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 Departments 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.
Table 2.1 provides a summary of the Budget and Forward Estimates allocations for key deliverables within the Department.
|
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 |
|
|
|
|
Tasmanias 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 |
|
|
|
|
|
|
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 |
. |
. |
. |
|
|
|
|
|
Womens Policy |
|
|
|
|
Tasmanian Womens 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 Departments Budget.
4. This represents additional funding to fully fund the program in 2019-20.
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 Leaders Awards; and support for Reset initiatives.
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 Governments 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 Coroners Office, Auditor-General, Commissioner for Children and Young People, and the Custodial Inspector, will be undertaken as a result of the additional funding provided.
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.
Funding of $595 000 is provided in 2019-20 to fund a range of multicultural initiatives.
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.
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.
Funding of $25 000 is provided in 2019‑20 and 2021‑22, to support the Tasmanian Youth Conference.
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.
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.
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 childrens 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.
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.
The Affordable Housing Action Plan 2019 - 2023 represents Stage Two of Tasmanias 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.
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.
Funding of $960 000 over four years is provided to support womens cricket in Tasmania. Additional funding of $200 000 in 2019‑20 is also provided to support hosting Big Bash League and Womens Big Bash League matches in the North and North West of the State.
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.
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.
Funding of $400 000 over four years is provided for Hockey Tasmania to assist its participation in the Hockey One national league.
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.
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.
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.
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.
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.
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.
Funding of $200 000 over four years is provided for scholarships to support women in leadership.
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.
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 Childrens 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.
|
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 |
|
|
|
|
|
|
|
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 - Tasmanias 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 Departments 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 Departments 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 Tasmanias 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.
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.
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 |
|
|
|
|
|
|
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.
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.
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 |
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 years 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.
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 Tasmanias 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 childs 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.
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.
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.
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 Peoples activities are available in the Commissioners Annual Reports, which can be accessed from its website at www.childcomm.tas.gov.au.
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.
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 |
|
|
|
|
|
|
Tasmania continues to lead the nation in regard to reform of social housing. Around 4 000 properties (almost 35 per cent of the States 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.
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.
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.
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 persons 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 Tasmanias 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.
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.
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 Governments 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.
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: Tasmanias Disability Framework for Action; the Carers Policy; and Strong, Liveable Communities: Tasmanias 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 Mens 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.
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 Governments 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.
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 womens leadership and participation, financial security, safety, and health and wellbeing. Initiatives delivered through this Output include the Tasmanian Womens Strategy 2018-2021 and the Women on Boards Strategy 2015‑2020. Executive support is also provided to the Tasmanian Womens Council.
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.
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 Tasmanias 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.
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 |
|
|
|
|
|
|
Womens 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.
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 CSRUs 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, 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.
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).
This Output facilitates the actions being delivered by Government agencies under Tasmanias 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 Governments legal responses to family violence and sexual violence to hold perpetrators to account for their violent behaviours.
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.
Table 2.9 provides financial information for the Departments Capital Investment Program. More information on the Capital Investment Program is provided in chapter 6 of The Budget, Budget Paper No 1.
|
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 |
Tasmanias 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.
Funding of $27.4 million is allocated in 2019-20 for Housing Tasmanias 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.
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.
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.
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.
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 Departments 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.
|
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 |
8 |
8 |
8 |
8 |
8 |
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 Tasmanias 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).
|
||||||||||||||||||||||||||||||
|
||||||||||||||||||||||||||||||
|
||||||||||||||||||||||||||||||
|
||||||||||||||||||||||||||||||
|
||||||||||||||||||||||||||||||
|
|
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 |
|
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 |
|
|
|
|
|
|
|
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 |
|
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 - Tasmanias 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 Departments 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 Tasmanias 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.
|
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 |
|
|
|
|
|
|
|
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 |
|
|
|
|
|
|
|
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.
|
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 |
8 |
8 |
8 |
8 |
8 |
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) |
|
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).
|
||||||||||||||||||||||||||||||
|
||||||||||||||||||||||||||||||
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