2     Department of Communities Tasmania

Agency Outline

The Department of Communities Tasmania is responsible for delivering integrated services that aim to create strong, resilient and active communities. The Department reports to the Minister for Human Services and Minister for Housing, Hon Roger Jaensch MP; the Minister for Sport and Recreation, Minister for Disability Services and Community Development, Minister for Aboriginal Affairs and Minister for Women, Hon Jacquie Petrusma MP; the Minister for Veterans’ Affairs, Hon Guy Barnett MP; and the Premier, Hon Will Hodgman MP.

Service delivery is achieved through direct provision of services by the Department or through service agreements or contracts with provider organisations.

The principal responsibilities of the Department include:

·       supporting individuals, families and carers to have greater control over matters that directly affect the lives and circumstances of people living with disability;

·       statutory responsibilities for vulnerable children and young people in relation to child protection and youth justice, including operation of the Ashley Youth Detention Centre;

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

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

·       developing and supporting opportunities for all Tasmanians to participate in community life, sport and recreation;

·       working closely with peak bodies and stakeholders across all population groups including youth, older people, the multicultural community, veterans and the LGBTI community to enhance access and participation;

·       improving social, cultural and economic outcomes for Tasmanian Aboriginal people and promoting greater understanding and acceptance of Aboriginal culture;

·       contributing to the development and implementation of policy that increases financial security, leadership and participation, safety, health and wellbeing and gender equity for women and girls;

·       facilitating the coordinated whole-of-government response to family and sexual violence in Tasmania; and

·       supporting and acknowledging the role of Tasmanian veterans and ex-serving personnel through policy advice, liaison with ex-service organisations, and delivery of the Teddy Sheean Memorial grant program and other commitments.

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

This chapter provides the Department’s financial information for 2019-20 and over the Forward Estimates period (2020‑21 to 2022‑23). Further information about the Department is provided at www.communities.tas.gov.au.

 


 

Key Deliverables

Table 2.1 provides a summary of the Budget and Forward Estimates allocations for key deliverables within the Department.

Table 2.1:         Key Deliverables Statement

 

2019-20

 

Budget

2020-21

Forward

Estimate

2021-22

Forward

Estimate

2022-23

Forward

Estimate

 

$'000

$'000

$'000

$'000

 

 

 

 

 

Aboriginal Affairs

 

 

 

 

Supporting the Reset - Aboriginal Affairs

197

115

115

 115

 

 

 

 

 

Children Services

 

 

 

 

Strong Families, Safe Kids - Child Safety Service Redesign

2 268

….

….

….

Out of Home Care1

16 882

….

….

….

 

 

 

 

 

Community Development - Policy Advice and Ongoing Community Development

 

 

 

 

Multicultural Affairs

595

….

….

….

Scottsdale - Northbourne Extension

1 040

260

….

….

Ulverstone Cultural Precinct

2 500

….

….

….

Youth Network of Tasmania (YNOT)2

25

….

25

….

 

 

 

 

 

Community Services

 

 

 

 

Neighbourhood Houses Tasmania

45

45

45

45

Prevention of Elder Abuse

850

….

….

….

 

 

 

 

 

Disability Services

 

 

 

 

National Disability Insurance Scheme (NDIS) and Disability Services3

….

9 984

6 968

10 564

Tasmanian Autism Diagnostic Services

1 000

….

….

….

 

 

 

 

 

Housing Services

 

 

 

 

Tasmania’s Affordable Housing Action Plan 2

40 500

35 000

25 000

5 000

 

 

 

 

 

Office of the Commissioner for Children

 

 

 

 

Commissioner for Children and Young People

112

112

112

112

 

 

 

 

 


 

Table 2.1:         Key Deliverables Statement (continued)

 

2019-20

 

Budget

2020-21

Forward

Estimate

2021-22

Forward

Estimate

2022-23

Forward

Estimate

 

$'000

$'000

$'000

$'000

 

 

 

 

 

Sport and Recreation

 

 

 

 

Cricket Tasmania

440

240

240

240

Elphin Sports Centre

400

….

….

….

Football Tasmania Board

65

65

65

….

Hockey Tasmania

100

100

100

100

NFSRA (Clarence and Moonah) Urgent Maintenance

200

….

….

….

Pembroke Park

….

600

1 900

….

Reclink Australia

143

143

….

….

Sporting Competitions Access Fund

60

50

50

90

Statewide Strategy for Sport and Recreation Facilities2

175

….

….

….

Ticket to Play Sports Voucher Program4

1 000

….

….

….

 

 

 

 

 

Women’s Policy

 

 

 

 

Tasmanian Women’s Strategy 2018-2021

50

50

50

50

 

 

 

 

 

Safe Homes, Safe Families

 

 

 

 

Safe Homes, Safe Families

1 026

1 731

1 893

….

Sexual Violence Action Plan

520

667

667

….

 

 

 

 

 

Notes:

1.    The funding is for 2019‑20 given that there is current reform activity underway which will inform funding needs in future years.

2.    These initiatives will be funded from within existing Budget resources.

3.    Funding for 2019‑20 is already allocated within the Department’s Budget.

4.    This represents additional funding to fully fund the program in 2019-20.

Aboriginal Affairs

Supporting the Reset - Aboriginal Affairs

Funding of $542 000 is provided over four years for Supporting the Reset. The funding will be used to support the governance, representative engagement and advisory functions consistent with the mutually agreed Statement of Intent between the Tasmanian Regional Aboriginal Communities Alliance and the Tasmanian Government; the Young Tasmanian Aboriginal Women Leader’s Awards; and support for Reset initiatives.


 

Children Services

Strong Families, Safe Kids - Child Safety Service Redesign

An additional $2.3 million is provided to support the continued implementation of the Strong Families, Safe Kids implementation plan and the objectives of the Tasmanian Government’s Generational Change for Children and Families policy. Since 2016, the Strong Families, Safe Kids Project has successfully delivered a range of actions to improve outcomes for Tasmanian children, young people and their families, including the implementation of the Strong Families, Safe Kids Advice and Referral Line, the release of the Tasmanian Child and Youth Wellbeing Framework, the development of the Child and Family Wellbeing Assessment Tool and creating a range of new frontline and support roles within the Child Safety Service.

There is significant momentum across the broader child and youth services sector and there are a number of critical outstanding activities that require the ongoing support of the Strong Families, Safe Kids project team. These activities include continuing to re-structure the Child Safety Service to ensure that the benefits of the new Advice and Referral Line flow through to improved practice in the investigation and response areas; delivery of the Child and Youth Wellbeing Outcomes Framework; and ongoing change management activity to embed the principles of the redesign within the operation of the Child Safety Service.

The additional funding in this Budget will also support the continuation of the Serious Events Review Team and cross-agency oversight committee for Children and Youth Services. The serious events review process provides a robust, objective and timely review of serious events that ultimately improves the quality of care for vulnerable children and young people.

Progress on the implementation of quality assurance, corrective actions and/or continuous improvement strategies identified by the Serious Events Review Committee, as well as those recommended by external assessments such as the Coroner’s Office, Auditor-General, Commissioner for Children and Young People, and the Custodial Inspector, will be undertaken as a result of the additional funding provided.

Out of Home Care

Funding of $16.9 million is provided, in 2019-20, to assist in meeting the current growth in demand and cost of Out of Home Care. The majority of the children in OOHC are in placements with foster carers, kinship carers or with organisations that provide a level of specialised service, for example, to keep siblings together.

However, there are some children whose needs are very complex and those children need specialised services to keep them safe and to provide therapeutic intervention. Often, and more increasingly, some children require extensive periods of time receiving specialised care. Highly intensive services continue to be provided whilst safe, appropriate and stable options are pursued to address the future needs of the child/young person.

Work is being progressed through the Out of Home Care Foundations Project under Strong Families, Safe Kids to strengthen foster and kinship care in Tasmania.

Community Development

Multicultural Affairs

Funding of $595 000 is provided in 2019-20 to fund a range of multicultural initiatives.

Scottsdale - Northbourne Extension

Funding of $1.3 million is provided over two years to expand the existing retirement village in Northbourne Avenue, Scottsdale (Northbourne Park Retirement Village). This funding is matched by a $1.3 million contribution by the Australian Government.

Ulverstone Cultural Precinct

Funding of $2.5 million is provided in 2019-20 to revitalise the Ulverstone Cultural Precinct, including the development of a Science Centre and Planetarium.

Youth Network of Tasmania (YNOT)

Funding of $25 000 is provided in 2019‑20 and 2021‑22, to support the Tasmanian Youth Conference.

Community Services

Neighbourhood Houses Tasmania

Additional ongoing funding of $45 000 per annum is provided to Neighbourhood Houses Tasmania to ensure that the peak body can support the 35 Neighbourhood Houses across Tasmania, including the requirement for ongoing outcomes reporting.

Prevention of Elder Abuse

Funding of $850 000 is provided in 2019-20 to respond to the National Plan on the Protection of Older Persons and to develop and implement strategies that aim to protect ageing Tasmanians from abuse. The Department will develop a new Strategy for Prevention of Elder Abuse, undertake actions arising from the National Plan on Elder Abuse and oversee the Active Ageing Strategy and Action Plan. The funding will be used to develop and implement safeguarding strategies including responding to elder abuse; the ongoing development and implementation of a contemporary community awareness campaign; and to provide training for people working with older people across government to implement a range of strategies aimed at preventing elder abuse.

Disability Services

National Disability Insurance Scheme (NDIS) and Disability Services

Additional funding of $27.5 million is provided over three years, from 2020‑21, for the NDIS; and for disability support services that are outside the scope of the NDIS and, therefore, will remain the responsibility of the Tasmanian Government. These services include children’s therapy, advocacy services and continuity of supports for people with disability who are not eligible for the NDIS.

Based on the agreed full scheme costs and current estimates, the Department will contribute $891.2 million in cash and in-kind contributions to the whole‑of‑government contribution to the NDIS of $1.04 billion over the 2019-20 Budget and Forward Estimates period.

Tasmanian Autism Diagnostic Services

Funding of $1 million is provided in 2019-20 for Tasmanian Autism Diagnostic Services to assist in reducing the waiting time for an autism assessment for children aged 0-18 years.

Housing Services

Tasmania’s Affordable Housing Action Plan 2

The Affordable Housing Action Plan 2019 - 2023 represents Stage Two of Tasmania’s Affordable Housing Strategy, and builds upon the work the Department is doing to increase the supply of houses across the spectrum. In the 2018‑19 Budget, the Tasmanian Government announced investment of $125 million for this Plan, bringing the total investment in Affordable Housing to almost $200 million over eight years.

In recognition of the increased demand for affordable housing, $20 million of funding has been brought forward across 2019‑20 and 2020-21, from 2022‑23, to provide additional supply and assist the current housing market conditions.

The Plan is focussed on addressing the immediate demand for social and affordable housing; and the supply of new homes, delivered through a range of initiatives. The new Action Plan builds on the Action Plan for the period 2015 - 2019, which remains on track for the delivery of 941 new, affordable lots and homes and 1 600 households assisted by the end of June 2019.

Office of the Commissioner for Children

Commissioner for Children and Young People

Funding of $112 000 per annum is provided for an additional resource to support strategic communication and media services for the Commissioner for Children and Young People. This funding is designed to facilitate the capture of the views and opinions of children and young people. It will also encourage, promote and facilitate the expression of those views and opinions and empower children and young people to participate in decision making processes.

Sport and Recreation

Cricket Tasmania

Funding of $960 000 over four years is provided to support women’s cricket in Tasmania. Additional funding of $200 000 in 2019‑20 is also provided to support hosting Big Bash League and Women’s Big Bash League matches in the North and North West of the State.

Elphin Sports Centre

Funding of $400 000 is provided in 2019-20 to replace the roof at the Elphin Sports Centre, a high-use community indoor sports facility in Launceston, to ensure that the Centre can continue to operate and meet workplace health and safety requirements.

Football Tasmania Board

Funding of $195 000 is provided over three years for the Football Tasmania Board. The Board will represent the interests of all footballers and supporters in the State and will comprise representatives from the three regional leagues, the junior leagues, the Tasmanian State League, AFL Tasmania, and umpires associations, as well as the regional associations. The Board will work towards two primary goals: to grow grassroots football statewide; and forge a pathway to a Tasmanian AFL and ALFW team.

Hockey Tasmania

Funding of $400 000 over four years is provided for Hockey Tasmania to assist its participation in the Hockey One national league.

NFSRA (Clarence and Moonah) Urgent Maintenance

Funding of $200 000 is provided in 2019-20 for urgent maintenance to be undertaken at the National Fitness Southern Recreation Association, Clarence and Moonah sports centres.

Pembroke Park

Funding of $2.5 million is provided over two years, from 2020-21, to contribute to the Sorell Pembroke Park Sub Regional Recreation Facility project. This project will upgrade the indoor sports facility including basketball courts, gym, office, amenities, storage, canteen, parking, access and landscaping. This project has also received support totalling $6 million from the Australian Government.

Reclink Australia

Funding of $286 000 is provided over two years to Reclink Australia to implement the Reclink Program in George Town, Risdon Vale, Glenorchy and Brighton. Reclink Australia deliver sport and recreation programs for people experiencing disadvantage in Tasmania.

Sporting Competitions Access Fund

The Sporting Competitions Access Fund provides dedicated funding to support athletes with a disability to access sporting events that enhance their quality of life. Ongoing funding of $50 000 per annum is provided for the National Representatives Fund; with an additional $10 000 in 2019-20 for the Australian Paralympic Committee; and $40 000 in 2022-23 to support the Paralympic Games.

Statewide Strategy for Sport and Recreation Facilities

Funding of $175 000 is provided in 2019-20 to develop a statewide strategy to inform future sport and recreation facility investment decisions. The strategy will aim to increase the opportunity for Tasmanians to engage in physical activity.

Ticket to Play Sports Voucher Program

Additional funding of $1 million has been allocated to the Ticket to Play Sports Voucher Program in 2019‑20, the first sports voucher system for young Tasmanians. Vouchers up to $100 are available to eligible Tasmanians aged five to 17, to contribute towards sporting club memberships as part of this pilot program. This brings the total commitment for the pilot program to $4 million.

Women’s Policy

Tasmanian Women’s Strategy 2018-2021

Funding of $200 000 over four years is provided for scholarships to support women in leadership.

Safe Homes, Safe Families

Safe Homes, Safe Families and Sexual Violence Action Plan

This funding will support the establishment of a single combined family violence and sexual violence action plan. This is based on the Family Violence Service System Review findings, research and practice evidence that recommends the need for an increased focus on sexual violence within family violence. The Plan is scheduled for release prior to 1 July 2019.

An additional $4.7 million is provided over three years for family violence initiatives and $1.9 million is provided over three years for the implementation of sexual violence initiatives.

All new actions are informed and based on the outcomes of the comprehensive Family Violence Service System Review.

 


 

Output Information

Outputs of the Department of Communities Tasmania are provided under the following Output Groups:

·       Output Group 1 ‑ Children Services System Management;

·       Output Group 2 ‑ Children Services;

·       Output Group 3 ‑ Independent Children’s and Young Persons’ Review Service;

·       Output Group 4 ‑ Housing Services System Management;

·       Output Group 5 ‑ Housing Services;

·       Output Group 6 ‑ Disability Services and Community Development; and

·       Output Group 7 ‑ Safe Homes, Safe Families.

Table 2.2 provides an Output Group Expense Summary for the Department.


 

Table 2.2:         Output Group Expense Summary

 

2018-19 

2019-20 

2020-21 

2021-22 

2022-23 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Premier

 

 

 

 

 

 

 

 

 

 

 

Output Group 7 - Safe Homes, Safe Families

 

 

 

 

 

7.1 Safe Homes, Safe Families - Tasmania's Family Violence Action Plan1

7 398 

8 714 

8 941 

9 086 

.... 

 

7 398 

8 714 

8 941 

9 086 

.... 

 

 

 

 

 

 

Minister for Sport and Recreation

 

 

 

 

 

 

 

 

 

 

 

Output Group 6 - Disability Services and Community Development

 

 

 

 

 

6.7 Sport and Recreation2

31 312 

28 115 

18 644 

11 625 

8 030 

 

31 312 

28 115 

18 644 

11 625 

8 030 

 

 

 

 

 

 

Grants and Subsidies

500 

500 

500 

500 

500 

 

 

 

 

 

 

Minister for Human Services

 

 

 

 

 

 

 

 

 

 

 

Output Group 1 - Children Services System Management

 

 

 

 

 

1.1 Children Services System Management3

5 830 

6 762 

6 604 

4 278 

4 349 

 

5 830 

6 762 

6 604 

4 278 

4 349 

Output Group 2 - Children Services

 

 

 

 

 

2.1 Children Services4

122 738 

147 285 

127 011 

128 873 

129 709 

 

122 738 

147 285 

127 011 

128 873 

129 709 

Output Group 3 - Independent Children's and Young Persons' Review Service

 

 

 

 

 

3.1 Office of the Commissioner for Children and Young People

1 208 

1 335 

1 361 

1 425 

1 454 

 

1 208 

1 335 

1 361 

1 425 

1 454 

Output Group 6 - Disability Services and Community Development

 

 

 

 

 

6.1 Community Services5

29 710 

27 052 

29 273 

31 422 

31 357 

 

29 710 

27 052 

29 273 

31 422 

31 357 

 

 

 

 

 

 

Minister for Aboriginal Affairs

 

 

 

 

 

 

 

 

 

 

 

Output Group 6 - Disability Services and Community Development

 

 

 

 

 

6.4 Aboriginal Affairs

1 301 

1 435 

1 146 

1 177 

1 207 

 

1 301 

1 435 

1 146 

1 177 

1 207 

 

 

 

 

 

 

Table 2.2:         Output Group Expense Summary (continued)

 

2018-19 

2019-20 

2020-21 

2021-22 

2022-23 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Minister for Women

 

 

 

 

 

 

 

 

 

 

 

Output Group 6 - Disability Services and Community Development

 

 

 

 

 

6.5 Women's Policy

532 

609 

623 

636 

653 

 

532 

609 

623 

636 

653 

 

 

 

 

 

 

Minister for Housing

 

 

 

 

 

 

 

 

 

 

 

Output Group 4 - Housing Services System Management

 

 

 

 

 

4.1 Housing Services System Management

4 244 

4 156 

4 159 

4 383 

4 434 

 

4 244 

4 156 

4 159 

4 383 

4 434 

Output Group 5 - Housing Services

 

 

 

 

 

5.1 Housing Services

136 314 

135 703 

138 587 

135 294 

136 847 

 

136 314 

135 703 

138 587 

135 294 

136 847 

 

 

 

 

 

 

Capital Investment Program6

7 631 

6 877 

607 

.... 

.... 

 

 

 

 

 

 

Special Capital Investment Funds7

1 053 

1 085 

1 248 

.... 

.... 

 

 

 

 

 

 

Minister for Disability Services and Community Development

 

 

 

 

 

 

 

 

 

 

 

Output Group 6 - Disability Services and Community Development

 

 

 

 

 

6.2 Disability Services8

285 834 

239 738 

238 719 

235 277 

244 269 

6.3 Community Development - Policy Advice and Ongoing Community Development9

17 855 

17 188 

11 605 

10 415 

10 385 

 

303 689 

256 926 

250 324 

245 692 

254 654 

 

 

 

 

 

 

Grants and Subsidies

6 503 

6 793 

6 929 

7 068 

7 209 

 

 

 

 

 

 

Minister for Veterans' Affairs

 

 

 

 

 

 

 

 

 

 

 

Output Group 6 - Disability Services and Community Development

 

 

 

 

 

6.6 Veterans' Affairs10

734 

713 

654 

408 

423 

 

734 

713 

654 

408 

423 

 

 

 

 

 

 

TOTAL

660 697 

634 060 

596 611 

581 867 

580 826 

 

 

 

 

 

 

Notes:

1.    A further $6.5 million has been allocated to Safe Homes, Safe Families - Tasmania’s Family Violence Action Plan over 2019-20 to 2021‑22.

2.    The variation in Sport and Recreation in 2019-20 and over the Forward Estimates period reflects the completion of one-off grants and 2018 election commitments. This is partly offset by additional funding provided in 2019-20 for new key deliverables.

3.    The variation in Children Services System Management primarily reflects a redistribution of overhead allocations across the Department’s outputs.

4.    The increase in Children Services in 2019‑20 primarily reflects additional funding provided for Out of Home Care and Strong Families, Safe Kids.

5.    The decrease in Community Services in 2019-20 reflects the transfer of Family Support Gateway funding from Community Services to Children Services.

6.    The variation in the Capital Investment Program reflects the timing of un‑capitalised expenditure associated with the CIP. Further details are provided in the CIP section of this chapter.

7.    This amount reflects the final payments from the Fund that are being expensed. As at 30 June 2019, remaining funding in the Housing Fund has been transferred to the Department’s Agency Financial Management Account. There has been no change to the project or available funding as a result of this administrative change. Projects to be finalised with these funds are detailed in chapter 6 of The Budget Budget Paper No 1.

8.    The variation in Disability Services primarily reflects Tasmania’s contribution towards the NDIS and changes to Australian Government funding during the NDIS transition and commencement of the NDIS full scheme from 1 July 2019. This includes the expiry of the NPA on Pay Equity for the Social and Community Services Sector, and cessation of funding from the Australian Government under the transition to the NDIS for older people in specialist disability services provided by the State. These decreases are partially offset by additional funding provided in the 2019-20 Budget for the NDIS full scheme and funding for disability services that will remain the responsibility of the Tasmanian Government.

9.    The variation in Community Development - Policy Advice and Ongoing Community Development in 2019-20 and over the Forward Estimates period reflects the completion of one-off grants and 2018 election commitments. This is partially offset by additional funding provided in 2019-20 for new key deliverables, including Multicultural Affairs, Scottsdale - Northbourne Extension and Ulverstone Cultural Precinct.

10.  The decrease in Veterans’ Affairs in 2019-20 and over the Forward Estimates period reflects the completion of a number of 2018 election commitments.


 

Output Group 1:   Children Services System Management

1.1 Children Services System Management

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

Table 2.3:         Performance Information - Output Group 1

Performance Measure

Unit of

Measure

2016-17 Actual

2017-18 Actual

2018-19 Target

2019-20 Target

 

 

 

 

 

 

Planned strategic projects with milestones achieved

%

86

92

100

100

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

%

 

 

78

75

100

100

Planned quality appraisals completed within relevant timeframes

%

 

70

100

100

100

 

 

 

 

 

 

Performance Information Comments

Activities that improve quality of operations and outcomes for children are a focus of the Quality Improvement and Workforce Development Unit. A robust schedule of training and development has been implemented in response to recommendations from serious events investigation reports conducted by the Serious Events Review Team. Mandatory training for staff in various aspects of risk assessment training is in place.

QIWD receive recommendations from the team of Clinical Practice Consultant Educators about complexities in front line practice that are identified for improvement and these are incorporated into learning and development opportunities.


 

Output Group 2:   Children Services

2.1 Children Services

This Output provides services to children, young people and their families through a range of programs within the Child Safety Service, Youth Justice Services and Family Violence Counselling and Support Services. These services contribute to ensuring children, young people and their families are safe, nurtured and well.

Table 2.4:         Performance Information - Output Group 21,2

Performance Measure

Unit of

Measure

2016-17 Actual

2017-18 Actual

2018-19 Target

2019-20 Target

 

 

 

 

 

 

Children Services

 

 

 

 

 

Children in notifications (per 1 000 of population)3,4,5

Rate

54.5

54.3

43.0

43.0

Average daily children in active transition at Response6

Number

83.6

38.0

40.0

20.0

Investigation outcome determined within 28 days5

%

19.8

16.7

40.0

40.0

Children who were the subject of a substantiation during the previous year, who were the subject of a subsequent substantiation within 12 months5

%

 

 

23.8

19.5

15.0

15.0

Average daily children in out of home care7

Number

1 180.7

1 238.3

1 220.0

1 280.0

Children with approved case and care plans5

%

59.5

54.4

75.0

85.0

Foster care households with five or more foster children5

%

6.6

6.1

3.0

3.0

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

%

4.5

4.8

3.5

3.5

 

 

 

 

 

 

Custodial Youth Justice

 

 

 

 

 

Average daily young people in Youth Justice detention7

Number

10.7

11.4

12.2

12.0

Distinct number of young people in Youth Justice detention7

Number

65

58

60

60

 

 

 

 

 

 

Community Youth Justice

 

 

 

 

 

Average daily young people in Community Youth Justice7

Number

198.1

182.4

200

210

Distinct number of young people in Community Youth Justice7

Number

410

399

350

365

Community Service Orders completed before the statutory expiry date

%

 

94.5

83.8

90.0

90.0

 

 

Table 2.4:         Performance Information - Output Group 21,2 (continued)

Performance Measure

Unit of

Measure

2016-17 Actual

2017-18 Actual

2018-19 Target

2019-20 Target

 

 

 

 

 

 

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

%

 

85.3

83.8

90.0

90.0

 

 

 

 

 

 

Notes:

1.    A range of considerations were taken into account, including the effect of Strong Families, Safe Kids, when determining targets for 2018-19 and 2019-20.

2.    New performance measures are being developed for this Output Group in recognition of Strong Families, Safe Kids which represents a new contemporary approach.

3.    Due to changes in the way notifications have been defined in Tasmania, the number of notifications reported for 2016-17 onwards in Budget Papers is not comparable with data for earlier years. Tasmania has moved from a caller to an agency defined approach to counting notifications so that reporting is now more consistent with the majority of jurisdictions. Accordingly, information related to notifications reported nationally may be lower compared to that reported previously and it may differ from the contents of other publications. As a result, the targets have been updated.

4.    The establishment of the Strong Families, Safe Kids Advice and Referral Line in December 2018 has initiated a review of the reporting rules around notifications that will be reflected in next year’s indicators. As further redesign work is finalised this is also likely to be the case with other performance indicators.

5.    The actuals for 2017‑18 are preliminary and may differ from figures published in publications such as the Report on Government Services or Child Protection Australia.

6.    The 2019‑20 target for this measure is lower as the support provided by the Strong Families, Safe Kids Advice and Referral Line results in less children and young people requiring assessment and investigation, which results in less children going through the statutory response function.

7.    The 2018‑19 and 2019‑20 targets are projections rather than targets, reflecting the different processes including trend analysis which was used for some measures to identify relevant values.

Performance Information Comments

Child Safety Service

A key element of Strong Families, Safe Kids was the commencement of the Advice and Referral Line on 3 December 2018. Advice and Referral is focused on early interventions through facilitating appropriate and timely support to ensure the safety and wellbeing of vulnerable children. This means that more families get the support they need to maintain a safe environment for their children and families can stay together. It is anticipated that the long-term benefits of Strong Families, Safe Kids will see a decrease in the number of children in Out of Home Care because more children will be supported to live safely with their families.

The redesign of the other components of the Child Safety Service is underway. This will affect the current functions of response, case management and OOHC. It will enable new benchmarks to be set for workflow and throughput as resources are shaped to fit the Child Safety Service now that the Advice and Referral Line is the front door.

As a result of these changes there will be a range of new indicators to count and measure Tasmania’s emerging contemporary approach to child safety.

Over the past year the Child Safety Service has worked to fill an additional 25 FTE frontline positions provided for in the 2018-19 Budget. There has also been a focus on increasing the pool of foster carers with the establishment of the Foster Care Recruitment, Assessment and Retention Team.


 

With support from the Child Advocate, the Child Safety Service will work to incorporate the child’s voice in planning and decision making through a multi-faceted approach including developing a user-friendly approach that aligns to the Outcomes Framework for Children and Young People in OOHC. Children and Youth Services aspires to all children in OOHC having an up‑to‑date Case and Care Plan, operational barriers have been identified and a specific plan to improve the rate of reviewed case and care plans has been activated.

Youth Justice

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

CYS continues to implement a more therapeutic approach within the Ashley Youth Detention Centre, which will focus on addressing presenting behaviours and encouraging young people to change behaviours through provision of targeted programs and services aligned with risk and need. This will improve safety and wellbeing outcomes for young people in custody, providing therapeutic interventions that will enhance opportunities upon release and thereby reduce the likelihood of a return to custody. There is an improved learning and development framework for staff and a planned capital works program that will support the therapeutic approach. Staff safety will also be improved through the provision of additional skills, training and support to enhance interactions with young people in custody.

Output Group 3:   Independent Children’s and Young Persons’ Review Service

3.1 Office of the Commissioner for Children and Young People

The Commissioner for Children and Young People is an independent statutory office established under the Commissioner for Children and Young People Act 2016. Activities provided in this Output include promoting the rights and wellbeing of children and young people and examining the policies, practices and services provided for children and any law affecting the health, welfare, care, protection and development of children.

Performance Information Comments

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

Output Group 4:   Housing Services System Management

4.1 Housing Services System Management

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

Table 2.5:         Performance Information - Output Group 4

Performance Measure

Unit of

Measure

2016-17 Actual

2017-18 Actual

2018-19 Target

2019-20 Target

 

 

 

 

 

 

Social Housing owned and/or managed by the Community Sector

%

41.5

40.8

 

42.4

 

42.4

 

 

 

 

 

 

Performance Information Comments

Social Housing

Tasmania continues to lead the nation in regard to reform of social housing. Around 4 000 properties (almost 35 per cent of the State’s social housing portfolio) have been transferred for management by the community sector under the Better Housing Futures initiative.

In addition, stock owned by the Director of Housing is used to deliver a range of housing programs that are managed by non-government organisations including additional community housing and supported accommodation. This has contributed to 40.8 per cent of Director owned stock managed by the community sector in June 2018. This varied slightly from 2016‑17 to 2017‑18 due to movement of stock between programs, sales and new constructions.

More new social housing will be constructed over the 2019‑20 Budget and Forward Estimates period to meet the diverse housing needs of Tasmanians. All new social housing properties will be universally designed and suitably diverse for a range of tenants including the elderly, those living with disability, families or singles.

It is anticipated that the proportion of social housing stock managed and owned by non-government organisations will increase in the future as they develop new social housing supply through community housing grant programs. The management of social housing by the community sector results in many positive outcomes including access to Commonwealth Rent Assistance and GST savings which allows for greater investment in maintenance and upgrade of social housing properties. There is also greater flexibility in supporting tenants with special needs, the ability to provide a social mix of tenants and a range of community initiatives.

Output Group 5:   Housing Services

5.1 Housing Services

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


 

Table 2.6:         Performance Information - Output Group 51

Performance Measure

Unit of

Measure

2016-17 Actual

2017-18 Actual

2018-19 Target

2019-20 Target

 

 

 

 

 

 

Public Housing occupancy rate

%

98.5

98.8

98.0

98.0

Applicants housed2

Number

1 047

901

1 000

1 000

New allocations to those in greatest need

%

97.8

98.3

80.0

80.0

Households assisted through Private Rental Assistance

Number

3 057

2 839

3 200

3 200

Applicants on Housing Register3

Number

2 962

3 216

3 400

3 400

Average wait time for people who are housed (year to date)

Weeks

47.3

63.4

41.5

41.5

Average time to house priority applicants (quarterly)

Weeks

48.7

59.6

36.0

36.0

Net recurrent cost per dwelling4

$

9 247

8 783

8 700

8 700

Turnaround time5

Days

32.6

28.4

28.0

28.0

 

 

 

 

 

 

Notes:

1.    New performance measures are being developed for this Output Group to reflect the National Affordable Housing and Homelessness Agreement signed in 2018.

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

3.    Projections have been revised to reflect recent trends in applications. The 2018‑19 and 2019‑20 targets are projections rather than targets.

4.    The 2016-17 actuals were not available from the Report on Government Services at the time of previous reporting and therefore internal data was used for reporting in the 2018‑19 Budget papers. Figures for 2016-17 have now been updated to reflect published data in the Report on Government Services 2019.

5.    This data reflects improved information than was previously available when reporting 2016‑17 actuals in the 2018‑19 Budget, but there will be an ongoing focus on continuous improvement to ensure that data aligns with business processes.

Performance Information Comments

Housing Tasmania

Tasmania has the most integrated housing and homelessness system in Australia. Housing assistance ranges right across the entire housing spectrum, from homelessness services to home ownership assistance, and is aimed to match tailored solutions to a person’s individual needs.

The Tasmanian Government, through Housing Tasmania, manages over 12 000 social housing properties. Around 7 400 of these are public housing and Aboriginal housing. The remaining properties are community housing. This includes around 3 900 homes managed by community housing providers under the Better Housing Futures initiative. Housing Tasmania also assist over 200 households a month with private rental assistance.

The Government recently released Tasmania’s Affordable Housing Action Plan 2019-2023, which is the second stage of the ten year Affordable Housing Strategy. The new Action Plan builds on Action Plan One (2015 - 2019) which remains on track for the delivery of 941 new, affordable lots and homes and 1 600 households assisted by the end of June 2019. To increase access to affordable private rental housing, Housing Tasmania has introduced innovative ways for Tasmanians in need to rent privately through initiatives such as the Private Rental Incentives and Rapid Rehousing programs. From July 2015 to December 2018, 228 households were assisted to access affordable private rentals through these programs.

The new Plan is about meeting the immediate demand for social and affordable housing. The supply of new homes, delivered through a range of initiatives, remains the focus. The new Action Plan will include:

·       more land - supply around 380 new lots for new affordable homes;

·       more social housing - 607 new homes, in areas of high demand;

·       more homeless accommodation - 88 more units for those in crisis;

·       more people in home ownership - 287 low income households helped to buy their own homes;

·       supporting people into private rental - 200 tenancies to assist low income households; and

·       new support for vulnerable people - 418 people or families into supported accommodation.

Output Group 6:   Disability Services and Community Development

6.1 Community Services

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

6.2 Disability Services

The introduction of the National Disability Insurance Scheme changes the role and focus of the Department in relation to its specialist disability services and programs. From 1 July 2019 the provision of specialist disability supports will be the role of the NDIS which is designed to increase choice and control for people with disability by transitioning from block-funded support to a self-managed funding model. The NDIS represents an opportunity for more choice, control, and increased access to better quality services and supports for eligible Tasmanians with disability.

The majority of the existing specialist disability services will cease to be provided or funded directly by the State Government from 1 July 2019.

Under the NDIS, the State Government’s role will be limited to strategic policy, purchasing, regulation, including the continued authorisation of restrictive practices under the Disability Services Act 2011, monitoring data and finance, and collaboration within the disability sector in relation to policies and practices.

6.3 Community Development ‑ Policy Advice and Ongoing Community Development

This Output supports community capacity building through the provision of policy advice to Government and the administration of a diverse range of grants to meet the needs of Tasmanians.

Initiatives delivered through this Output include grants programs and policy development such as Accessible Island: Tasmania’s Disability Framework for Action; the Carers Policy; and Strong, Liveable Communities: Tasmania’s Active Ageing Plan. The Output works closely with, and administers funding to, peak bodies including Council on the Ageing Tasmania, Youth Network of Tasmania, Volunteering Tasmania, Carers Tasmania, Multicultural Council of Tasmania, and the Tasmanian Men’s Shed Association.

The Output is responsible for administering the Companion and Seniors Card programs and development of the new Tasmanian Multicultural Policy and Action Plan 2019-22.

6.4 Aboriginal Affairs

This Output aims to improve social, cultural and economic outcomes for Tasmanian Aboriginal people and promote greater understanding and acceptance of Aboriginal culture. It provides the governance for the implementation of the Government’s Resetting the Relationship with the Tasmanian Aboriginal Community. Key aspects of this work include implementing the Policy on Eligibility for Aboriginal and Torres Strait Islander programs and services; working with the Australian Government and other jurisdictions to refresh the Council of Australian Governments’ Closing the Gap framework including economic development and family safety; and consultation on the Aboriginal and Dual Naming Policy, land return and joint land management.

6.5 Women’s Policy

This Output contributes to the development and implementation of policy that increases social and economic participation of women and girls, and promotes gender equity and opportunities for women’s leadership and participation, financial security, safety, and health and wellbeing. Initiatives delivered through this Output include the Tasmanian Women’s Strategy 2018-2021 and the Women on Boards Strategy 2015‑2020. Executive support is also provided to the Tasmanian Women’s Council.

6.6 Veterans’ Affairs

This Output supports and acknowledges the role of Tasmanian veterans and ex‑serving personnel through policy advice and support for the Minister for Veterans’ Affairs. This Output is responsible for the delivery of the Teddy Sheean Memorial Grant Program and other election commitments; 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) and the continued delivery of the Frank MacDonald Memorial Prize.

6.7 Sport and Recreation

This Output contributes to a number of Tasmanian Government objectives through the delivery of a range of policies, programs and services to encourage all Tasmanians to participate in sport, recreation and physical activity. 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; the delivery of the Sport and Recreation Major and Minor Grants Programs; and facilitating sports infrastructure assessment studies. The Output is also responsible for providing the best possible opportunities for Tasmania’s elite athletes, which saw outstanding success by Tasmanian athletes at the 2018 Gold Coast Commonwealth Games and assistance for their future performance at national championships and the 2020 Olympic Games in Tokyo.


 

Table 2.7:         Performance Information - Output Group 61

Performance Measure

Unit of

Measure

2016-17 Actual

2017-18 Actual

2018-19 Target

2019-20 Target

 

 

 

 

 

 

Community Services

 

 

 

 

 

Organisations scheduled to receive a Quality and Safety Review within the financial year2

%

23.8

23.8

100.0

100.0

 

 

 

 

 

 

Disability Services

 

 

 

 

 

Accommodation support clients3

Number

1 217

1 081

0

na

Community access clients3

Number

1 090

950

0

na

Supported accommodation waiting list3

Number

58

39

0

na

Community access waiting list3

Number

112

61

0

na

Proportion of the NDIS eligible population transitioned to the NDIS full scheme4

%

21.0

41.0

100

na

 

 

 

 

 

 

Community Development: Policy Advice & Ongoing Community Development5

 

 

 

 

 

Percentage of applicants satisfied with public grants program administration

%

97

100

95

95

New Seniors Cards issued

Number

7 379

7 534

7 500

7 500

New Companion Cards issued

Number

290

287

220

230

New Seniors Card program business partners

Number

91

25

45

45

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

Number

7

1

5

3

 

 

 

 

 

 

Aboriginal Affairs

 

 

 

 

 

Actions on schedule against the milestones and timeframes identified in the Aboriginal Reset6

%

na

77

80

80

 

 

 

 

 

 

Women’s Policy

 

 

 

 

 

Representation of women on Government boards and committees

%

40

41

43

50

 

 

 

 

 

 

Sport and Recreation

 

 

 

 

 

Performance of Tasmanian athletes at benchmark international sporting events7

Number

22

24

17

19

 

 

 

 

 

 

Notes:

1.    New performance measures are being developed for this Output Group. New performance measures for Disability Services are being developed due to the full implementation of the NDIS.

2.    Actual data for 2016-17 and 2017-18 relates to both Department of Communities Tasmania and Department of Health funded community sector organisations, reflecting arrangements which existed prior to the establishment of the Department of Communities Tasmania in 2018-19. From 2018-19 onwards, the reported target relates to the Department of Communities Tasmania funded organisations only. The reported 2016-17 actual of 23.8 per cent has been revised from the previously reported figure to reflect this change.

3.    The 2018-19 targets for the number of clients receiving support and on the waiting list is zero due to the transition to the NDIS by 30 June 2019.

4.    The NDIS full scheme Bilateral Agreement between the Tasmanian and Australian Governments specifies the number of clients existing and new who are expected to enter the NDIS in a 12 month period. As a result, the 2018-19 target is based on the estimated intake of clients in the Bilateral Agreement and the total clients expected to be eligible for the NDIS.

5.    Two performance measures have been removed as the measures were based upon an Executive Policy Survey that the Department of Premier and Cabinet previously completed and the data is no longer collected.

6.    The revised targets for Aboriginal Reset actions reflect the changing timeframes associated with the Closing the Gap actions.

7.    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.

Performance Information Comments

Community Services

The Tasmanian Government is committed to working with the community sector to support the delivery of safe and quality services to Tasmanians.

Community sector organisations that receive grant funding from the Tasmanian Government to deliver services are required, through their funding agreements with the Crown, to demonstrate compliance with relevant quality and safety requirements. This includes having effective processes in place to support continuous quality improvement.

In line with current frameworks, quality and safety is monitored as a shared function between:

·       funding agreement managers in relevant program areas in the Department of Communities Tasmania, who address quality and safety at their annual site visit meetings with funded organisations; and

·       the Community Sector Relations Unit quality and safety team, who undertake reviews to support funded community sector organisations to develop and maintain integrated, effective and sustainable quality improvement processes.

The performance measure relating to organisations receiving a quality and safety review once every three years, only refers to the CSRU’s review function. It is important to note that there are other mechanisms in place within relevant program areas across the Department, to monitor the quality and safety of community sector organisations funded by these departments.

Disability Services

Disability services, previously funded by the Tasmanian Government, that are transitioning to the National Disability Insurance Scheme will be subject to the NDIS quality and safeguarding requirements from July 2019.

State Disability Services will continue to deliver continuity of support programs for individuals that were accessing state funded services but are not eligible for the NDIS.

National Disability Insurance Scheme

As Tasmania had already undertaken significant reform of the specialist disability service system, the State submitted a proposal, which was accepted, to be included as a trial site for NDIS from 1 July 2013.

The NDIS provides reasonable and necessary supports, including individualised funding, to eligible people with disability which can be tailored to their individual needs. It is estimated that approximately 10 600 Tasmanians with disability aged up to 65 years will be supported by the NDIS. As at December 2018, a total of 5 528 participants have entered the scheme (inclusive of Early Childhood Early Intervention participants).

Output Group 7:   Safe Homes, Safe Families

7.1 Safe Homes, Safe Families ‑ Tasmania’s Family Violence Action Plan

This Output facilitates the actions being delivered by Government agencies under Tasmania’s Family and Sexual Violence Action Plan that is the coordinated, whole‑of‑government response to family violence and sexual violence in Tasmania.

The Family and Sexual Violence Action Plan initiatives are focussed on changing the attitudes and behaviours that lead to family violence and sexual violence; supporting families and individuals affected by family violence and sexual violence; and strengthening the Government’s legal responses to family violence and sexual violence to hold perpetrators to account for their violent behaviours.

Table 2.8:         Performance Information - Output Group 7

Performance Measure

Unit of

Measure

2016-17 Actual

2017-18 Actual

2018-19 Target

2019-20 Target

 

 

 

 

 

 

Safe Homes, Safe Families1,2

 

 

 

 

 

Actions on schedule against the milestones and timeframes identified in the Safe Homes, Safe Families Implementation Plan3

%

84

97

90

90

 

 

 

 

 

 

Notes:

1.    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.

2.    The performance measure ‘Satisfaction of key clients with delivery of policy services as measured by survey’ has been removed as it is a measure that is based upon an Executive Policy Survey that the Department of Premier and Cabinet previously completed and the data is no longer collected.

3.    The 2016‑17 actual was not available at the time of the 2018‑19 Budget. Figures for 2016‑17 have now been updated to reflect published data.


4.     

Capital Investment Program

Table 2.9 provides financial information for the Department’s Capital Investment Program. More information on the Capital Investment Program is provided in chapter 6 of The Budget, Budget Paper No 1.

Table 2.9:         Capital Investment Program

 

Estimated 

2019-20 

2020-21 

2021-22 

2022-23 

 

Total 

 

Forward 

Forward 

Forward 

 

Cost 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

 

 

 

 

 

 

Minister for Housing

 

 

 

 

 

 

 

 

 

 

 

Housing - New Projects

Ongoing 

27 419 

12 561 

12 561 

12 561 

Non-Works Housing

Ongoing 

8 017 

8 123 

8 260 

8 260 

Tasmania’s Affordable Housing Action Plan 21

125 000 

40 500 

35 000 

25 000 

5 000 

 

 

 

 

 

 

Minister for Human Services

 

 

 

 

 

 

 

 

 

 

 

Ashley Youth Detention Centre Redevelopment

7 025 

3 562 

3 300 

.... 

.... 

 

 

 

 

 

 

Minister for Sport and Recreation

 

 

 

 

 

 

 

 

 

 

 

Indoor Multi-sports Facility - Southern Tasmania

10 000 

1 000 

8 950 

.... 

.... 

 

 

 

 

 

 

Total CIP Allocations

 

80 498 

67 934 

45 821 

25 821 

 

 

 

 

 

 

Note:

1.    A description of this project is included in the Key Deliverables section of this chapter.

Housing ‑ New Projects

Funding of $27.4 million is allocated in 2019-20 for Housing Tasmania’s capital program, including the purchase and construction of public housing that will further support projects and actions in the Affordable Housing Action Plan 2019 - 2023.

Non‑Works Housing

Funding of $8 million is allocated for Non‑Works Housing in 2019-20. This is for the repayment of loans from the Australian Government under the former Commonwealth‑State Housing Agreement.

Ashley Youth Detention Centre Redevelopment

Funding of $7 million over three years was provided in the 2018‑19 Budget for a major redesign and upgrade to the AYDC facility to make it fit‑for‑purpose, and continue to improve the model of care, as part of a modern, integrated statewide therapeutic youth justice model.

Planning has commenced with a review completed of the existing AYDC facilities. A project brief and masterplan document have been finalised which will set the focus for the infrastructure investment development. In addition, an audit has been completed on the existing AYDC building services and site infrastructure to fully inform the redevelopment. This planning phase will ensure that the best outcomes are achieved in the redevelopment of the facility.

Indoor Multi-sports Facility ‑ Southern Tasmania

Funding of $10 million over three years was provided in the 2018‑19 Budget for consultation, planning, design and construction of a new multi-purpose indoor sports facility in Glenorchy. The new complex will provide fit‑for‑purpose, multi-use courts and sports amenities that meet current and future demands of community and elite sports participants. The multi-sports facility will cater for a wide variety of sports to be determined by extensive community consultation, for example basketball, volleyball, netball, squash, table tennis, futsal, badminton, dance, martial arts, roller derby, gymnastics and other community events.

Special Capital Investment Fund Projects

Work will be undertaken over the 2019-20 Budget and Forward Estimates period to complete the Housing Fund program of works. As at 30 June 2019, funding to finalise this program has been transferred from Finance-General to the Department’s new Agency Financial Management Account. There has been no change to funding available to this program as a result of this administrative change. Funding is not reflected in the Capital Investment Program, but is included as part of broader infrastructure investment detailed in chapter 6 of The Budget Budget Paper No 1.


 

Detailed Budget Statements

Table 2.10:       Statement of Comprehensive Income

 

2018-19 

2019-20 

2020-21 

2021-22 

2022-23 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Revenue and other income from transactions

 

 

 

 

 

Appropriation revenue - operating1

521 458 

521 130 

485 973 

468 500 

467 646 

Appropriation revenue - capital2

47 000 

45 062 

47 250 

25 000 

5 000 

Revenue from Special Capital Investment Funds

1 053 

.... 

.... 

.... 

.... 

Grants3

22 852 

2 447 

2 641 

2 651 

2 550 

Sales of goods and services4

53 709 

51 241 

51 896 

55 684 

55 368 

Interest

Other revenue4

24 826 

26 878 

27 011 

24 652 

24 489 

Total revenue and other income from transactions

670 906 

646 766 

614 779 

576 495 

555 061 

 

 

 

 

 

 

Expenses from transactions

 

 

 

 

 

Employee benefits5

87 208 

82 204 

79 285 

79 271 

80 026 

Depreciation and amortisation

24 184 

22 332 

23 181 

23 926 

24 411 

Supplies and consumables6

122 521 

142 112 

123 163 

126 503 

125 907 

Grants and subsidies7

410 099 

369 890 

353 774 

335 099 

333 703 

Borrowing costs

7 383 

7 054 

6 700 

6 339 

5 972 

Other expenses

2 299 

3 175 

3 079 

3 161 

3 098 

Total expenses from transactions

653 694 

626 767 

589 182 

574 299 

573 117 

 

 

 

 

 

 

Net result from transactions (net operating balance)

17 212 

19 999 

25 597 

2 196 

(18 056)

 

 

 

 

 

 

Other economic flows included in net result

 

 

 

 

 

Net gain/(loss) on non-financial assets

11 447 

11 449 

11 449 

11 586 

11 584 

Other gains/(losses) from other economic flows

1 140 

3 591 

3 591 

3 591 

3 591 

Total other economic flows included in net result

12 587 

15 040 

15 040 

15 177 

15 175 

 

 

 

 

 

 

Net result

29 799 

35 039 

40 637 

17 373 

(2 881)

 

 

 

 

 

 

Other economic flows - other non-owner changes in equity

 

 

 

 

 

Changes in physical asset revaluation reserve

31 946 

33 587 

34 847 

36 179 

37 157 

Other movements taken directly to equity8

(3 175)

.... 

.... 

.... 

.... 

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

28 771 

33 587 

34 847 

36 179 

37 157 

 

 

 

 

 

 

Comprehensive result

58 570 

68 626 

75 484 

53 552 

34 276 

 

 

 

 

 

 

Notes:

1.    The decrease in Appropriation revenue - operating over the Forward Estimates primarily reflects the completion of 2018 election commitments and fixed term funding provided in the 2019-20 Budget.

2.    The decrease in the Appropriation revenue - capital primarily reflects the anticipated expenditure profile of Tasmania’s Affordable Housing Action Plan 2 over the Forward Estimates.

3.    The decrease in Grants in 2019-20 primarily reflects the cessation of Australian Government National Partnership Agreement funding in relation to Pay Equity for the Social and Community Services Sector, and Disability Cross Billing.

4.    The increase in Sales of goods and services and decrease in Other revenue in 2021-22 primarily reflects a reclassification of revenue from Other revenue to Sales of goods and services.

5.    The decrease in Employee benefits in 2019-20 primarily reflects the reclassification of expenses from Employee benefits to Grants. The decrease over the Forward Estimates primarily reflects the completion of 2018 election commitments and fixed term funding.

6.    The increase in Supplies and consumables in 2019-20 primarily reflects the additional funding for Out of Home Care.

7.    The decrease in Grants and subsidies in 2019‑20 primarily reflects the impact of: the Department transitioning services to the National Disability Insurance Scheme; the cessation of the grants programs in the Affordable Housing Strategy 2015-2019; and the cessation of funding for 2018 election commitments including the Regional and Community election commitments, Levelling the Playing Field and the Hobart Aquatic Centre - Hydrotherapy Pool.

8.    The 2018-19 estimate has been updated to reflect minor changes resulting from the agency restructure implemented on 1 July 2018. There is no net impact across the three agencies involved (Department of Communities Tasmania, Department of Health and Department of Premier and Cabinet).

 

Table 2.11:       Statement of Comprehensive Income - Administered

 

2018-19 

2019-20 

2020-21 

2021-22 

2022-23 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Revenue and other income from transactions

 

 

 

 

 

Appropriation revenue - operating

7 003 

7 293 

7 429 

7 568 

7 709 

Total revenue and other income from transactions

7 003 

7 293 

7 429 

7 568 

7 709 

 

 

 

 

 

 

Expenses from transactions

 

 

 

 

 

Grants and subsidies

7 003 

7 293 

7 429 

7 568 

7 709 

Total expenses from transactions

7 003 

7 293 

7 429 

7 568 

7 709 

 

 

 

 

 

 

Net result from transactions (net operating balance)

.... 

.... 

.... 

.... 

.... 

 

 

 

 

 

 

Net result

.... 

.... 

.... 

.... 

.... 

 

 

 

 

 

 

Comprehensive result

.... 

.... 

.... 

.... 

.... 

 

 

 

 

 

 


 

Table 2.12:       Revenue from Appropriation by Output

 

2018-19 

2019-20 

2020-21 

2021-22 

2022-23 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Premier

 

 

 

 

 

 

 

 

 

 

 

Output Group 7 - Safe Homes, Safe Families

 

 

 

 

 

7.1 Safe Homes, Safe Families - Tasmania's Family Violence Action Plan1

7 398 

8 655 

8 870 

9 015 

.... 

 

7 398 

8 655 

8 870 

9 015 

.... 

 

 

 

 

 

 

Operating Services Expenditure

7 398 

8 655 

8 870 

9 015 

.... 

 

7 398 

8 655 

8 870 

9 015 

.... 

 

 

 

 

 

 

Minister for Sport and Recreation

 

 

 

 

 

 

 

 

 

 

 

Output Group 6 - Disability Services and Community Development

 

 

 

 

 

6.7 Sport and Recreation2

26 954 

24 933 

15 175 

8 042 

5 006 

 

26 954 

24 933 

15 175 

8 042 

5 006 

 

 

 

 

 

 

Grants and Subsidies

500 

500 

500 

500 

500 

 

 

 

 

 

 

Capital Investment Program

1 000 

1 000 

8 950 

.... 

.... 

 

 

 

 

 

 

Operating Services Expenditure

27 454 

25 433 

15 675 

8 542 

5 506 

Capital Services Expenditure

1 000 

1 000 

8 950 

.... 

.... 

 

28 454 

26 433 

24 625 

8 542 

5 506 

 

 

 

 

 

 

Minister for Human Services

 

 

 

 

 

 

 

 

 

 

 

Output Group 1 - Children Services System Management

 

 

 

 

 

1.1 Children Services System Management3

6 060 

6 799 

6 827 

4 318 

4 385 

 

6 060 

6 799 

6 827 

4 318 

4 385 

Output Group 2 - Children Services

 

 

 

 

 

2.1 Children Services4

116 169 

141 632 

119 903 

121 259 

122 277 

 

116 169 

141 632 

119 903 

121 259 

122 277 

Output Group 3 - Independent Children's and Young Persons' Review Service

 

 

 

 

 

3.1 Office of the Commissioner for Children and Young People

1 180 

1 333 

1 320 

1 379 

1 408 

 

1 180 

1 333 

1 320 

1 379 

1 408 

Table 2.12:       Revenue from Appropriation by Output (continued)

 

2018-19 

2019-20 

2020-21 

2021-22 

2022-23 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Output Group 6 - Disability Services and Community Development

 

 

 

 

 

6.1 Community Services

24 272 

24 535 

26 337 

26 902 

26 889 

 

24 272 

24 535 

26 337 

26 902 

26 889 

 

 

 

 

 

 

Capital Investment Program

1 000 

3 562 

3 300 

.... 

.... 

 

 

 

 

 

 

Operating Services Expenditure

147 681 

174 299 

154 387 

153 858 

154 959 

Capital Services Expenditure

1 000 

3 562 

3 300 

.... 

.... 

 

148 681 

177 861 

157 687 

153 858 

154 959 

 

 

 

 

 

 

Minister for Aboriginal Affairs

 

 

 

 

 

 

 

 

 

 

 

Output Group 6 - Disability Services and Community Development

 

 

 

 

 

6.4 Aboriginal Affairs

1 302 

1 448 

1 136 

1 167 

1 197 

 

1 302 

1 448 

1 136 

1 167 

1 197 

 

 

 

 

 

 

Operating Services Expenditure

1 302 

1 448 

1 136 

1 167 

1 197 

 

1 302 

1 448 

1 136 

1 167 

1 197 

 

 

 

 

 

 

Minister for Women

 

 

 

 

 

 

 

 

 

 

 

Output Group 6 - Disability Services and Community Development

 

 

 

 

 

6.5 Women's Policy

532 

607 

620 

633 

650 

 

532 

607 

620 

633 

650 

 

 

 

 

 

 

Operating Services Expenditure

532 

607 

620 

633 

650 

 

532 

607 

620 

633 

650 

 

 

 

 

 

 

 


 

Table 2.12:       Revenue from Appropriation by Output (continued)

 

2018-19 

2019-20 

2020-21 

2021-22 

2022-23 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Minister for Housing

 

 

 

 

 

 

 

 

 

 

 

Output Group 4 - Housing Services System Management

 

 

 

 

 

4.1 Housing Services System Management

2 011 

1 864 

1 753 

1 905 

1 956 

 

2 011 

1 864 

1 753 

1 905 

1 956 

Output Group 5 - Housing Services

 

 

 

 

 

5.1 Housing Services5

51 562 

54 384 

55 780 

50 901 

51 893 

 

51 562 

54 384 

55 780 

50 901 

51 893 

 

 

 

 

 

 

Capital Investment Program

45 000 

40 500 

35 000 

25 000 

5 000 

 

 

 

 

 

 

Operating Services Expenditure

53 573 

56 248 

57 533 

52 806 

53 849 

Capital Services Expenditure

45 000 

40 500 

35 000 

25 000 

5 000 

 

98 573 

96 748 

92 533 

77 806 

58 849 

 

 

 

 

 

 

Minister for Disability Services and Community Development

 

 

 

 

 

 

 

 

 

 

 

Output Group 6 - Disability Services and Community Development

 

 

 

 

 

6.2 Disability Services6

266 055 

237 049 

236 076 

232 239 

241 260 

6.3 Community Development - Policy Advice and Ongoing Community Development7

17 229 

17 180 

11 525 

10 335 

10 305 

 

283 284 

254 229 

247 601 

242 574 

251 565 

 

 

 

 

 

 

Operating Services Expenditure

283 284 

254 229 

247 601 

242 574 

251 565 

 

283 284 

254 229 

247 601 

242 574 

251 565 

 

 

 

 

 

 

Minister for Veterans' Affairs

 

 

 

 

 

 

 

 

 

 

 

Output Group 6 - Disability Services and Community Development

 

 

 

 

 

6.6 Veterans' Affairs8

734 

711 

651 

405 

420 

 

734 

711 

651 

405 

420 

 

 

 

 

 

 

Operating Services Expenditure

734 

711 

651 

405 

420 

 

734 

711 

651 

405 

420 

 


 

Table 2.12:       Revenue from Appropriation by Output (continued)

 

2018-19 

2019-20 

2020-21 

2021-22 

2022-23 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Department of Communities Tasmania

 

 

 

 

 

Total Operating Services Expenditure

521 958 

521 630 

486 473 

469 000 

468 146 

Total Capital Services Expenditure

47 000 

45 062 

47 250 

25 000 

5 000 

 

568 958 

566 692 

533 723 

494 000 

473 146 

 

 

 

 

 

 

Reserved by Law

 

 

 

 

 

Tasmanian Community Fund (Tasmanian Community Fund Act 2005)

6 503 

6 793 

6 929 

7 068 

7 209 

 

6 503 

6 793 

6 929 

7 068 

7 209 

 

 

 

 

 

 

Total Revenue from Appropriation

575 461 

573 485 

540 652 

501 068 

480 355 

 

 

 

 

 

 

Controlled Revenue from Appropriation

568 458 

566 192 

533 223 

493 500 

472 646 

Administered Revenue from Appropriation

7 003 

7 293 

7 429 

7 568 

7 709 

 

575 461 

573 485 

540 652 

501 068 

480 355 

 

 

 

 

 

 

Notes:

1.    In the 2019-20 Budget a further $6.5 million has been allocated to Safe Homes, Safe Families - Tasmania’s Family Violence Action Plan over 2019-20 to 2021‑22.

2.    The variation in Sport and Recreation in 2019-20 and over the Forward Estimates period reflects the completion of one-off grants and 2018 election commitments. This is partly offset by additional funding provided in 2019-20 for new key deliverables.

3.    The variation in Children Services System Management primarily reflects a redistribution of overhead allocations across the Department’s outputs.

4.    The increase in Children Services primarily reflects additional funding provided for Out of Home Care and Strong Families, Safe Kids.

5.    The variation in Housing Services reflects changes in funding under the National Housing and Homelessness Agreement, as well as changes to applied overheads.

6.    The variation in Disability Services primarily reflects Tasmania’s contribution towards the NDIS and changes to Australian Government funding during the NDIS transition and commencement of the NDIS full scheme from 1 July 2019. This includes the cessation of funding from the Australian Government under the transition to the NDIS for older people in specialist disability services provided by the State. These decreases are partially offset by additional funding provided in the 2019-20 Budget for the NDIS full scheme and funding for disability services that will remain the responsibility of the Tasmanian Government.

7.    The variation in Community Development - Policy Advice and Ongoing Community Development in 2019-20 and over the Forward Estimates period reflects the completion of one-off grants and 2018 election commitments. This is partially offset by additional funding provided in 2019-20 for new key deliverables, including Multicultural Affairs, Scottsdale - Northbourne Extension and Ulverstone Cultural Precinct.

8.    The decrease in Veterans’ Affairs in 2019-20 and over the Forward Estimates period reflects the completion of a number of 2018 election commitments.


 

Table 2.13:       Administered Revenue

 

2018-19 

2019-20 

2020-21 

2021-22 

2022-23 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Revenue from Appropriation

 

 

 

 

 

Annual Appropriation

500 

500 

500 

500 

500 

Reserved by Law

6 503 

6 793 

6 929 

7 068 

7 209 

 

7 003 

7 293 

7 429 

7 568 

7 709 

 

 

 

 

 

 

Total Administered Revenue

7 003 

7 293 

7 429 

7 568 

7 709 

 

 

 

 

 

 

 

Table 2.14:       Administered Expenses

 

2018-19 

2019-20 

2020-21 

2021-22 

2022-23 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Grants and Subsidies

 

 

 

 

 

Tasmanian Community Fund

6 503 

6 793 

6 929 

7 068 

7 209 

Tasmanian Icon Program - State Cricket Team

500 

500 

500 

500 

500 

 

7 003 

7 293 

7 429 

7 568 

7 709 

 

 

 

 

 

 

Total Administered Expenses

7 003 

7 293 

7 429 

7 568 

7 709 

 

 

 

 

 

 


 

Table 2.15:       Statement of Financial Position as at 30 June

 

2019 

2020 

2021 

2022 

2023 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Assets

 

 

 

 

 

Financial assets

 

 

 

 

 

Cash and deposits1

22 831 

34 929 

30 727 

25 838 

21 095 

Investments

.... 

558 

276 

276 

276 

Receivables

4 255 

5 745 

5 472 

5 219 

4 966 

Equity investments

26 936 

28 593 

34 073 

39 553 

45 033 

Other financial assets2

4 633 

809 

815 

815 

815 

 

58 655 

70 634 

71 363 

71 701 

72 185 

 

 

 

 

 

 

Non-financial assets

 

 

 

 

 

Assets held for sale

1 523 

2 033 

2 033 

2 033 

2 033 

Property, plant and equipment2

1 732 327 

1 685 524 

1 752 779 

1 798 937 

1 825 647 

Infrastructure3

845 

.... 

.... 

.... 

.... 

Heritage and cultural assets

55 

53 

53 

53 

53 

Intangibles

2 244 

2 300 

1 903 

1 506 

1 132 

Other assets

3 720 

961 

973 

1 076 

1 179 

 

1 740 714 

1 690 871 

1 757 741 

1 803 605 

1 830 044 

 

 

 

 

 

 

Total assets

1 799 369 

1 761 505 

1 829 104 

1 875 306 

1 902 229 

 

 

 

 

 

 

Liabilities

 

 

 

 

 

Payables

11 897 

9 622 

9 589 

9 925 

10 261 

Interest bearing liabilities

142 131 

150 418 

142 312 

134 069 

125 826 

Provisions

62 

108 

108 

108 

108 

Employee benefits2

21 617 

17 065 

17 281 

17 491 

17 698 

Superannuation2

12 840 

7 088 

7 103 

7 425 

7 747 

Other liabilities

4 535 

3 615 

3 638 

3 663 

3 688 

Total liabilities

193 083 

187 916 

180 031 

172 681 

165 328 

 

 

 

 

 

 

Net assets (liabilities)

1 606 286 

1 573 589 

1 649 073 

1 702 625 

1 736 901 

 

 

 

 

 

 

Equity

 

 

 

 

 

Reserves4

1 717 278 

333 179 

368 026 

404 205 

441 362 

Accumulated funds1,4

(117 086)

1 240 410 

1 281 047 

1 298 420 

1 295 539 

Other Equity2

6 094 

.... 

.... 

.... 

.... 

Total equity

1 606 286 

1 573 589 

1 649 073 

1 702 625 

1 736 901 

 

 

 

 

 

 


 

Notes:

1.    The 30 June 2019 estimate has been updated to reflect changes resulting from the agency restructure implemented on 1 July 2018. There is no net impact across the three agencies involved (Department of Communities Tasmania, Department of Health and Department of Premier and Cabinet).

2.    The variation in 2020 for Other financial assets, Property, plant and equipment, Employee benefits, Superannuation and Other equity reflects more accurate estimates based on the 30 June 2018 actuals.

3.    The variation in Infrastructure reflects a reclassification of infrastructure to Property, plant and equipment.

4.    The variation between Reserves and Accumulated funds in 2020 reflects a reclassification of Reserves to Accumulated funds due to a correction for the accounting treatment of Reserves, which was created with the commencement of Communities Tasmania.


 

Table 2.16:       Statement of Cash Flows

 

2018-19 

2019-20 

2020-21 

2021-22 

2022-23 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Cash flows from operating activities

 

 

 

 

 

Cash inflows

 

 

 

 

 

Appropriation receipts - operating1

521 458 

521 130 

485 973 

468 500 

467 646 

Appropriation receipts - capital2

47 000 

45 062 

47 250 

25 000 

5 000 

Receipts from Special Capital Investment Funds

1 053 

.... 

.... 

.... 

.... 

Grants3

22 852 

2 447 

2 641 

2 651 

2 550 

Sales of goods and services4

53 709 

51 208 

51 856 

55 496 

55 180 

GST receipts

49 403 

36 111 

31 597 

31 597 

31 597 

Interest received

Other cash receipts4

24 826 

26 878 

27 011 

24 652 

24 489 

Total cash inflows

720 309 

682 844 

646 336 

607 904 

586 470 

 

 

 

 

 

 

Cash outflows

 

 

 

 

 

Employee benefits5

(76 460)

(74 475)

(69 313)

(68 765)

(69 459)

Superannuation

(10 857)

(10 481)

(9 757)

(9 703)

(9 767)

Borrowing costs

(7 383)

(7 054)

(6 700)

(6 339)

(5 972)

GST payments

(49 610)

(34 883)

(31 298)

(31 298)

(31 298)

Grants and subsidies6

(410 099)

(369 890)

(353 774)

(335 099)

(333 703)

Supplies and consumables7

(122 515)

(142 075)

(123 190)

(126 347)

(125 751)

Other cash payments

(2 296)

(3 171)

(3 079)

(3 173)

(3 110)

Total cash outflows

(679 220)

(642 029)

(597 111)

(580 724)

(579 060)

 

 

 

 

 

 

Net cash from (used by) operating activities

41 089 

40 815 

49 225 

27 180 

7 410 

 

 

 

 

 

 

Cash flows from investing activities

 

 

 

 

 

Payments for acquisition of non-financial assets8

(45 881)

(61 320)

(54 940)

(33 296)

(13 374)

Proceeds from the disposal of non-financial assets

11 447 

11 449 

11 449 

11 586 

11 584 

Equity injections and cash flows from restructuring

(4 000)

(5 480)

(5 480)

(5 480)

(5 480)

Net advances paid

300 

300 

282 

.... 

.... 

Net receipts/(payments) for investments

1 140 

3 591 

3 591 

3 591 

3 591 

Net cash from (used by) investing activities

(36 994)

(51 460)

(45 098)

(23 599)

(3 679)

 

 

 

 

 

 

Cash flows from financing activities

 

 

 

 

 

Net borrowings

(7 915)

(8 219)

(8 329)

(8 470)

(8 474)

Net cash from (used by) financing activities

(7 915)

(8 219)

(8 329)

(8 470)

(8 474)

 

 


 

Table 2.16:       Statement of Cash Flows (continued)

 

2018-19 

2019-20 

2020-21 

2021-22 

2022-23 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Net increase (decrease) in cash and cash equivalents held

(3 820)

(18 864)

(4 202)

(4 889)

(4 743)

 

 

 

 

 

 

Cash and deposits at the beginning of the reporting period

26 651 

53 793 

34 929 

30 727 

25 838 

Cash and deposits at the end of the reporting period

22 831 

34 929 

30 727 

25 838 

21 095 

 

 

 

 

 

 

Notes:

1.    The decrease in Appropriation receipts - operating over the Forward Estimates primarily reflects the completion of 2018 election commitments and fixed term funding provided in the 2019-20 Budget.

2.    The decrease in the Appropriation receipts - capital primarily reflects the anticipated expenditure profile of the Affordable Housing Action Plan 2 over the Forward Estimates.

3.    The decrease in Grants in 2019-20 primarily reflects the cessation of Australian Government National Partnership Agreement funding in relation to Pay Equity for the Social and Community Services Sector, and Disability Cross Billing.

4.    The increase in Sales of goods and services and decrease in Other cash receipts in 2021-22 primarily reflects a reclassification of revenue from Other cash receipts to Sales of goods and services.

5.    The decrease in Employee benefits primarily reflects the reclassification of expenses from Employee benefits to Grants. The decrease over the Forward Estimates primarily reflects the completion of 2018 election commitments and fixed term funding.

6.    The decrease in Grants and subsidies in 2019‑20 primarily reflects the impact of: the Department transitioning services to the National Disability Insurance Scheme; the cessation of the grants programs in the Affordable Housing Strategy 2015 - 2019; and the cessation of funding for 2018 election commitments including the Regional and Community election commitments, Levelling the Playing Field and the Hobart Aquatic Centre - Hydrotherapy Pool.

7.    The increase in Supplies and consumables in 2019-20 primarily reflects the additional funding for Out of Home Care.

8.    The 2018-19 estimate has been updated to reflect minor changes resulting from the agency restructure implemented on 1 July 2018. There is no net impact across the three agencies involved (Department of Communities Tasmania, Department of Health and Department of Premier and Cabinet).


 

Table 2.17:       Statement of Cash Flows - Administered

 

2018-19 

2019-20 

2020-21 

2021-22 

2022-23 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Cash flows from operating activities

 

 

 

 

 

Cash inflows

 

 

 

 

 

Appropriation receipts - operating

7 003 

7 293 

7 429 

7 568 

7 709 

Total cash inflows

7 003 

7 293 

7 429 

7 568 

7 709 

 

 

 

 

 

 

Cash outflows

 

 

 

 

 

Grants and subsidies

(7 003)

(7 293)

(7 429)

(7 568)

(7 709)

Total cash outflows

(7 003)

(7 293)

(7 429)

(7 568)

(7 709)

 

 

 

 

 

 

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

.... 

.... 

.... 

.... 

....