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 and Parks, Hon Matthew Groom MP; the Minister for Women, Hon Jacquie Petrusma MP and the Minister for Information Technology and Innovation, Hon Michael Ferguson MP. The Department also supports the Parliamentary Secretary to the Premier, and Community and Veterans' Affairs, Sarah Courtney 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 and the ANZAC Day Trust which are separately accountable and report directly to Parliament.
This chapter provides the Department's financial information for 2017‑18 and over the Forward Estimates period (2018‑19 to 2020‑21). Further information on the Department is provided at www.dpac.tas.gov.au.
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
|
|
2017‑18
Budget |
2018‑19 Forward Estimate |
2019‑20 Forward Estimate |
2020‑21 Forward Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
Aboriginal Land Council of Tasmania ‑ wukalina Cultural Walk |
278 |
…. |
…. |
…. |
|
Aboriginal People and Young Tasmanians (State Service Employment) |
250 |
250 |
250 |
250 |
|
Basketball Tasmania |
250 |
…. |
…. |
…. |
|
Circular Head Community Wellbeing Centre1,2 |
…. |
…. |
…. |
3 500 |
|
City Mission: E-Waste Recycling Facility |
65 |
…. |
…. |
…. |
|
Climate Action 21: Tasmania's Climate Change Action Plan 2017‑2021 |
750 |
750 |
750 |
750 |
|
Community Participation and Appeals Fund |
180 |
180 |
…. |
…. |
|
Cyber Security Program |
300 |
300 |
300 |
300 |
|
Devonport Golf Club1,2 |
1 400 |
1 400 |
700 |
…. |
|
Dial Regional Sports Complex Upgrade1,2 |
…. |
…. |
…. |
3 500 |
|
Elphin Sports Centre |
230 |
…. |
…. |
…. |
|
EMPOWER Integration and Automation Program3 |
…. |
…. |
…. |
…. |
|
Enhancing the Tasmanian Brand |
500 |
…. |
…. |
…. |
|
Federation of Ethnic Communities' Councils of Australia Congress |
…. |
50 |
…. |
…. |
|
Food Vans ‑ Additional Support |
60 |
…. |
…. |
…. |
|
Foodbank |
100 |
100 |
100 |
100 |
|
Football Federation of Tasmania |
300 |
300 |
300 |
300 |
|
Grassroots Australian Rules Football |
500 |
500 |
500 |
…. |
|
Hobart Pedestrian Bridge |
1 638 |
…. |
…. |
…. |
|
Local Government Governance |
200 |
100 |
…. |
…. |
|
Multicultural Events ‑ Population Growth Strategy4 |
…. |
…. |
…. |
…. |
|
Northern Stadium Strategy |
100 |
…. |
…. |
…. |
|
Oatlands Swimming Pool1,2 |
800 |
800 |
400 |
…. |
|
On Island Support for Refugees including the Safe Haven Hub |
680 |
540 |
240 |
…. |
|
Our Watch |
22 |
22 |
…. |
…. |
|
Physical Disability Sport |
50 |
…. |
…. |
…. |
|
Premier's Scholarship Fund |
318 |
30 |
120 |
120 |
|
Resetting the Relationship with the Aboriginal People |
250 |
250 |
250 |
…. |
|
Returned and Services League |
100 |
…. |
…. |
…. |
Table 8.1: Key Deliverables Statement (continued)
|
|
2017‑18
Budget |
2018‑19 Forward Estimate |
2019‑20 Forward Estimate |
2020‑21 Forward Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
|
Risdon Vale Bike Collective |
50 |
…. |
…. |
…. |
|
Rugby Park |
250 |
…. |
…. |
…. |
|
Safe Homes, Safe Families ‑ Tasmania's Family Violence Action Plan |
8 925 |
6 498 |
…. |
…. |
|
Seniors and Active Ageing |
346 |
…. |
…. |
…. |
|
Silverdome ‑ Maintenance and Building Compliance |
1 869 |
…. |
…. |
…. |
|
Sports Carnival Series |
150 |
…. |
…. |
…. |
|
Tasmania Brand Skilled Migration Campaign |
500 |
…. |
…. |
…. |
|
Tasmanian Government Board Diversity Scholarship Program |
50 |
…. |
…. |
…. |
|
Tasmanian Men's Shed Association Inc. |
90 |
…. |
…. |
…. |
|
Trail Bike Riding ‑ Diversion Program |
40 |
…. |
…. |
…. |
|
Trail Bike Riding ‑ Education Program |
10 |
…. |
…. |
…. |
|
Volunteering Tasmania - EV CREW |
50 |
50 |
50 |
50 |
|
Water Safety ‑ Surf Life Saving Clubs |
100 |
…. |
…. |
…. |
|
Water Safety ‑ Volunteer Marine Rescue |
50 |
…. |
…. |
…. |
|
|
|
|
|
|
Notes:
1. These items will receive matching contributions from the Australian Government, paid directly to the relevant local government entity.
2. These items will be paid as a grant to the relevant local government entity.
3. The EMPOWER Integration and Automation Program will be funded via contributions from agencies.
4. 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.
Funding of $278 000 has been allocated in 2017‑18 to the Aboriginal Land Council of Tasmania to develop the wukalina Cultural Walk project as a tourism venture. The funding is a further contribution to the start‑up costs of the project including infrastructure development.
Permanent funding of $250 000 per annum has been allocated to fund a whole of service coordinated approach to employment in the State Service for Aboriginal people and young Tasmanians as part of the Tasmanian State Service Diversity and Inclusion Policy and Framework. The initiative will:
· deliver specific employment programs such as pathway development programs, scholarships, creation of identified roles, mentoring and training programs, targeting Aboriginal and young people; and
· support whole of government coordination of these targeted programs, and diversity generally, across the State Service by working with the community, stakeholders and agencies to develop, implement and monitor employment and development programs.
Funding of $250 000 has been allocated in 2017‑18 to Basketball Tasmania, which will partner with South East Australian Basketball League (SEABL) clubs to deliver school basketball clinics across the State.
Funding of $3.5 million has been allocated in 2020‑21 for the Circular Head Community and Wellbeing Centre, which will replace the decommissioned Circular Head pool with a new aquatic centre that will deliver a range of swimming programs and health and wellbeing facilities.
Funding of $65 000 has been allocated in 2017‑18 to the Launceston City Mission E‑Waste recycling facility to support the ongoing processing and reuse of Tasmania's E‑Waste.
A $3 million funding commitment has been allocated to Climate Action 21: Tasmania's Climate Change Action Plan 2017‑2021, to deliver a number of new initiatives to respond to a changing climate and reduce greenhouse gas emissions. Actions will focus on: climate change research; improving energy efficiency; reducing transport emissions; and supporting business, local government and communities to take action. Funding of $750 000 per annum has been allocated over four years commencing in 2017‑18.
Additional funding of $50 000 per annum has been allocated in 2017‑18 and 2018‑19 to the Community Participation and Appeals Fund, which 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. Total funding of $180 000 per annum has been allocated in 2017‑18 and 2018‑19.
Permanent funding of $300 000 per annum has been allocated to the Cyber Security Program which will coordinate, build capability and undertake cyber security risk assessments within the Tasmanian Government, in collaboration with agencies that will retain their existing cyber security responsibilities. The program will also work with and support the national cyber security agenda.
Funding of $3.5 million has been allocated over three years as a contribution to the development of the Devonport Golf Club (DGC). The DGC will include a multi-purpose clubhouse that will cater for indoor and outdoor bowls, croquet and golf at the current site operated by the Devonport Golf Club. Funding of $1.4 million has been allocated in 2017‑18.
Funding of $3.5 million has been allocated in 2020‑21 as a contribution to a $10.5 million upgrade of the Dial Regional Sports Complex. Further funding will be provided by the Australian Government and the Central Coast Council.
Funding of $230 000 is allocated in 2017‑18 for urgent maintenance and repairs at the Elphin Sports Centre.
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. Agencies will fund the Program from internal budgets in 2017‑18.
Funding of $500 000 has been allocated in 2017‑18 to continue a focused and differentiated approach to marketing Tasmania as the best place to live, work, visit, invest and raise a family. This will build on work undertaken in 2016‑17 to ensure the Tasmanian Brand is nationally and internationally competitive and leveraged to drive economic growth in the State.
Funding of $50 000 is allocated in 2018‑19 for Tasmania to host the 2018 Federation of Ethnic Communities' Councils of Australia Congress (FECCA) through the Multicultural Council of Tasmania (MCOT). FECCA is the national peak body representing Australians from culturally and linguistically diverse backgrounds and their organisations.
Funding of $60 000 has been allocated in 2017‑18, continuing the allocation that commenced in 2014‑15, to support and extend the reach of mobile food vans currently operating in Hobart (Loui's Van), Launceston (Missionbeat) and Devonport (Gran's Van). Funding of $180 000 has been provided to date.
Funding of $400 000 has been allocated over four years to Foodbank to develop a more efficient statewide food relief distribution network through a base in the North West region. Funding of $100 000 has been allocated in 2017‑18.
Funding of $1.2 million over four years has been allocated to the Football Federation of Tasmania to support grassroots and elite football development in Tasmania for both men and women. Funding of $300 000 has been allocated in 2017‑18.
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, which commenced in 2016‑17.
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, commencing in 2015‑16, 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 that 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.
Funding of $300 000 has been allocated over two years to support the implementation of the targeted review of the Local Government Act 1993, including recommendations agreed by the Government as a result of direct input from the local government sector. Funding of $200 000 has been allocated in 2017‑18.
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 2017‑18 through the $8 million Jobs and Business Attraction Package administered by the Department of State Growth.
Funding of $100 000 has been allocated in 2017‑18 to develop a strategy for sporting infrastructure needs in the north of Tasmania.
Funding of $2 million has been allocated over three years for the Midlands Aquatic Centre (Oatlands Swimming Pool) redevelopment by the Northern Midlands Council. Funding of $800 000 has been allocated in 2017‑18.
The On Island Support for Refugees is an initiative of the Tasmanian Government. The Safe Haven Hub provides education support and employment pathways for migrants, including permanent and temporary refugees. The primary aim of these services is to support positive settlement outcomes for this target group. Total funding of $1.3 million was allocated in 2015‑16. Due to the delay in the arrival of the refugees, funding allocated in 2015‑16 and 2016‑17 has been reallocated to 2017‑18 and 2018‑19.
Funding of $22 000 has been allocated over three years, commencing in 2016‑17, to support Tasmania's annual membership of Our Watch. Our Watch is the Foundation established to drive nationwide change in the culture, behaviour and attitudes that lead to violence against women and children.
Funding of $50 000 has been allocated in 2017‑18 to Physical Disability Sports Tasmania for the delivery of the Physical disABILITY Sports Tasmania program. Funding of $114 000 has been provided to date.
The State of Tasmania and University of Tasmania ‑ Making the Future Partnership 2015-2025 includes a commitment to establish a Premier's Scholarship Fund. The Fund will comprise two new scholarship programs; an endowed perpetual Premier of Tasmania Undergraduate scholarship; and scholarships that align with Government priorities for education access and attainment. The Fund will be administered by the University of Tasmania.
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.
Over $2 million in additional funding was 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, commencing in 2016‑17, for additional trainee rangers and for support for Aboriginal women impacted by family violence.
Additional funding of $100 000 has been allocated in 2017‑18 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 $300 000 has been provided to date.
Funding of $50 000 has been allocated in 2017‑18 to the Risdon Vale Bike Collective for the continuation of its operations. The Risdon Vale Bike Collective provides youth mentoring programs through the Risdon Vale Bike Shed and the Blue Hills Bike Trails.
Funding of $250 000 has been allocated in 2017‑18 to bring Rugby Park up to national playing standards, including the development of facilities to enable more women to participate.
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. Funding of $1.8 million in 2016‑17 and $236 000 in 2018‑19 has been reallocated to 2017‑18. This includes a three year trial of the use of electronic monitoring of high risk family violence offenders. The initiative will be delivered by the Department of Police, Fire and Emergency Management and demonstrates a continued focus on strengthening the legal response to family violence in Tasmania.
Funding of $346 000 has been allocated in 2017‑18 for the delivery of Seniors Week and the implementation of a number of projects associated with Tasmania's Active Ageing Plan.
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. Funding of $1.2 million in 2018‑19 has been reallocated to 2017‑18.
Funding of $600 000 has been allocated over four years, commencing in 2014‑15, to the Sports Carnival Association of Tasmania to ensure the viability of the Carnival series. 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 $450 000 has been provided to date, with a further $150 000 allocated for 2017‑18.
To support Tasmanian businesses to address skills shortages, funding of $500 000 has been allocated in 2017‑18 to undertake a targeted interstate skilled migration campaign. The campaign will encourage people, with the skillsets Tasmanian businesses require, to move to Tasmania.
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. Funding of $100 000 has been provided to date, with a further $50 000 allocated for 2017‑18.
Additional funding of $90 000 has been allocated in 2017‑18 for core funding of the Tasmanian Men's Shed Association; including the role of the Executive Officer. Funding of $555 000 has been provided to date.
Funding of $160 000 has been allocated over four years, commencing in 2014‑15, to establish a fund to assist with the cost of public liability insurance and licence fees for individuals and groups that 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 $120 000 has been provided to date, with a further $40 000 allocated in 2017‑18.
Funding of $40 000 has been allocated over four years, commencing in 2014‑15, for the development and implementation of a 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 $30 000 has been provided to date, with a further $10 000 allocated in 2017‑18.
Funding of $200 000 over four years has been allocated for supporting, maintaining and, if required, activating the Emergency Volunteering and Community Response to Extreme Weather (EV CREW) service which is a volunteer management system for both pre‑registered and spontaneous volunteers that is managed by Volunteering Tasmania (VT). Funding of $50 000 has been allocated in 2017‑18.
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 $300 000 has been provided to date, with a further $100 000 allocated in 2017‑18.
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 $150 000 has been provided to date, with a further $50 000 allocated in 2017‑18.
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
|
|
2016-17)
Budget) |
2017-18)
Budget) |
2018-19) Forward) Estimate) |
2019-20) Forward) Estimate) |
2020-21) Forward) Estimate) |
|
|
$'000) |
$'000) |
$'000) |
$'000) |
$'000) |
|
|
|
|
|
|
|
|
Premier |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 1 - Support for Executive Decision Making |
|
|
|
|
|
|
1.1 Strategic Policy and Advice1 |
4 705) |
4 618) |
3 690) |
3 741) |
3 828) |
|
1.3 Safe Homes, Safe Families - Tasmania's Family Violence Action Plan2 |
8 380) |
8 925) |
6 498) |
....) |
....) |
|
|
13 085) |
13 543) |
10 188) |
3 741) |
3 828) |
|
Output Group 2 - Government Processes and Services |
|
|
|
|
|
|
2.1 Management of Executive Government Processes3 |
5 363) |
6 026) |
5 835) |
5 994) |
6 109) |
|
2.2 Principal and Subordinate Legislation |
3 039) |
3 015) |
3 077) |
3 124) |
3 197) |
|
2.3 Tasmanian Government Courier |
660) |
668) |
682) |
692) |
708) |
|
2.4 Corporate Support to Ministerial and Parliamentary Offices and the Office of the Governor |
2 358) |
2 382) |
2 416) |
2 440) |
2 480) |
|
|
11 420) |
12 091) |
12 010) |
12 250) |
12 494) |
|
Output Group 3 - Electronic Services for Government Agencies and the Community |
|
|
|
|
|
|
3.2 Management and Ongoing Development of Service Tasmania |
16 021) |
15 968) |
16 305) |
16 486) |
16 816) |
|
|
16 021) |
15 968) |
16 305) |
16 486) |
16 816) |
|
Output Group 4 - State Service Management |
|
|
|
|
|
|
4.1 State Service Employment and Management4 |
3 803) |
4 344) |
4 855) |
4 894) |
4 966) |
|
|
3 803) |
4 344) |
4 855) |
4 894) |
4 966) |
|
Output Group 5 - Security and Emergency Management |
|
|
|
|
|
|
5.1 Security and Emergency Management |
748) |
738) |
751) |
759) |
775) |
|
|
748) |
738) |
751) |
759) |
775) |
|
|
|
|
|
|
|
|
Output Group 6 - Community, Sport and Recreation |
|
|
|
|
|
|
6.1 Community Development - Policy Advice and Ongoing Community Development5 |
11 151) |
10 831) |
10 394) |
9 963) |
9 888) |
|
6.3 Veterans' Affairs6 |
3 165) |
2 087) |
354) |
357) |
361) |
|
|
14 316) |
12 918) |
10 748) |
10 320) |
10 249) |
Table 8.2: Output Group Expense Summary (continued)
|
|
2016-17)
Budget) |
2017-18)
Budget) |
2018-19) Forward) Estimate) |
2019-20) Forward) Estimate) |
2020-21) Forward) Estimate) |
|
|
$'000) |
$'000) |
$'000) |
$'000) |
$'000) |
|
|
|
|
|
|
|
|
Grants and Subsidies |
6 382) |
6 420) |
6 503) |
6 588) |
6 674) |
|
|
|
|
|
|
|
|
Capital Investment Program |
250) |
250) |
250) |
250) |
250) |
|
|
|
|
|
|
|
|
Minister for Environment and Parks |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 1 - Support for Executive Decision Making |
|
|
|
|
|
|
1.2 Climate Change7 |
1 654) |
2 210) |
2 172) |
2 191) |
2 223) |
|
|
1 654) |
2 210) |
2 172) |
2 191) |
2 223) |
|
|
|
|
|
|
|
|
Minister for Sport and Recreation |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 6 - Community, Sport and Recreation |
|
|
|
|
|
|
6.4 Sport and Recreation8,9,10 |
9 171) |
11 635) |
9 945) |
8 873) |
14 319) |
|
|
9 171) |
11 635) |
9 945) |
8 873) |
14 319) |
|
|
|
|
|
|
|
|
Grants and Subsidies |
500) |
500) |
500) |
500) |
500) |
|
|
|
|
|
|
|
|
Capital Investment Program11 |
850) |
1 869) |
....) |
....) |
....) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Minister for Planning and Local Government |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 7 - Local Government |
|
|
|
|
|
|
7.1 Local Government12 |
2 090) |
1 991) |
1 927) |
1 852) |
1 895) |
|
|
2 090) |
1 991) |
1 927) |
1 852) |
1 895) |
|
|
|
|
|
|
|
|
Minister for Aboriginal Affairs |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 6 - Community, Sport and Recreation |
|
|
|
|
|
|
6.2 Aboriginal Affairs13 |
1 271) |
1 565) |
1 301) |
1 309) |
1 076) |
|
|
1 271) |
1 565) |
1 301) |
1 309) |
1 076) |
|
|
|
|
|
|
|
Table 8.2: Output Group Expense Summary (continued)
|
|
2016-17)
Budget) |
2017-18)
Budget) |
2018-19) Forward) Estimate) |
2019-20) Forward) Estimate) |
2020-21) Forward) Estimate) |
|
|
$'000) |
$'000) |
$'000) |
$'000) |
$'000) |
|
|
|
|
|
|
|
|
Minister for Women |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 6 - Community, Sport and Recreation |
|
|
|
|
|
|
6.5 Women's Policy |
560) |
572) |
532) |
539) |
551) |
|
|
560) |
572) |
532) |
539) |
551) |
|
|
|
|
|
|
|
|
Minister for Information Technology and Innovation |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 3 - Electronic Services for Government Agencies and the Community |
|
|
|
|
|
|
3.1 Information, Technology and Digital Services Strategy and Policy Development14 |
1 301) |
1 621) |
1 654) |
1 678) |
1 716) |
|
3.3 Delivery of IT Services |
28 323) |
29 346) |
29 179) |
29 727) |
30 124) |
|
|
29 624) |
30 967) |
30 833) |
31 405) |
31 840) |
|
|
|
|
|
|
|
|
111 745) |
117 581) |
108 820) |
101 957) |
108 456) |
|
|
|
|
|
|
|
|
Notes:
1. The decrease in Strategic Policy and Advice in 2018‑19 reflects the funding profile in 2016‑17 and 2017‑18 as a result of time‑limited Government funding commitments and the transfer of the No Interest Loan Scheme (NILS) funding to the Department of Health and Human Services, offset by one‑off funding allocations for the Tasmania Brand Skilled Migration Campaign and Enhancing the Tasmanian Brand initiatives.
2. The decrease in Safe Homes, Safe Families ‑ Tasmania's Family Violence Action Plan in 2018‑19 and 2019‑20 reflects the funding profile in 2016‑17 and 2017‑18 as a result of the Government's commitment to funding the Family Violence Action Plan. Total funding of $25.6 million was announced in 2015‑16 following the release of the 2015‑16 Budget, with $3.6 million allocated in 2015‑16. Originally $8.4 million was allocated in 2016‑17, however $1.8 million of this allocation was reallocated over the Forward Estimates, bringing the 2016‑17 allocation to $6.6 million. The remaining allocation is set out in Output 1.3.
3. The increase in Management of Executive Government Processes in 2017‑18 reflects the allocation of funds for the Premier's Scholarship Fund.
4. The increase in State Service Employment and Management in 2017‑18 reflects the allocation of funds for Aboriginal People and Young Tasmanians (State Service Employment), offset by the transfer of State Service Employee Audit funding to the Tasmanian Audit Office.
5. The decrease in Community Development ‑ Policy Advice and Ongoing Community Development in 2017‑18 reflects the cessation of time‑limited election commitments, offset by funding allocations for the Community Participation and Appeals Fund, Federation of Ethnic Communities' Councils of Australia Congress, Foodbank, On Island Support for Refugees including the Safe Haven Hub, Seniors and Active Ageing and Volunteering Tasmania ‑ EV CREW.
6. The decrease in Veterans' Affairs in 2017‑18 and 2018‑19 reflects the timing of the Hobart Pedestrian Bridge project.
7. The increase in Climate Change in 2017‑18 and across the Forward Estimates reflects the allocation of funds for City Mission: E-Waste Recycling Facility and Climate Action 21: Tasmania's Climate Change Action Plan 2017‑2021.
8. The increase in Sport and Recreation in 2017‑18 reflects funding allocations for Basketball Tasmania, Devonport Golf Club, Elphin Sports Centre, Football Federation of Tasmania, Northern Stadium Strategy, Oatlands Swimming Pool, Physical Disability Sport, Risdon Vale Bike Collective and Rugby Park, offset by the cessation of time‑limited election commitments.
9. The decrease in Sport and Recreation in 2019‑20 reflects the funding profile for 2018‑19 and 2019‑20 time‑limited election commitments.
10. The increase in Sport and Recreation in 2020‑21 reflects one‑off funding allocations for the Circular Head Community Wellbeing Centre and the Dial Regional Sports Complex Upgrade.
11. The movements in the Capital Investment Program reflect funding for the capital maintenance program at the Silverdome.
12. The decrease in Local Government in 2017‑18 reflects the cessation of time‑limited election commitments, offset by funding allocated for Local Government Governance.
13. The increase in Aboriginal Affairs in 2017‑18 reflects one‑off funding for the Aboriginal Land Council of Tasmania ‑ wukalina Cultural Walk.
14. The increase in Information, Technology and Digital Services Strategy and Policy Development in 2017‑18 reflects the funding allocation for the Cyber Security Program.
During 2016‑17 the Department commenced a review of the performance measures for each Output with the aim to revise those measures. At the same time the Auditor‑General, in May 2016, tabled a report in Parliament on performance measures across all government agencies that included a number of recommendations on improvements to provide a better suite of measures for readers of the Budget papers and agency annual reports. These recommendations included reporting performance measures related to effectiveness, efficiency and economy and not measures of activity.
For 2017‑18 the Department has focused on all Outputs with exception of Outputs 3.2 and 3.3. The performance measures for these Outputs will be reviewed in 2017‑18 for the 2018‑19 financial year. In some cases the measures for an Output have not changed as a result of the review whereas for other Outputs there have been significant changes. Not all of the Outputs have performance measures that meet criterion of effectiveness, efficiency or economy, but this will be addressed as part of the ongoing review.
The measures have been defined either as a performance measure or a measure of activity. Measures of activity have been published where either no performance measure exists or no review has been undertaken yet.
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.
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.
This Output facilitates the actions being delivered by Tasmanian Government agencies under Safe Homes, Safe Families: Tasmania's Family Violence Action Plan (2015‑2020) that is the 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
|
Performance Measures |
Unit of Measure |
2014‑15 Actual |
2015‑16 Actual |
2016‑17 Target |
2017‑18 Target |
||
|
|
|
|
|
|
|
||
|
Strategic policy and advice |
|
|
|
|
|
||
|
Percentage of Cabinet Advisories that are submitted to the Cabinet Office on time1 |
% |
95 |
92 |
90 |
90 |
||
|
Selected policy outputs must meet the minimum benchmark as measured against agreed quality standards1 |
% |
87 |
96 |
90 |
90 |
||
|
Satisfaction of key clients with delivery of policy services as measured by survey1 |
% |
86 |
86 |
90 |
90 |
||
|
|
|
|
|
|
|
||
|
Climate change |
|
|
|
|
|
||
|
Percentage of strategic policy initiatives completed on time1 |
% |
95 |
100 |
95 |
95 |
||
|
Selected policy outputs must meet the minimum benchmark as measured against agreed quality standards1 |
% |
90 |
98 |
90 |
90 |
||
|
Satisfaction of key clients with delivery of policy services as measured by survey1 |
% |
96 |
95 |
90 |
90 |
||
Table 8.3: Performance Information ‑ Output Group 1 (continued)
|
Performance Measures |
Unit of Measure |
2014‑15 Actual |
2015‑16 Actual |
2016‑17 Target |
2017‑18 Target |
||
|
|
|
|
|
|
|
||
|
Safe Homes, Safe Families2 |
|
|
|
|
|
||
|
Actions on schedule against the milestones and timeframes identified in the Safe Homes, Safe Families Implementation Plan |
% |
na |
na |
85 |
90 |
||
|
Satisfaction of key clients with delivery of policy services as measured by survey |
% |
na |
na |
90 |
90 |
||
|
|
|
|
|
|
|
||
Notes:
1. Establishing accurate and objective performance measures for the quality of policy advice is difficult and contested. The mix of indicators selected represent measurable characteristics of policy advice and are proxies for outcome measures.
2. New performance measures 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.
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.
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.
This Output includes a courier service providing incoming and outgoing mail facilities to government and regional offices.
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
Notes:
1. New performance measures introduced for 2017‑18 as a result of the Department's review or performance measures.
2. The percentage change of the cost per delivery/collection point is ≤ indexation of general operating expenses (GOE). The movement between 2014‑15 and 2015‑16 is primarily due to 27 pays in 2015‑16 compared to only 26 pay periods in 2014‑15.
This Output provides coordination, development and implementation of whole‑of‑government information management, information systems, telecommunications and cyber security strategies and policies. This Output is provided by the Office of eGovernment which aims to improve and modernise cyber security, technology and information operations of government in Tasmania.
This Output develops new services and manages the delivery of customer services 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.
This Output facilitates delivery of information and communications technology services across Government, including wide area networking; internet; whole‑of‑government directory services; data centre, infrastructure and LAN as a service; 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 Measures |
Unit of Measure |
2014‑15 Actual |
2015‑16 Actual |
2016‑17 Target |
2017‑18 Target |
|
|
|
|
|
|
|
|
Information Technology and Digital Services Strategy and Policy Development |
|
|
|
|
|
|
Selected ICT policy outputs must meet the minimum benchmark as measured against agreed quality standards |
% |
82 |
97 |
90 |
90 |
|
Satisfaction of key clients with delivery of ICT policy services as measured by survey |
% |
91 |
78 |
90 |
90 |
|
|
|
|
|
|
|
|
Management and ongoing development of Service Tasmania |
|
|
|
|
|
|
Percentage of calls from the public answered by the Integrated Government Contact Centre within 20 seconds1 |
% |
69 |
24 |
80 |
80 |
|
Percentage of customers satisfied or very satisfied with their most recent contact with Service Tasmania |
% |
94 |
89 |
92 |
92 |
Table 8.5: Performance Information ‑ Output Group 3 (continued)
|
Performance Measures |
Unit of Measure |
2014‑15 Actual |
2015‑16 Actual |
2016‑17 Target |
2017‑18 Target |
|
|
|
|
|
|
|
|
Customer satisfaction ‑ transactions through Service Tasmania shops resulting in a formal complaint |
% |
.003 |
.002 |
.003 |
.003 |
|
Number of services provided over the counter by Service Tasmania |
Number |
614 |
615 |
615 |
620 |
|
Number of bill payment services provided over the phone by Service Tasmania |
Number |
38 |
38 |
38 |
38 |
|
Number of bill payment services provided over the Internet by Service Tasmania |
Number |
38 |
38 |
38 |
38 |
|
Number of calls answered by the Integrated Government Contact Centre2 |
Number (thousands) |
215 |
278 |
410 |
280 |
|
|
|
|
|
|
|
|
Delivery of information and telecommunications technology services |
|
|
|
|
|
|
Total percentage of customer calls resolved within agreed service level agreements |
% |
95 |
94 |
92 |
92 |
|
Number of fixed telephone services
|
Number (thousands) |
24.3 |
22.4 |
24.0 |
23.5 |
|
Number of mobile telephone and data services
|
Number (thousands) |
11.5 |
13.0 |
11.0 |
11.5 |
|
Number of broadband connection services |
Number |
1 032 |
1 010 |
1 000 |
1 100 |
|
Number of remote access connection services |
Number |
5 695 |
6 056 |
6 100 |
6 300 |
|
Number of Wi‑Fi access points3 |
Number |
3 092 |
3 490 |
3 700 |
6 000 |
|
Number of Government email boxes
|
Number (thousands) |
37.8 |
39.7 |
39.0 |
41.7 |
|
Number of Government business reports produced
|
Number (thousands) |
534.3 |
457.9 |
480.0 |
473.0 |
|
Number of Government payment summaries produced |
Number (thousands) |
41.3 |
38.0 |
41.0 |
40.0 |
|
Number of customers using TMD Finance One hosting services |
Number |
4 |
4 |
4 |
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. The initial targets for the 2016‑17 financial year were determined as part of the contact centre project. As part of the implementation of the project it was necessary to recalibrate the service and the growth in call volume has not been realised as originally anticipated. This is reflected in the 2017‑18 target.
3. The increase in Number of Wi‑Fi Access Points is based on organic growth and expected uptake from agencies currently using in‑house services.
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 the 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 Measures1 |
Unit of Measure |
2014‑15 Actual |
2015‑16 Actual |
2016‑17 Target |
2017‑18 Target |
|
|
|
|
|
|
|
|
State Service employment and management |
|
|
|
|
|
|
Industrial agreements due in year negotiated and finalised2 |
% |
57 |
…. |
100 |
100 |
|
Section 29 matters resolved (withdrawn or agreed) |
% |
na |
na |
na |
80 |
|
Professional Development |
|
|
|
|
|
|
Increased completion by participants in external leadership programs (e.g. ANZSOG) |
% |
na |
na |
na |
>90 |
|
TTC courses provided evaluated as meeting participant's expectations |
% |
na |
na |
na |
>80 |
|
Increased completion by participants in State Service Leadership and Management program |
% |
na |
na |
na |
>90 |
|
Percentage of TTC annual training program delivered |
% |
na |
na |
na |
>80 |
|
Increased completion by participants in State Service Leadership and Management program |
% |
na |
na |
na |
>90 |
|
Whole of Service employment demographics matches community demographics by 20203 |
Ratio |
30/70 |
34/66 |
36/64 |
Approaching 50/50 |
|
|
|
|
|
|
|
Notes:
1. All performance measures for 2017‑18 have been revised as a result of the Department's review of performance measures.
2. One industrial agreement was due for renegotiation in 2015‑16. This agreement was not finalised within the year it was due to be renegotiated resulting in a zero per cent performance result.
3. Ratio of women/men in the Senior Executive Service.
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 Measures |
Unit of Measure |
2014‑15 Actual |
2015‑16 Actual |
2016‑17 Target |
2017‑18 Target |
||
|
|
|
|
|
|
|
||
|
|
|
|
|
|
|
||
|
Security and emergency management |
|
|
|
|
|
||
|
Selected policy outputs must meet the minimum benchmark as measured against agreed quality standards |
% |
81 |
93 |
90 |
90 |
||
|
Satisfaction of key clients with delivery of policy services as measured by survey |
% |
85 |
87 |
90 |
90 |
||
|
|
|
|
|
|
|
||
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.
A number of initiatives are delivered through this Output including grants programs; policy development relating to volunteering; the Disability Framework for Action; the Carers Policy and Action Plan; the Lesbian, Gay, Bisexual, Transgender and Intersex Tasmanians Framework and Action Plan; the Active Ageing Strategy; and the Multicultural Policy.
The Output is responsible for service development and contract management of the Safe Haven Hub, On Island Support Program for Syrian and Iraqi arrivals and former humanitarian entrants, and migrant related Population Growth Strategy initiatives. The Output is also responsible for liaison with and funding of peak bodies including COTA, the Youth Network of Tasmania, Volunteering Tasmania, Carers Tasmania and the Multicultural Council of Tasmania.
This Output aims to improve social, cultural and economic outcomes for Tasmanian Aboriginal people and promote greater understanding and acceptance of Aboriginal culture. It delivers the governance framework for the implementation of the Government's Reset of the Relationship with Tasmanian Aboriginal people. Key aspects of this work include implementing the Policy on Eligibility for Aboriginal and Torres Strait Islander programs and services; Constitutional Recognition of Tasmanian Aboriginal people; COAG's Closing the Gap agenda; land return; joint land management; and changes to the education curriculum.
This Output supports and acknowledges the role of Tasmanian veterans and ex‑serving personnel through 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 Grants Program; and executive support for 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).
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. Some of the key deliverables include increasing the capacity and governance capability of sporting organisations; implementing plans to increase participation in sport and recreation by all Tasmanians including people with disability and Aboriginal people; contributing to A Healthy Tasmania outcomes; and the delivery of the Sport and Recreation Major and Minor Grants Programs. The Output is also responsible for providing the best possible opportunities for Tasmania's elite athletes.
This Output contributes to the development and implementation of policy that increases women's and girls' social and economic participation and promotes gender equity and opportunities for women's leadership and recognition, economic security, safety, and health and wellbeing. A number of initiatives are delivered through this Output including the implementation of the Tasmanian Women's Plan; Safe Homes, Safe Families; Violence Against Women and their Children ‑ 3rd Action Plan; and the Women on Boards Strategy 2015‑2020. Executive support is provided to the Tasmanian Women's Council.
Table 8.8: Performance Information ‑ Output Group 6
Notes:
1. Establishing accurate and objective performance measures for the quality of policy advice is difficult and contested. The mix of indicators selected represent measurable characteristics of policy advice and are proxies for outcome measures.
2. New or revised performance measures for 2017‑18 as a result of the Department's review of performance measures.
3. 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.
4. This percentage compares the Silverdome budget to actual result as a percentage from year to year.
This Output coordinates the activities of the Local Government Division. The Local Government Division contributes to well-governed, vibrant and connected local communities across Tasmania by supporting the statutory responsibilities of the Director of Local Government, leading regulatory and policy initiatives that support a sustainable local government sector and strengthening the collaborative links between councils and the Tasmanian Government. The Division works with stakeholders to:
· provide an effective local government policy and legislative framework;
· deliver education and training;
· administer relevant legislation and ensure compliance;
· contribute to the effectiveness of the Premier's Local Government Council (PLGC);
· support the Local Government Board and Boards of Inquiry; and
· ensure regular contact between the Tasmanian Government and local government at local, regional and statewide level to explore opportunities and resolve issues.
Table 8.9: Performance Information ‑ Output Group 7
|
Performance measures |
Unit of Measure |
2014‑15 Actual |
2015‑16 Actual |
2016‑17 Target |
2017‑18 Target |
|||
|
|
|
|
|
|
|
|||
|
Local government |
|
|
|
|
|
|||
|
Selected policy outputs must meet the minimum benchmark as measured against agreed quality standards |
% |
81 |
96 |
90 |
90 |
|||
|
Satisfaction of key clients with delivery of policy services as measured by survey |
% |
89 |
87 |
90 |
90 |
|||
|
Effectiveness of complaints resolution - no decisions overturned by external review bodies1 |
Number |
na |
na |
na |
…. |
|||
|
Councils' overall satisfaction with their interactions with the Local Government Division1 |
% |
na |
na |
na |
85 |
|||
|
|
|
|
|
|
|
|||
Note:
1. New performance measures for 2017‑18 as a result of the Department's review of performance measures.
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) |
2017-18)
Budget) |
2018-19) Forward) Estimate) |
2019-20) Forward) Estimate) |
2020-21) Forward) Estimate) |
|
|
$'000) |
$'000) |
$'000) |
$'000) |
$'000) |
|
|
|
|
|
|
|
|
Minister for Sport and Recreation |
|
|
|
|
|
|
Silverdome ‑ Maintenance and Building Compliance |
2 719) |
1 869) |
....) |
....) |
....) |
|
|
|
|
|
|
|
|
Premier |
|
|
|
|
|
|
Service Tasmania Shops Capital Investment |
Ongoing) |
250) |
250) |
250) |
250) |
|
|
|
|
|
|
|
|
2 119) |
250) |
250) |
250) |
||
|
|
|
|
|
|
|
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.
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.
Table 8.11: Statement of Comprehensive Income
|
|
2016-17)
Budget) |
2017-18)
Budget) |
2018-19) Forward) Estimate) |
2019-20) Forward) Estimate) |
2020-21) Forward) Estimate) |
|
|
$'000) |
$'000) |
$'000) |
$'000) |
$'000) |
|
|
|
|
|
|
|
|
Revenue and other income from transactions |
|
|
|
|
|
|
Appropriation revenue - recurrent1 |
65 484) |
69 908) |
62 500) |
54 984) |
60 975) |
|
Appropriation revenue - works & services2 |
1 105) |
2 119) |
250) |
250) |
250) |
|
Other revenue from government3 |
630) |
....) |
....) |
....) |
....) |
|
Grants |
79) |
111) |
111) |
111) |
111) |
|
Sales of goods and services4 |
33 050) |
34 678) |
35 173) |
35 646) |
35 936) |
|
Other revenue |
1 733) |
1 799) |
1 800) |
1 802) |
1 804) |
|
Total revenue and other income from transactions |
102 081) |
108 615) |
99 834) |
92 793) |
99 076) |
|
|
|
|
|
|
|
|
Expenses from transactions |
|
|
|
|
|
|
Employee benefits |
47 599) |
48 143) |
49 504) |
49 914) |
50 889) |
|
Depreciation and amortisation |
898) |
801) |
793) |
792) |
792) |
|
Supplies and consumables1 |
40 805) |
45 108) |
39 240) |
34 334) |
34 611) |
|
Grants and subsidies5,6,7 |
15 373) |
16 407) |
12 087) |
9 641) |
14 802) |
|
Borrowing costs8 |
....) |
14) |
5) |
....) |
....) |
|
Other expenses |
188) |
188) |
188) |
188) |
188) |
|
Total expenses from transactions |
104 863) |
110 661) |
101 817) |
94 869) |
101 282) |
|
|
|
|
|
|
|
|
Net result from transactions (net operating balance) |
(2 782) |
(2 046) |
(1 983) |
(2 076) |
(2 206) |
|
|
|
|
|
|
|
|
Net result |
(2 782) |
(2 046) |
(1 983) |
(2 076) |
(2 206) |
|
|
|
|
|
|
|
|
(2 782) |
(2 046) |
(1 983) |
(2 076) |
(2 206) |
|
|
|
|
|
|
|
|
Notes:
1. The increases in Appropriation revenue ‑ recurrent and Supplies and consumables in 2017‑18 reflect funding provided for initiatives detailed in Table 8.1 Key Deliverables Statement, offset by the cessation of time-limited election commitments.
2. The increase in Appropriation revenue ‑ works & services in 2017‑18 reflects funding provided for capital maintenance at the Silverdome.
3. The decrease in Other revenue from government in 2017‑18 reflects the level of funding expected to be carried forward under section 8A(2) of the Public Accounts Act 1986 from 2016‑17.
4. The increase in Sales of goods and services in 2017‑18 primarily reflects an increase in revenue collected by TMD.
5. The increase in Grants and subsidies in 2017‑18 reflects a reallocation of funding from 2016‑17 and 2018‑19 for Safe Homes, Safe Families and funding provided for initiatives detailed in Table 8.1 Key Deliverables Statement, partially offset by the cessation of time-limited election commitments.
6. The decrease in Grants and subsidies in 2019‑20 reflects the cessation of time‑limited election commitments.
7. The increase in Grants and subsidies in 2020‑21 reflects funding provided for the Circular Head Community Wellbeing Centre and the Dial Regional Sports Complex Upgrade, partially offset by the cessation of time‑limited election commitments.
8. The increase in Borrowing costs in 2017‑18 and 2018‑19 reflects interest payable on a loan to fund termination payments.
Table 8.12: Statement of Comprehensive Income ‑ Administered
|
|
2016-17)
Budget) |
2017-18)
Budget) |
2018-19) Forward) Estimate) |
2019-20) Forward) Estimate) |
2020-21) Forward) Estimate) |
|
|
$'000) |
$'000) |
$'000) |
$'000) |
$'000) |
|
|
|
|
|
|
|
|
Revenue and other income from transactions |
|
|
|
|
|
|
Appropriation revenue - recurrent |
6 882) |
6 920) |
7 003) |
7 088) |
7 174) |
|
Total revenue and other income from transactions |
6 882) |
6 920) |
7 003) |
7 088) |
7 174) |
|
|
|
|
|
|
|
|
Expenses from transactions |
|
|
|
|
|
|
Grants and subsidies |
6 882) |
6 920) |
7 003) |
7 088) |
7 174) |
|
Total expenses from transactions |
6 882) |
6 920) |
7 003) |
7 088) |
7 174) |
|
|
|
|
|
|
|
|
Net result from transactions (net operating balance) |
....) |
....) |
....) |
....) |
....) |
|
|
|
|
|
|
|
|
Net result |
....) |
....) |
....) |
....) |
....) |
|
|
|
|
|
|
|
|
....) |
....) |
....) |
....) |
....) |
|
|
|
|
|
|
|
|
Table 8.13: Revenue from Appropriation by Output
|
|
2016-17)
Budget) |
2017-18)
Budget) |
2018-19) Forward) Estimate) |
2019-20) Forward) Estimate) |
2020-21) Forward) Estimate) |
|
|
$'000) |
$'000) |
$'000) |
$'000) |
$'000) |
|
|
|
|
|
|
|
|
Premier |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 1 - Support for Executive Decision Making |
|
|
|
|
|
|
1.1 Strategic Policy and Advice1 |
4 577) |
4 577) |
3 650) |
3 701) |
3 788) |
|
1.3 Safe Homes, Safe Families - Tasmania's Family Violence Action Plan2 |
8 380) |
8 925) |
6 498) |
....) |
....) |
|
|
12 957) |
13 502) |
10 148) |
3 701) |
3 788) |
|
Output Group 2 - Government Processes and Services |
|
|
|
|
|
|
2.1 Management of Executive Government Processes3 |
4 473) |
4 870) |
4 679) |
4 841) |
4 954) |
|
2.2 Principal and Subordinate Legislation |
2 935) |
3 004) |
3 066) |
3 113) |
3 186) |
|
2.3 Tasmanian Government Courier |
653) |
669) |
683) |
693) |
709) |
|
2.4 Corporate Support to Ministerial and Parliamentary Offices and the Office of the Governor |
1 761) |
1 799) |
1 833) |
1 857) |
1 897) |
|
|
9 822) |
10 342) |
10 261) |
10 504) |
10 746) |
|
Output Group 3 - Electronic Services for Government Agencies and the Community |
|
|
|
|
|
|
3.2 Management and Ongoing Development of Service Tasmania |
12 361) |
12 651) |
12 899) |
13 057) |
13 364) |
|
|
12 361) |
12 651) |
12 899) |
13 057) |
13 364) |
|
Output Group 4 - State Service Management |
|
|
|
|
|
|
4.1 State Service Employment and Management4 |
3 099) |
3 277) |
3 336) |
3 375) |
3 447) |
|
|
3 099) |
3 277) |
3 336) |
3 375) |
3 447) |
|
Output Group 5 - Security and Emergency Management |
|
|
|
|
|
|
5.1 Security and Emergency Management |
724) |
739) |
752) |
760) |
776) |
|
|
724) |
739) |
752) |
760) |
776) |
|
Output Group 6 - Community, Sport and Recreation |
|
|
|
|
|
|
6.1 Community Development - Policy Advice and Ongoing Community Development5 |
10 966) |
10 652) |
10 155) |
9 724) |
9 649) |
|
6.3 Veterans' Affairs6 |
3 165) |
2 087) |
354) |
357) |
361) |
|
|
14 131) |
12 739) |
10 509) |
10 081) |
10 010) |
|
|
|
|
|
|
|
|
Capital Investment Program |
255) |
250) |
250) |
250) |
250) |
|
|
|
|
|
|
|
Table 8.13: Revenue from Appropriation by Output (continued)
|
|
2016-17)
Budget) |
2017-18)
Budget) |
2018-19) Forward) Estimate) |
2019-20) Forward) Estimate) |
2020-21) Forward) Estimate) |
|
|
$'000) |
$'000) |
$'000) |
$'000) |
$'000) |
|
|
|
|
|
|
|
|
Recurrent Services |
53 094) |
53 250) |
47 905) |
41 478) |
42 131) |
|
Works and Services |
255) |
250) |
250) |
250) |
250) |
|
|
53 349) |
53 500) |
48 155) |
41 728) |
42 381) |
|
|
|
|
|
|
|
|
Minister for Environment and Parks |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 1 - Support for Executive Decision Making |
|
|
|
|
|
|
1.2 Climate Change7 |
1 614) |
2 208) |
2 170) |
2 189) |
2 221) |
|
|
1 614) |
2 208) |
2 170) |
2 189) |
2 221) |
|
|
|
|
|
|
|
|
Recurrent Services |
1 614) |
2 208) |
2 170) |
2 189) |
2 221) |
|
|
1 614) |
2 208) |
2 170) |
2 189) |
2 221) |
|
|
|
|
|
|
|
|
Minister for Sport and Recreation |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 6 - Community, Sport and Recreation |
|
|
|
|
|
|
6.4 Sport and Recreation8,9,10 |
5 932) |
8 721) |
7 031) |
5 959) |
11 405) |
|
|
5 932) |
8 721) |
7 031) |
5 959) |
11 405) |
|
|
|
|
|
|
|
|
Grants and Subsidies |
500) |
500) |
500) |
500) |
500) |
|
|
|
|
|
|
|
|
Capital Investment Program11 |
850) |
1 869) |
....) |
....) |
....) |
|
|
|
|
|
|
|
|
Recurrent Services |
6 432) |
9 221) |
7 531) |
6 459) |
11 905) |
|
Works and Services |
850) |
1 869) |
....) |
....) |
....) |
|
|
7 282) |
11 090) |
7 531) |
6 459) |
11 905) |
|
|
|
|
|
|
|
|
Minister for Planning and Local Government |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 7 - Local Government |
|
|
|
|
|
|
7.1 Local Government12 |
1 749) |
1 991) |
1 927) |
1 852) |
1 895) |
|
|
1 749) |
1 991) |
1 927) |
1 852) |
1 895) |
|
|
|
|
|
|
|
|
Recurrent Services |
1 749) |
1 991) |
1 927) |
1 852) |
1 895) |
|
|
1 749) |
1 991) |
1 927) |
1 852) |
1 895) |
|
|
|
|
|
|
|
Table 8.13: Revenue from Appropriation by Output (continued)
|
|
2016-17)
Budget) |
2017-18)
Budget) |
2018-19) Forward) Estimate) |
2019-20) Forward) Estimate) |
2020-21) Forward) Estimate) |
|
|
$'000) |
$'000) |
$'000) |
$'000) |
$'000) |
|
|
|
|
|
|
|
|
Minister for Aboriginal Affairs |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 6 - Community, Sport and Recreation |
|
|
|
|
|
|
6.2 Aboriginal Affairs13 |
1 272) |
1 566) |
1 302) |
1 310) |
1 077) |
|
|
1 272) |
1 566) |
1 302) |
1 310) |
1 077) |
|
|
|
|
|
|
|
|
Recurrent Services |
1 272) |
1 566) |
1 302) |
1 310) |
1 077) |
|
|
1 272) |
1 566) |
1 302) |
1 310) |
1 077) |
|
|
|
|
|
|
|
|
Minister for Women |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 6 - Community, Sport and Recreation |
|
|
|
|
|
|
6.5 Women's Policy |
560) |
572) |
532) |
539) |
551) |
|
|
560) |
572) |
532) |
539) |
551) |
|
|
|
|
|
|
|
|
Recurrent Services |
560) |
572) |
532) |
539) |
551) |
|
|
560) |
572) |
532) |
539) |
551) |
|
|
|
|
|
|
|
|
Minister for Information Technology and Innovation |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 3 - Electronic Services for Government Agencies and the Community |
|
|
|
|
|
|
3.1 Information, Technology and Digital Services Strategy and Policy Development14 |
1 263) |
1 600) |
1 633) |
1 657) |
1 695) |
|
|
1 263) |
1 600) |
1 633) |
1 657) |
1 695) |
|
|
|
|
|
|
|
|
Recurrent Services |
1 263) |
1 600) |
1 633) |
1 657) |
1 695) |
|
|
1 263) |
1 600) |
1 633) |
1 657) |
1 695) |
|
|
|
|
|
|
|
|
Department of Premier and Cabinet |
|
|
|
|
|
|
Total Recurrent Services |
65 984) |
70 408) |
63 000) |
55 484) |
61 475) |
|
Total Works and Services |
1 105) |
2 119) |
250) |
250) |
250) |
|
|
67 089) |
72 527) |
63 250) |
55 734) |
61 725) |
|
|
|
|
|
|
|
|
Reserved by Law |
|
|
|
|
|
|
Tasmanian Community Fund (Tasmanian Community Fund Act 2005) |
6 382) |
6 420) |
6 503) |
6 588) |
6 674) |
|
|
6 382) |
6 420) |
6 503) |
6 588) |
6 674) |
|
|
|
|
|
|
|
Table 8.13: Revenue from Appropriation by Output (continued)
|
|
2016-17)
Budget) |
2017-18)
Budget) |
2018-19) Forward) Estimate) |
2019-20) Forward) Estimate) |
2020-21) Forward) Estimate) |
|
|
$'000) |
$'000) |
$'000) |
$'000) |
$'000) |
|
|
|
|
|
|
|
|
Appropriation Carried Forward |
630) |
....) |
....) |
....) |
....) |
|
|
|
|
|
|
|
|
Total Revenue from Appropriation |
74 101) |
78 947) |
69 753) |
62 322) |
68 399) |
|
|
|
|
|
|
|
|
Controlled Revenue from Appropriation |
67 219) |
72 027) |
62 750) |
55 234) |
61 225) |
|
Administered Revenue from Appropriation |
6 882) |
6 920) |
7 003) |
7 088) |
7 174) |
|
|
74 101) |
78 947) |
69 753) |
62 322) |
68 399) |
|
|
|
|
|
|
|
Notes:
1. The decrease in Strategic Policy and Advice in 2018‑19 reflects the funding profile for 2017‑18 and 2018‑19 time‑limited Government funding commitments.
2. The decrease in Safe Homes, Safe Families ‑ Tasmania's Family Violence Action Plan in 2018‑19 and 2019‑20 reflects the funding profile in 2016‑17 and 2017‑18 as a result of the Government's commitment to funding the 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 in 2015‑16. Originally $8.4 million was allocated in 2016‑17, however $1.8 million of this allocation was reallocated into the Forward Estimates, bringing the 2016‑17 allocation to $6.6 million. The remaining allocation is set out in Output 1.3.
3. The increase in Management of Executive Government Processes in 2017‑18 reflects the allocation of funds for the Premier's Scholarship Fund.
4. The increase in State Service Employment and Management in 2017‑18 reflects the allocation of funds for Aboriginal People and Young Tasmanians (State Service Employment).
5. The decrease in Community Development ‑ Policy Advice and Ongoing Community Development in 2017‑18 reflects the cessation of time‑limited election commitments offset by funding allocations for the Community Participation and Appeals Fund, Federation of Ethnic Communities' Councils of Australia Congress, Foodbank, On Island Support for Refugees including the Safe Haven Hub, Seniors and Active Ageing and Volunteering Tasmania ‑ EV CREW.
6. The decrease in Veterans' Affairs in 2017‑18 and 2018‑19 reflects the timing of the Hobart Pedestrian Bridge project.
7. The increase in Climate Change in 2017‑18 and across the Forward Estimates reflects the allocation of funds for the City Mission: E‑Waste Recycling Facility and Climate Action 21: Tasmania's Climate Change Action Plan 2017‑2021.
8. The increase in Sport and Recreation in 2017‑18 reflects funding allocations for Basketball Tasmania, Devonport Golf Club, Elphin Sports Centre, Football Federation of Tasmania, Northern Stadium Strategy, Oatlands Swimming Pool, Physical Disability Sport, Risdon Vale Bike Collective and Rugby Park, which is offset by the cessation of time‑limited election commitments.
9. The decrease in Sport and Recreation in 2019‑20 reflects the funding profile for 2018‑19 and 2019‑20 time‑limited election commitments
10. The increase in Sport and Recreation in 2020‑21 reflects one‑off funding allocations for the Circular Head Community Wellbeing Centre and the Dial Regional Sports Complex Upgrade.
11. The movements in the Capital Investment Program reflect funding for the capital maintenance program at the Silverdome.
12. The increase in Local Government in 2017‑18 reflects funding allocated for Local Government Governance partially offset by the cessation of time‑limited election commitments.
13. The increase in Aboriginal Affairs in 2017‑18 reflects one‑off funding for the Aboriginal Land Council of Tasmania ‑ wukalina Cultural Walk.
14. The increase in Information, Technology and Digital Services Strategy and Policy Development in 2017‑18 reflects the funding allocation for the Cyber Security Program.
Table 8.14: Administered Revenue
|
|
Budget) |
Budget) |
Forward) Estimate) |
Forward) Estimate) |
Forward) Estimate) |
|
|
$'000) |
$'000) |
$'000) |
$'000) |
$'000) |
|
|
|
|
|
|
|
|
Revenue from Appropriation |
|
|
|
|
|
|
Annual Appropriation |
500) |
500) |
500) |
500) |
500) |
|
Reserved by Law |
6 382) |
6 420) |
6 503) |
6 588) |
6 674) |
|
|
|
|
|
|
|
|
Total Administered Revenue |
6 882) |
6 920) |
7 003) |
7 088) |
7 174) |
|
|
|
|
|
|
|
Table 8.15: Administered Expenses
|
|
2016-17] ) Budget) |
2017-18] ) Budget) |
2018-19] Forward) Estimate) |
2019-20] Forward) Estimate) |
2020-21] Forward) Estimate) |
|
|
$'000) |
$'000) |
$'000) |
$'000) |
$'000) |
|
|
|
|
|
|
|
|
Grants and Subsidies |
|
|
|
|
|
|
Tasmanian Community Fund |
6 382) |
6 420) |
6 503) |
6 588) |
6 674) |
|
Tasmanian Icon Program - State Cricket Team |
500) |
500) |
500) |
500) |
500) |
|
|
|
|
|
|
|
|
Total Administered Expenses |
6 882) |
6 920) |
7 003) |
7 088) |
7 174) |
|
|
|
|
|
|
|
Table 8.16: Statement of Financial Position as at 30 June
|
|
2017)
Budget) |
2018)
Budget) |
2019) Forward) Estimate) |
2020) Forward) Estimate) |
2021) Forward) Estimate) |
|
|
$'000) |
$'000) |
$'000) |
$'000) |
$'000) |
|
|
|
|
|
|
|
|
Assets |
|
|
|
|
|
|
Financial assets |
|
|
|
|
|
|
Cash and deposits1 |
3 463) |
7 211) |
5 316) |
3 936) |
2 426) |
|
Receivables1 |
2 018) |
2 665) |
2 580) |
2 495) |
2 410) |
|
Other financial assets1 |
2 419) |
2 756) |
2 803) |
2 850) |
2 897) |
|
|
7 900) |
12 632) |
10 699) |
9 281) |
7 733) |
|
Non-financial assets |
|
|
|
|
|
|
Property, plant and equipment2 |
30 364) |
33 019) |
32 747) |
32 220) |
31 693) |
|
Infrastructure1 |
1 168) |
368) |
368) |
368) |
368) |
|
Heritage and cultural assets |
25) |
25) |
25) |
25) |
25) |
|
Intangibles1 |
262) |
508) |
536) |
550) |
564) |
|
Other assets1 |
2 482) |
2 716) |
2 755) |
2 794) |
2 833) |
|
|
34 301) |
36 636) |
36 431) |
35 957) |
35 483) |
|
|
|
|
|
|
|
|
Total assets |
42 201) |
49 268) |
47 130) |
45 238) |
43 216) |
|
|
|
|
|
|
|
|
Liabilities |
|
|
|
|
|
|
Payables1 |
2 511) |
2 775) |
2 816) |
2 857) |
2 898) |
|
Interest bearing liabilities1 |
....) |
339) |
....) |
....) |
....) |
|
Provisions |
431) |
431) |
431) |
431) |
431) |
|
Employee benefits3 |
13 769) |
12 095) |
12 215) |
12 335) |
12 455) |
|
Other liabilities1 |
1 848) |
1 320) |
1 343) |
1 366) |
1 389) |
|
Total liabilities |
18 559) |
16 960) |
16 805) |
16 989) |
17 173) |
|
|
|
|
|
|
|
|
Net assets (liabilities) |
23 642) |
32 308) |
30 325) |
28 249) |
26 043) |
|
|
|
|
|
|
|
|
Equity |
|
|
|
|
|
|
Reserves2 |
111) |
3 967) |
3 967) |
3 967) |
3 967) |
|
Accumulated funds |
23 531) |
28 341) |
26 358) |
24 282) |
22 076) |
|
Total equity |
23 642) |
32 308) |
30 325) |
28 249) |
26 043) |
|
|
|
|
|
|
|
Notes:
1. The movements in Cash and deposits, Receivables, Other financial assets, Infrastructure, Intangibles, Other assets, Payables, Interest bearing liabilities and Other liabilities in 2018 reflect revised estimates based on 30 June 2016 actuals.
2. The increases in Property, plant and equipment and Reserves in 2018 reflect a revaluation of land and building assets as at 30 June 2016.
3. The decrease in Employee benefits in 2018 reflects revised estimates based on lower leave liability as at 30 June 2016.
Table 8.17: Statement of Cash Flows
|
|
2016-17)
Budget) |
2017-18)
Budget) |
2018-19) Forward) Estimate) |
2019-20) Forward) Estimate) |
2020-21) Forward) Estimate) |
|
|
$'000) |
$'000) |
$'000) |
$'000) |
$'000) |
|
|
|
|
|
|
|
|
Cash flows from operating activities |
|
|
|
|
|
|
Cash inflows |
|
|
|
|
|
|
Appropriation receipts - recurrent1 |
65 484) |
69 908) |
62 500) |
54 984) |
60 975) |
|
Appropriation receipts - capital2 |
1 105) |
2 119) |
250) |
250) |
250) |
|
Grants |
79) |
111) |
111) |
111) |
111) |
|
Sales of goods and services3 |
33 111) |
34 739) |
35 234) |
35 707) |
35 997) |
|
GST receipts |
4 442) |
4 442) |
4 442) |
4 442) |
4 442) |
|
Other cash receipts |
1 733) |
1 799) |
1 800) |
1 802) |
1 804) |
|
Total cash inflows |
105 954) |
113 118) |
104 337) |
97 296) |
103 579) |
|
|
|
|
|
|
|
|
Cash outflows |
|
|
|
|
|
|
Employee benefits |
(41 746) |
(42 858) |
(44 095) |
(44 459) |
(45 308) |
|
Superannuation |
(5 068) |
(5 165) |
(5 289) |
(5 335) |
(5 461) |
|
Borrowing costs4 |
....) |
(14) |
(5) |
....) |
....) |
|
GST payments |
(4 442) |
(4 442) |
(4 442) |
(4 442) |
(4 442) |
|
Grants and subsidies5,6,7 |
(15 373) |
(16 407) |
(12 087) |
(9 641) |
(14 802) |
|
Supplies and consumables1 |
(40 814) |
(45 117) |
(39 249) |
(34 343) |
(34 620) |
|
Other cash payments |
(186) |
(186) |
(186) |
(186) |
(186) |
|
Total cash outflows |
(107 629) |
(114 189) |
(105 353) |
(98 406) |
(104 819) |
|
|
|
|
|
|
|
|
Net cash from (used by) operating activities |
(1 675) |
(1 071) |
(1 016) |
(1 110) |
(1 240) |
|
|
|
|
|
|
|
|
Cash flows from investing activities |
|
|
|
|
|
|
Payments for acquisition of non-financial assets |
(225) |
(490) |
(540) |
(270) |
(270) |
|
Net cash from (used by) investing activities |
(225) |
(490) |
(540) |
(270) |
(270) |
|
|
|
|
|
|
|
|
Cash flows from financing activities |
|
|
|
|
|
|
Net borrowings4 |
....) |
(370) |
(339) |
....) |
....) |
|
Net cash from (used by) financing activities |
....) |
(370) |
(339) |
....) |
....) |
|
|
|
|
|
|
|
|
Net increase (decrease) in cash and cash equivalents held |
(1 900) |
(1 931) |
(1 895) |
(1 380) |
(1 510) |
|
|
|
|
|
|
|
|
Cash and deposits at the beginning of the reporting period |
5 363) |
9 142) |
7 211) |
5 316) |
3 936) |
|
Cash and deposits at the end of the reporting period |
3 463) |
7 211) |
5 316) |
3 936) |
2 426) |
|
|
|
|
|
|
|
Notes:
1. The increases in Appropriation receipts ‑ recurrent and Supplies and consumables in 2017‑18 reflect funding provided for initiatives detailed in Table 8.1 Key Deliverables Statement, offset by the cessation of time‑limited election commitments.
2. The increase in Appropriation receipts ‑ capital in 2017‑18 reflects funding provided for capital maintenance at the Silverdome.
3. The increase in Sales of goods and services in 2017‑18 primarily reflects an increase in revenue collected by TMD.
4. The increases in Borrowing costs and Net borrowings in 2017‑18 and 2018‑19 reflect interest payable and repayments on a loan to fund previous termination payments.
5. The increase in Grants and subsidies in 2017‑18 reflects a reallocation of funding from 2016‑17 and 2018‑19 for Safe Homes, Safe Families and funding provided for initiatives detailed in Table 8.1 Key Deliverables Statement, partially offset by the cessation of time‑limited election commitments.
6. The decrease in Grants and subsidies in 2019‑20 reflects the cessation of time‑limited election commitments.
7. The increase in Grants and subsidies in 2020‑21 reflects funding provided for the Circular Head Community Wellbeing Centre and the Dial Regional Sports Complex Upgrade, partially offset by the cessation of time‑limited election commitments.
Table 8.18: Statement of Cash Flows ‑ Administered
|
|
2016-17)
Budget) |
2017-18)
Budget) |
2018-19) Forward) Estimate) |
2019-20) Forward) Estimate) |
2020-21) Forward) Estimate) |
|
|
$'000) |
$'000) |
$'000) |
$'000) |
$'000) |
|
|
|
|
|
|
|
|
Cash flows from operating activities |
|
|
|
|
|
|
Cash inflows |
|
|
|
|
|
|
Appropriation receipts - recurrent |
6 882) |
6 920) |
7 003) |
7 088) |
7 174) |
|
Total cash inflows |
6 882) |
6 920) |
7 003) |
7 088) |
7 174) |
|
|
|
|
|
|
|
|
Cash outflows |
|
|
|
|
|
|
Grants and subsidies |
(6 882) |
(6 920) |
(7 003) |
(7 088) |
(7 174) |
|
Total cash outflows |
(6 882) |
(6 920) |
(7 003) |
(7 088) |
(7 174) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
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 |
....) |
....) |
....) |
....) |
....) |
|
|
|
|
|
|
|