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

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	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 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	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)

 

 

 

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 ....  ....  ....  ....  ....