The Department of Premier and Cabinet is a central agency of the Tasmanian Government. The Department is responsible to the Premier, Hon Will Hodgman MP; the Minister for Local Government, Hon Peter Gutwein MP; the Minister for Environment, Hon Elise Archer MP and the Minister for Science and Technology, Hon Michael Ferguson 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.
This chapter provides the Department’s financial information for 2018‑19 and over the Forward Estimates period (2019‑20 to 2021‑22). Further information on the Department is provided at www.dpac.tas.gov.au.
Table 9.1 provides a summary of the Budget and Forward Estimate allocations for the key deliverables within the Department.
Table 9.1: Key Deliverables Statement1
|
|
2018‑19) ) Budget) |
2019‑20) Forward) Estimate) |
2020‑21) Forward) Estimate) |
2021‑22) Forward) Estimate) |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
Climate Action 21: Tasmania’s Climate Change Action Plan 2017-2021 |
750 |
750 |
750 |
.... |
|
Local Government Governance |
100 |
.... |
.... |
.... |
|
Office of Security and Emergency Management |
500 |
500 |
500 |
500 |
|
|
|
|
|
|
Note:
1. As detailed in this chapter a number of Outputs previously delivered by the Department have been transferred to the new Department of Communities Tasmania. A number of Key Deliverables previously presented for the Department have therefore also been transferred to the Department of Communities Tasmania.
The Department will continue to deliver the Government’s $3 million commitment towards Climate Action 21: Tasmania’s Climate Change Action Plan 2017-2021, which focuses on implementing a number of new initiatives to respond to a changing climate and reduce greenhouse gas emissions. Actions are focused on: climate change research; improving energy efficiency; reducing transport emissions; and supporting business, local government and communities to take action. The initial funding of $750 000 per annum was provided in 2017-18 and the remaining $2.25 million is allocated over the next three years.
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. The initial funding of $200 000 was provided in 2017-18 and the remaining $100 000 is allocated in 2018-19.
Permanent funding of $500 000 per annum, commencing in 2018-19, has been allocated to support additional work on flood policy. This further supports the ongoing implementation of the Government’s response to the Blake Review into the Floods of June - July 2016.
This funding will also be accessed by the Department of Police, Fire and Emergency Management for this purpose.
On 20 March 2018, the State Government announced that effective from 1 July 2018, the Department of Communities Tasmania would be established through the amalgamation of part of the Department of Health and Human Services and part of the Department of Premier and Cabinet.
Establishing the new Department, the Outputs transferred from the Department of Premier and Cabinet to the Department of Communities Tasmania are:
· Output Group 6 - Communities, Sport and Recreation has been renamed Output Group 6 - Disability Services and Community Development within the Department of Communities Tasmania. This Output Group comprised the following Outputs:
- Output 6.1 - Community Development - Policy Advice and Ongoing Community Development;
- Output 6.2 - Aboriginal Affairs;
- Output 6.3 - Veterans’ Affairs;
- Output 6.4 - Sport and Recreation; and
- Output 6.5 - Women’s Policy; and
· Output 1.3 - Safe Homes, Safe Families - Tasmania’s Family Violence Action Plan allocated to Output Group 7 - Safe Homes, Safe Families within the Department of Communities Tasmania.
In addition to these transfers, the administered funds for the Tasmanian Community Fund have also been transferred.
As a result of the above Output restructures, the former Output Group 7 - Local Government is now Output Group 6.
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; and
· Output Group 6 ‑ Local Government.
Table 9.2 provides an Output Group Expense Summary for
the Department.
Table 9.2: Output Group Expense Summary1
|
Table 9.2: Output Group Expense Summary (continued)
|
|
2017-18 |
2018-19 |
2019-20 |
2020-21 |
2021-22 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Minister for Science and Technology |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 3 - Electronic Services for Government Agencies and the Community |
|
|
|
|
|
|
3.1 Information, Technology and Digital Services Strategy and Policy Development |
1 621 |
1 654 |
1 678 |
1 716 |
1 759 |
|
3.3 Delivery of IT Services |
29 346 |
28 930 |
29 695 |
30 299 |
30 581 |
|
|
30 967 |
30 584 |
31 373 |
32 015 |
32 340 |
|
|
|
|
|
|
|
|
Minister for Environment |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 1 - Support for Executive Decision Making |
|
|
|
|
|
|
1.2 Climate Change7 |
2 210 |
2 172 |
2 191 |
2 223 |
1 507 |
|
|
2 210 |
2 172 |
2 191 |
2 223 |
1 507 |
|
|
|
|
|
|
|
|
Minister for Local Government |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 6 - Local Government |
|
|
|
|
|
|
6.1 Local Government |
1 991 |
1 927 |
1 852 |
1 895 |
1 942 |
|
|
1 991 |
1 927 |
1 852 |
1 895 |
1 942 |
|
|
|
|
|
|
|
|
TOTAL |
75 046 |
78 409 |
77 023 |
78 772 |
78 245 |
|
|
|
|
|
|
|
Notes:
1. Agency estimates do not include the indexation impact of any variations to agency expenditure that have been made since the finalisation of the Revised Estimates Report 2017-18 (including December Quarterly Report). For further information see chapter 1 of this Budget Paper.
2. The decrease in Strategic Policy and Advice in 2018-19 reflects the cessation of one-off funding allocations for the Tasmanian Brand Skilled-Migration Campaign and Enhancing the Tasmanian Brand initiatives. This is offset by the transfer of funding from the Department of State Growth for the Tasmanian Brand Council.
3. The increase in Management of Executive Government Processes in 2018-19 reflects the review of corporate overheads for business activities within the Department.
4. The increase in Management and Ongoing Development of Service Tasmania in 2018-19 reflects the planned improvements to several Service Tasmania Shops and other business initiatives.
5. The increase in State Service Employment and Management in 2018-19 reflects expenditure related to whole-of-government services provided by the State Service Management Office.
6. The increase in Security and Emergency Management in 2018-19 reflects funding provided for the ongoing implementation of the Government’s response to the Blake Review into the Floods of June - July 2016 and National Disaster Relief and Recovery Arrangements funding for the Tasmanian Flood Project.
7. The decrease in Climate Change in 2021-22 reflects the cessation of funding for the Climate Action 21: Tasmania’s Climate Change Action Plan 2017-2021.
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 the Tasmanian 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.
In 2017-18 the Department reviewed all Outputs with the exception of Outputs 3.2 and 3.3, which have been reviewed in 2018-19. All the performance measures for all Outputs have now been reviewed and 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 annual review of performance measures.
The measures have been defined either as a performance measure or a measure of activity. Measures of activity have been published where no performance measure exists.
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 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 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.
Table 9.3: Performance Information ‑ Output Group 1
|
Performance Measures1 |
Unit of Measure |
2015‑16 Actual |
2016‑17 Actual |
2017‑18 Target |
2018‑19 Target |
|
|
|
|
|
|
|
|
Strategic Policy and Advice |
|
|
|
|
|
|
Percentage of Cabinet Advisories that are submitted to the Cabinet Office on time |
% |
92 |
91 |
90 |
95 |
|
Selected policy outputs must meet the minimum benchmark as measured against agreed quality standards |
% |
96 |
88 |
90 |
95 |
|
Satisfaction of key clients with delivery of policy services as measured by survey2 |
% |
na |
86 |
90 |
95 |
|
|
|
|
|
|
|
|
Climate Change |
|
|
|
|
|
|
Percentage of strategic policy initiatives completed on time |
% |
100 |
95 |
95 |
95 |
|
Selected policy outputs must meet the minimum benchmark as measured against agreed quality standards3 |
% |
98 |
na |
90 |
95 |
|
Satisfaction of key clients with delivery of policy services as measured by survey2 |
% |
na |
95 |
90 |
95 |
|
|
|
|
|
|
|
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. The satisfaction survey was not conducted in 2015-16. Figures were incorrectly included in the 2017-18 Budget.
3. No policy documents for this Output were assessed in the annual assessment process in 2016-17.
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 administrative, financial, human resources, information systems, records and property management services to support the Ministerial and Parliamentary offices and the Office of the Governor.
Table 9.4: Performance Information ‑ Output Group 2
Table 9.4: Performance Information ‑ Output Group 2 (continued)
|
|
Unit of Measure |
2015‑16 Actual |
2016‑17 Actual |
2017‑18 Target |
2018‑19 Target |
|
|
|
|
|
|
|
|
Tasmanian Government Courier |
|
|
|
|
|
|
Percentage change of delivery costs2,3 |
% |
(3.1) |
(22.9) |
≤GOE |
≤GOE |
|
Client satisfaction with the standard of service provided by the Courier Service1 |
% |
na |
na |
95 |
95 |
|
|
|
|
|
|
|
|
Corporate Support to Ministerial and Parliamentary Offices and the Office of the Governor |
|
|
|
|
|
|
Improving overall client satisfaction with the standard of service provided by the corporate activities (Financial Management Services, Human Resources, Information Technology Services, Properties and Procurement)1 |
% |
na |
na |
>75 |
>90 |
|
|
|
|
|
|
|
Notes:
1. New performance measures introduced for 2017‑18 as a result of the Department’s review of performance measures.
2. The percentage change of the cost per delivery/collection point is ≤ indexation of general operating expenses.
3. The increase in the Percentage change of delivery costs in 2016-17 reflects increased staffing costs to cover unplanned paid leave for several couriers.
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 customer services and facilitates their delivery to the Tasmanian community through Service Tasmania’s service centres, the 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.
Table 9.5: Performance Information ‑ Output Group 3
|
Performance Measures1 |
Unit of Measure |
2015‑16 Actual |
2016‑17 Actual |
2017‑18 Target |
2018‑19 Target |
|
|
|
|
|
|
|
|
Information, Technology and Digital Services Strategy and Policy Development |
|
|
|
|
|
|
Selected ICT policy outputs must meet the minimum benchmark as measured against agreed quality standards2 |
% |
97 |
na |
90 |
95 |
|
Satisfaction of key clients with delivery of ICT policy services as measured by survey3 |
% |
na |
78 |
90 |
95 |
|
|
|
|
|
|
|
|
Management and ongoing development of Service Tasmania |
|
|
|
|
|
|
Automated Transactions4 |
|
|
|
|
|
|
Customer satisfaction |
% |
na |
na |
na |
>92 |
|
Customer complaints |
Number |
na |
na |
na |
<20 |
|
Service Availability |
% |
na |
na |
na |
>99.9 |
|
|
|
|
|
|
|
|
Service Centres4 |
|
|
|
|
|
|
Customer satisfaction |
% |
na |
na |
na |
>90 |
|
Ratio of Customer complaints to compliments |
Ratio |
na |
na |
na |
4:1 |
|
Service Availability |
% |
na |
na |
na |
>99.75 |
|
|
|
|
|
|
|
|
Contact Centre4 |
|
|
|
|
|
|
Customer satisfaction |
% |
na |
na |
na |
>80 |
|
Ratio of Customer complaints to compliments |
Ratio |
na |
na |
na |
14:1 |
|
Service Availability |
% |
na |
na |
na |
>99.75 |
|
Average Wait Time |
Seconds |
na |
na |
na |
<150 |
|
|
|
|
|
|
|
|
Delivery of IT Services4 |
|
|
|
|
|
|
Service level agreement performance and compliance |
% |
na |
na |
na |
>90 |
|
TMD Supplier Performance |
% |
na |
na |
na |
>90 |
|
Financial Performance based on Actual vs. Budget |
% |
na |
na |
na |
Within +/- 4 |
|
Customer satisfaction |
% |
na |
na |
na |
>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. No policy documents for this Output were assessed in the annual assessment process in 2016-17.
3. The satisfaction survey was not conducted in 2015-16. Figures were incorrectly included in the 2017-18 Budget.
4. New performance measures introduced for 2018-19 as a result of the Department’s review of performance measures.
This Output covers the activities of the State Service Management Office 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. SSMO supports Agencies in delivering productive and responsive services to the community through high quality and contemporary policies, practices and procedures in relation to workforce management, workforce development and workforce relations, including:
· establishing practices, guidelines and employment frameworks in relation to employment and employment relations matters;
· evaluating and reporting (Annual Report) and where necessary investigating performance of agencies;
· assisting in implementation of systems and procedures, including classification of duties, Code of Conduct, performance management, and work health, safety and wellbeing;
· advocacy and dispute resolution in industrial tribunals and negotiating agreements;
· supporting agencies in managing the Senior Executive Service including SES administration, leadership and management development initiatives;
· developing and delivering training, education and capability development programs;
· developing and implementing contemporary recruitment programs and guidelines in recruitment, selection and appointment; and
· referring matters to, working with and implementing recommendations from tribunals such as the Integrity Commission, Equal Opportunity Tasmania and the Tasmanian Industrial Commission.
Table 9.6: Performance Information ‑ Output Group 4
|
Performance Measures1 |
Unit of Measure |
2015‑16 Actual |
2016‑17 Actual |
2017‑18 Target |
2018‑19 Target |
|
|
|
|
|
|
|
|
State Service Employment and Management |
|
|
|
|
|
|
Industrial agreements due in year negotiated and finalised |
% |
90 |
90 |
100 |
100 |
|
Section 29 matters resolved (withdrawn or agreed) |
% |
na |
na |
80 |
80 |
|
Professional Development |
|
|
|
|
|
|
Increased completion by participants in external leadership programs (e.g. ANZSOG) |
% |
na |
na |
>90 |
>90 |
|
TTC courses provided evaluated as meeting participant’s expectations |
% |
na |
na |
>80 |
>90 |
|
Percentage of TTC annual training program delivered |
% |
na |
na |
>80 |
>80 |
|
Increased completion by participants in State Service Leadership and Management program |
% |
na |
na |
>90 |
>90 |
Table 9.6: Performance Information ‑ Output Group 4 (continued)
|
Performance Measures1 |
Unit of Measure |
2015‑16 Actual |
2016‑17 Actual |
2017‑18 Target |
2018‑19 Target |
|
|
|
|
|
|
|
|
Whole of Service employment demographics matches community demographics by 20202 |
Ratio |
34/66 |
37/63 |
Approaching 50/50 |
Approaching 50/50 |
|
|
|
|
|
|
|
Notes:
1. New performance measures introduced for 2017-18 as a result of the Department’s review of performance measures.
2. 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, 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 9.7: Performance Information ‑ Output Group 5
|
Performance Measures1 |
Unit of Measure |
2015‑16 Actual |
2016‑17 Actual |
2017‑18 Target |
2018‑19 Target |
|
|
|
|
|
|
|
|
|
|
Security and Emergency Management |
|
|
|
|
|
|
|
Selected policy outputs must meet the minimum benchmark as measured against agreed quality standards |
% |
93 |
77 |
90 |
95 |
|
|
Satisfaction of key clients with delivery of policy services as measured by survey2 |
% |
na |
87 |
90 |
95 |
|
|
|
|
|
|
|
|
|
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. The satisfaction survey was not conducted in 2015-16. Figures were incorrectly included in the 2017-18 Budget.
This Output coordinates the activities of the Local Government Division. The Local Government Division contributes to a well-governed, responsive, and sustainable local government sector, which acts in the best interests of Tasmanian ratepayers and residents. The Division does this 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 expert policy advice on local government matters;
· administer and ensure the sector’s compliance with relevant legislative and regulatory provisions;
· enhance local government performance through supporting good governance practices and ensuring transparent performance monitoring;
· deliver education and training;
· support the Local Government Board and Boards of Inquiry; and
· ensure regular contact between the State Government and local government so that the sector’s views inform key regulatory and policy decisions, including through supporting the Premier’s Local Government Council.
Table 9.8: Performance Information ‑ Output Group 6
|
Performance Measures |
Unit of Measure |
2015‑16 Actual |
2016‑17 Actual |
2017‑18 Target |
2018‑19 Target |
|||
|
|
|
|
|
|
|
|||
|
Local Government |
|
|
|
|
|
|||
|
Selected policy outputs must meet the minimum benchmark as measured against agreed quality standards1 |
% |
96 |
80 |
90 |
95 |
|||
|
Satisfaction of key clients with delivery of policy services as measured by survey1,2 |
% |
na |
87 |
90 |
95 |
|||
|
Effectiveness of complaints resolution ‑ no decisions overturned by external review bodies3 |
Number |
na |
na |
nil |
nil |
|||
|
Local government councils’ overall satisfaction with the interactions between them and the Local Government Division3 |
% |
na |
na |
85 |
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. The satisfaction survey was not conducted in 2015-16. Figures were incorrectly included in the 2017-18 Budget.
3. New performance measures introduced for 2017-18 as a result of the Department’s review of performance measures.
Table 9.9 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 9.9: Capital Investment Program
|
||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
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 9.10: Statement of Comprehensive Income1
|
Notes:
1. Comparative 2017-18 Budget data does not directly reflect information contained in the 2017-18 Budget, due to the Departmental restructure of some Outputs, as referenced in this chapter.
2. The increase in Sales of goods and services in 2018-19 primarily reflects the increase in revenue collected by TMD, The Training Consortium and the State Service Management Office for services provided to, and paid for by, government agencies.
3. The fluctuations in Other revenue over the 2018-19 Budget and Forward Estimates period reflects the timing of funding received for Australian Government projects and agency business activities.
4. The fluctuations in Supplies and consumables and Grants and subsidies over the 2018-19 Budget and Forward Estimates period reflects the funding profile for time-limited election commitments, Australian Government funded projects and agency business activities.
Table 9.11: Revenue from Appropriation by Output
|
||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
Table 9.11: Revenue from Appropriation by Output (continued)
|
|
2017-18 |
2018-19 |
2019-20 |
2020-21 |
2021-22 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Minister for Science and Technology |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 3 - Electronic Services for Government Agencies and the Community |
|
|
|
|
|
|
3.1 Information, Technology and Digital Services Strategy and Policy Development |
1 600 |
1 633 |
1 657 |
1 695 |
1 738 |
|
|
1 600 |
1 633 |
1 657 |
1 695 |
1 738 |
|
|
|
|
|
|
|
|
Recurrent Services |
1 600 |
1 633 |
1 657 |
1 695 |
1 738 |
|
|
1 600 |
1 633 |
1 657 |
1 695 |
1 738 |
|
|
|
|
|
|
|
|
Minister for Environment |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 1 - Support for Executive Decision Making |
|
|
|
|
|
|
1.2 Climate Change2 |
2 208 |
2 170 |
2 189 |
2 221 |
1 505 |
|
|
2 208 |
2 170 |
2 189 |
2 221 |
1 505 |
|
|
|
|
|
|
|
|
Recurrent Services |
2 208 |
2 170 |
2 189 |
2 221 |
1 505 |
|
|
2 208 |
2 170 |
2 189 |
2 221 |
1 505 |
|
|
|
|
|
|
|
|
Mini ster for Local Government |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 6 - Local Government |
|
|
|
|
|
|
6.1 Local Government |
1 991 |
1 927 |
1 852 |
1 895 |
1 942 |
|
|
1 991 |
1 927 |
1 852 |
1 895 |
1 942 |
|
|
|
|
|
|
|
|
Recurrent Services |
1 991 |
1 927 |
1 852 |
1 895 |
1 942 |
|
|
1 991 |
1 927 |
1 852 |
1 895 |
1 942 |
|
|
|
|
|
|
|
|
Department of Premier and Cabinet |
|
|
|
|
|
|
Total Recurrent Services |
37 385 |
37 706 |
38 173 |
39 010 |
39 065 |
|
Total Works and Services |
2 119 |
250 |
250 |
250 |
250 |
|
|
39 504 |
37 956 |
38 423 |
39 260 |
39 315 |
|
|
|
|
|
|
|
|
Total Revenue from Appropriation |
39 504 |
37 956 |
38 423 |
39 260 |
39 315 |
Table 9.11: Revenue from Appropriation by Output (continued)
|
Notes:
1. The increase in Security and Emergency Management in 2018-19 reflects funding provided for the ongoing implementation of the Government’s response to the Blake Review into the Floods of June - July 2016.
2. The decrease in Climate Change in 2021-22 reflects the cessation of funding for the Climate Action 21: Tasmania’s Climate Change Action Plan 2017-2021.
Table 9.12: Statement of Financial Position as at 30 June1
|
Notes:
1. Comparative 2017-18 Budget data does not directly reflect information contained in the 2017-18 Budget, due to the Departmental restructure of some Outputs, as referenced in this chapter.
2. The decrease in Cash and deposits in 2019 reflects specific project funding from previous years being spent during 2017-18 on those projects.
3. The variation in this item in 2019 reflects revised estimates based on 30 June 2017 actuals.
4. The decrease in Interest bearing liabilities in 2019 reflects the final repayment on a loan for termination payments.
Table 9.13: Statement of Cash Flows1
|
Notes:
1. Comparative 2017-18 Budget data does not directly reflect information contained in the 2017-18 Budget, due to the Departmental restructure of some Outputs, as referenced in this chapter.
2. The increase in Sales of goods and services in 2018-19 primarily reflects the temporary increase in revenue collected by TMD, The Training Consortium and State Service Management Office for services provided to and paid for by government agencies.
3. The fluctuations in Other cash receipts over the 2018-19 Budget and Forward Estimates period reflects the timing of funding received for Australian Government projects and agency business activities.
4. The fluctuations in Grants and subsidies and Supplies and consumables over the 2018-19 Budget and Forward Estimates period reflects the funding profile for time-limited election commitments, Australian Government funded projects and agency business activities.