from Controlled to Administered.

Table 8.15:        Administered Expenses

 

 

2015‑16)

 

Budget)

2016‑17)

 

Budget)

2017‑18)

Forward)

Estimate)

2018‑19)

Forward)

Estimate)

2019‑20)

Forward)

Estimate)

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

Grants and Subsidies

 

 

 

 

 

Tasmanian Community Fund

 6 405)

 6 382)

 6 510)

 6 640)

 6 773)

Tasmanian Icon Program ‑ State Cricket Team1

 ….)

 500)

 500)

 500)

 500)

 

 

 

 

 

 

Total Administered Expenses

 6 405)

 6 882)

 7 010)

 7 140)

 7 273)

 

 

 

 

 

 

Note:

1.   The increase in Tasmanian Icon Program ‑ State Cricket Team reflects the reclassification of funding from Controlled to Administered.

 


Table 8.16:      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

 4 719)

 3 463)

 2 383)

 2 156)

 2 322)

Receivables

 2 363)

 2 018)

 1 933)

 1 848)

 1 763)

Other financial assets

 2 581)

 2 419)

 2 466)

 2 513)

 2 560)

 

 9 663)

 7 900)

 6 782)

 6 517)

 6 645)

Non‑financial assets

 

 

 

 

 

Property, plant and equipment

 31 418)

 30 364)

 29 674)

 28 897)

 28 370)

Infrastructure

 1 210)

 1 168)

 1 136)

 1 104)

 1 072)

Heritage and cultural assets

  ….)

  25)

  25)

  25)

  25)

Intangibles

  428)

  262)

  248)

  147)

  66)

Other assets2

 3 250)

 2 482)

 2 521)

 2 560)

 2 599)

 

 36 306)

 34 301)

 33 604)

 32 733)

 32 132)

 

 

 

 

 

 

Total assets

 45 969)

 42 201)

 40 386)

 39 250)

 38 777)

 

 

 

 

 

 

Liabilities

 

 

 

 

 

Payables2

 3 677)

 2 511)

 2 552)

 2 593)

 2 634)

Provisions

  442)

  431)

  431)

  431)

  431)

Employee benefits3

 11 571)

 13 769)

 13 889)

 14 009)

 14 129)

Other liabilities

 1 915)

 1 848)

 1 871)

 1 894)

 1 917)

Total liabilities

 17 605)

 18 559)

 18 743)

 18 927)

 19 111)

 

 

 

 

 

 

Net assets (liabilities)

 28 364)

 23 642)

 21 643)

 20 323)

 19 666)

 

 

 

 

 

 

Equity

 

 

 

 

 

Contributed capital4

(1 592)

….)

 ….)

 ….)

 ….)

Reserves4

 5 156)

 111)

 111)

 111)

 111)

Accumulated funds

 24 800)

 23 531)

 21 532)

 20 212)

 19 555)

Total equity

 28 364)

 23 642)

 21 643)

 20 323)

 19 666)

 

 

 

 

 

 

Notes:

1.   The decrease in Cash and deposits in 2017 reflects payments for employee entitlements. The decrease in 2018 reflects the completion of one‑off planned projects.

2.   The decreases in Other assets and Payables in 2017 reflect revised estimates based on the 30 June 2015 actuals.

3.   The increase in Employee benefits in 2017 reflects revised estimates based on a higher leave liability as at 30 June 2015.

4.   The movements in Contributed capital and Reserves reflect revised estimates based on final 30 June 2015 actuals versus estimates in the prior year.

 

Table 8.17:        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

 59 572)

 65 484)

 60 744)

 58 948)

 52 398)

Appropriation receipts ‑ capital2

  756)

1 105)

  950)

  1 419)

  250)

Grants

  79)

  79)

  111)

  111)

  111)

Sales of goods and services

 32 369)

 33 111)

 33 465)

 36 183)

 37 106)

GST receipts

 4 442)

 4 442)

 4 442)

 4 442)

 4 442)

Other cash receipts

 1 978)

 1 733)

 1 734)

 1 733)

 1 733)

 Total cash inflows

 99 196)

 105 954)

 101 446)

 102 836)

 96 040)

 

 

 

 

 

 

Cash outflows

 

 

 

 

 

Employee benefits

(42 600)

(41 746)

(42 668)

(43 743)

(44 192)

Superannuation

(5 055)

(5 068)

(5 162)

(5 260)

(5 317)

GST payments

(4 442)

(4 442)

(4 442)

(4 442)

(4 442)

Grants and subsidies3

(16 736)

(15 373)

(11 266)

(9 144)

(7 757)

Supplies and consumables1

(32 242)

(40 814)

(38 802)

(40 288)

(33 710)

Other cash payments

(290)

(186)

(186)

(186)

(186)

Total cash outflows

(101 365)

(107 629)

(102 526)

(103 063)

(95 604)

 

 

 

 

 

 

Net cash from (used by) operating activities

(2 169)

  (1 675))

(1 080)

(227)

436

 

 

 

 

 

 

Cash flows from investing activities

 

 

 

 

 

Payments for acquisition of non‑financial assets

(1 975)

(225)

....)

....)

(270)

Equity injections and cash flows from restructuring

  707)

....)

....)

....)

....)

Net cash from (used by) investing activities

(1 268)

(225)

....)

....)

(270)

 

 

 

 

 

 

Net increase (decrease) in cash and cash equivalents held

(3 437)

(1 900)

(1 080)

(227)

166

 

 

 

 

 

 

Cash and deposits at the beginning of the reporting period

 8 156)

 5 363)

 3 463)

 2 383)

 2 156)

Cash and deposits at the end of the reporting period

 4 719)

 3 463)

 2 383)

 2 156)

 2 322)

 

 

 

 

 

 

Notes:

1.   The increases in Appropriation receipts ‑ recurrent and Supplies and consumables in 2016‑17 reflect funding being provided for initiatives detailed in Table 8.1 Key Deliverables Statement, offset by the funding profile for 2015‑16 and 2016‑17 time-limited election commitments.

2.   The variation in Appropriation receipts - capital in 2016‑17, 2017‑18 and 2018‑19 reflects funding being provided for capital maintenance at the Silverdome.

3.   The decrease in Grants and subsidies in 2016‑17 reflects the funding profile for 2015‑16 and 2016‑17 time‑limited election commitments, primarily offset by funding provided for Safe Homes, Safe Families.

Table 8.18:        Statement of Cash Flows ‑ Administered

 

 

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

 6 405)

 6 882)

 7 010)

 7 140)

 7 273)

Total cash inflows

 6 405)

 6 882)

 7 010)

 7 140)

 7 273)

 

 

 

 

 

 

Cash outflows

 

 

 

 

 

Grants and subsidies

(6 405)

(6 882)

(7 010)

(7 140)

(7 273)

Total cash outflows

(6 405)

(6 882)

(7 010)

(7 140)

(7 273)

 

 

 

 

 

 

 

 

 

 

 

 

Net increase (decrease) in cash and cash equivalents held

....)

....)

....)

....)

....)

 

 

 

 

 

 

Cash and deposits at the beginning of the reporting period

....)

....)

....)

....)

....)

Cash and deposits at the end of the reporting period

....)

....)

....)

....)

....)

 

 

 

 

 

 

Note:

1.   The increase in Appropriation receipts - recurrent reflects the reclassification of the Tasmanian Icon Program ‑ State Cricket Team funding from Controlled to Administered, partially offset by a decrease in indexation for Tasmanian Community Fund grants from 2.8 per cent to 2 per cent, as required by the Tasmanian Community Fund Act 2005. The indexation varies annually due to the requirement of the Tasmanian Community Fund Act to align with the consumer price index.