The Department of Premier and Cabinet is a central agency of the Tasmanian Government. The Department is responsible to the Premier, Hon Will Hodgman MP; the Minister for Local Government, Hon Peter Gutwein MP; the Minister for Environment, Hon Elise Archer MP; and the Minister for Science and Technology, Hon Michael Ferguson MP. The Premier is also the Minister administering the State Service Act 2000.
The Department provides a broad range of services to Cabinet, other Members of Parliament, Government agencies and the community. The Department works closely with the public sector, the community, local government, the Australian Government and other state and territory governments.
The Department also provides administrative support to the Office of the Governor.
This chapter provides the Department’s financial information for 2019-20 and over the Forward Estimates period (2020-21 to 2022-23). Further information on the Department is provided at www.dpac.tas.gov.au.
Table 9.1 provides a summary of the Budget and Forward Estimates allocations for the Department’s key deliverables.
|
|
2019-20
Budget |
2020-21 Forward Estimate |
2021-22 Forward Estimate |
2022-23 Forward Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
Bushfire Recovery |
1 560 |
.... |
.... |
.... |
|
Climate Action 21: Tasmania’s Climate Change Action Plan 2017-2021 |
750 |
750 |
.... |
.... |
|
Community Participation and Appeals Fund |
200 |
200 |
200 |
200 |
|
Flood Mapping Project |
650 |
850 |
.... |
.... |
|
Local Government Legislation Review |
450 |
.... |
.... |
.... |
|
Resourcing the Function of Security and Emergency Management |
492 |
502 |
511 |
521 |
|
Southern Tasmania - Community Recovery Fund |
1 178 |
.... |
.... |
.... |
|
Strategic Growth initiative |
1 500 |
1 500 |
1 500 |
1 500 |
|
TasALERT Emergency Information Service |
231 |
235 |
240 |
245 |
|
Tasmanian Government Exhibit at Agricultural Events |
315 |
321 |
328 |
334 |
|
|
|
|
|
|
Funding of $1.6 million will be provided for Bushfire Recovery in 2019-20. This will be distributed across multiple agencies to cover a range of initiatives to support the ongoing recovery of communities impacted by the bushfires in January and February 2019. This is jointly funded by the State and Australian Governments under the Disaster Recovery Funding Arrangements.
The Department will continue to deliver the Government’s $3 million commitment towards Climate Action 21: Tasmania’s Climate Change Action Plan 2017-2021, which focuses on implementing a number of new initiatives to respond to a changing climate and reduce greenhouse gas emissions. Actions are focused on: climate change research; improving energy efficiency; reducing transport emissions; and supporting business, local government and communities to take action. Funding of $750 000 per annum was provided in 2017-18 and 2018-19. The remaining $1.5 million is allocated over 2019‑20 and 2020‑21.
Funding of $200 000 per annum will be provided from 2019-20 to 2022-23 for the Community Participation and Appeals Fund. The aim of the Fund is to build social cohesion and participation by supporting significant community and cultural events and to facilitate the Government's contribution to raising funds for significant community appeals.
The Department will continue working with the State Emergency Service to deliver the Flood Mapping Project, with funding of $650 000 provided in 2019-20 and $850 000 in 2020-21. The Project is jointly funded by the State and Australian Governments under the Natural Disaster Relief and Recovery Arrangements. It is a three year project, which commenced in September 2018 to gather high resolution terrain imagery, develop a statewide flood hazard map, and partner with local government to undertake detailed community flood studies.
The Government has committed to reviewing and developing a modern, best-practice legislative framework for local government. The Review is broad and will deliver a contemporary framework that supports greater innovation, flexibility and productivity; improves efficiency and effectiveness of council services; enhances accountability and transparency and minimises red tape, wherever possible.
The Local Government Review commenced in 2018‑19 with funding of $400 000. Funding of $450 000 has been allocated in 2019-20 to finalise the Review. This funding supports communication and engagement initiatives with the community, stakeholders and the local government sector to ensure broad input into the Review, as well as the necessary project resources to have new local government legislation introduced into Parliament in 2020.
Funding of $2 million over four years has been allocated to support the ongoing delivery of policy and services by the Office of Security and Emergency Management. This enables the continuation of functions that the Department has taken on in recent years, including management of whole-of-government staffing interoperability, responsibility for state-level coordination of recovery from emergencies, state-level administration of the national Disaster Recovery Funding Arrangements that have replaced the previous Natural Disaster Relief and Recovery Arrangements, and acknowledges growth in national activity in security and emergency management policy.
Funding of $1.2 million will be provided in 2019-20 for the Southern Tasmania - Community Recovery Fund. The Department will continue to deliver initiatives under the Community Recovery Fund in response to the extreme weather event southern Tasmania experienced in May 2018. The Community Recovery Fund was jointly funded by the State and Australian Government, in 2018-19, under the Natural Disaster Relief and Recovery Arrangements.
Funding of $1.5 million per annum, for four years, has been provided to develop and implement key Government priorities under a Strategic Growth framework to assist in delivering improved social and economic outcomes across the State. This includes job mapping projections and planning for continued economic growth in regional communities and key areas, with a particular focus on young people and the long-term unemployed, so that all Tasmanians can share in the benefits of a strong economy.
Additional operational funding of $951 000 over the 2019-20 Budget and Forward Estimates period recognises the increased costs to deliver a robust TasALERT service and emergency management communications projects across government. TasALERT is publicly recognised as a key channel in Tasmania’s emergency management information service. It provides whole-of-government information that is essential to Tasmanians across all hazards such as: bushfires; floods and severe weather; terrorism; and pandemic or biosecurity threats. In addition to managing and operating TasALERT, the Department has a whole‑of‑government emergency management communications role that includes managing the Whole‑of‑Government Public Information Unit (PIU), supporting projects across all agencies and representing Tasmania on many state and national bodies.
Funding of $1.3 million over the 2019-20 Budget and Forward Estimates period will be used to stage a Tasmanian Government exhibit at selected annual Tasmanian agricultural events, namely Agfest and the Burnie and Hobart shows. A whole-of-government exhibit will provide the opportunity to engage one‑on‑one with members of the community and communicate priority information to a broad spectrum of people. The funding will be used to cover infrastructure and staffing costs for the Department and other agencies who participate in the exhibit.
Outputs of the Department of Premier and Cabinet are provided under the following Output Groups:
· Output Group 1 - Support for Executive Decision Making;
· Output Group 2 - Government Processes and Services;
· Output Group 3 - Electronic Services for Government Agencies and the Community;
· Output Group 4 - State Service Management;
· Output Group 5 - Security and Emergency Management; and
· Output Group 6 - Local Government.
Table 9.2 provides an Output Group Expense Summary for the Department.
|
|
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 1 - Support for Executive Decision Making |
|
|
|
|
|
|
1.1 Strategic Policy and Advice1 |
4 268 |
5 642 |
5 767 |
5 875 |
5 991 |
|
|
4 268 |
5 642 |
5 767 |
5 875 |
5 991 |
|
Output Group 2 - Government Processes and Services |
|
|
|
|
|
|
2.1 Management of Executive Government Processes2 |
6 801 |
7 553 |
7 729 |
7 787 |
7 912 |
|
2.2 Principal and Subordinate Legislation |
3 077 |
3 125 |
3 196 |
3 265 |
3 336 |
|
2.3 Tasmanian Government Courier |
682 |
691 |
706 |
721 |
736 |
|
2.4 Corporate Support to Ministerial and Parliamentary Offices and the Office of the Governor |
2 416 |
2 440 |
2 477 |
2 528 |
2 568 |
|
|
12 976 |
13 809 |
14 108 |
14 301 |
14 552 |
|
Output Group 3 - Electronic Services for Government Agencies and the Community |
|
|
|
|
|
|
3.2 Management and Ongoing Development of Service Tasmania3 |
17 489 |
16 148 |
16 873 |
17 050 |
17 307 |
|
|
17 489 |
16 148 |
16 873 |
17 050 |
17 307 |
|
Output Group 4 - State Service Management |
|
|
|
|
|
|
4.1 State Service Employment and Management4 |
6 042 |
6 173 |
6 236 |
6 341 |
5 598 |
|
|
6 042 |
6 173 |
6 236 |
6 341 |
5 598 |
|
Output Group 5 - Security and Emergency Management |
|
|
|
|
|
|
5.1 Security and Emergency Management5 |
2 701 |
5 208 |
2 718 |
1 878 |
1 929 |
|
|
2 701 |
5 208 |
2 718 |
1 878 |
1 929 |
|
|
|
|
|
|
|
|
Capital Investment Program |
250 |
250 |
250 |
250 |
250 |
|
|
|
|
|
|
|
|
Minister for Science and Technology |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 3 - Electronic Services for Government Agencies and the Community |
|
|
|
|
|
|
3.1 Information, Technology and Digital Services Strategy and Policy Development |
1 654 |
1 678 |
1 715 |
1 754 |
1 789 |
|
3.3 Delivery of IT Services6 |
28 930 |
25 663 |
23 530 |
23 305 |
23 516 |
|
|
30 584 |
27 341 |
25 245 |
25 059 |
25 305 |
|
|
|
|
|
|
|
|
|
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 Environment |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 1 - Support for Executive Decision Making |
|
|
|
|
|
|
1.2 Climate Change7 |
2 172 |
2 185 |
2 219 |
1 499 |
1 527 |
|
|
2 172 |
2 185 |
2 219 |
1 499 |
1 527 |
|
|
|
|
|
|
|
|
Minister for Local Government |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 6 - Local Government |
|
|
|
|
|
|
6.1 Local Government8 |
1 927 |
2 304 |
1 893 |
1 937 |
1 977 |
|
|
1 927 |
2 304 |
1 893 |
1 937 |
1 977 |
|
|
|
|
|
|
|
|
TOTAL |
78 409 |
79 060 |
75 309 |
74 190 |
74 436 |
|
|
|
|
|
|
|
Notes:
1. The increase in Strategic Policy and Advice in 2019‑20 reflects new funding primarily for Strategic Growth initiative, partially offset by a decrease relating to funding transferred to Brand Tasmania.
2. The increase in Management of Executive Government Processes, in 2019‑20, reflects funding provided for: the Community Participation and Appeals Fund; TasALERT emergency information service; and Tasmanian Government exhibit at agricultural events initiatives.
3. The decrease in Management and Ongoing Development of Service Tasmania, in 2019-20, reflects the planned improvements to several Service Tasmania Shops and other business initiatives in 2018-19.
4. The decrease in State Service Employment and Management, in 2022-23. relates to the completion of a whole-of-government human resources system project undertaken by the State Service Management Office.
5. The increase in Security and Emergency Management, in 2019-20, relates to funding provided for the Security and Emergency Management function, Bushfire Recovery funding and the Southern Tasmania - Community Recovery Fund. The decrease, in 2020‑21, relates to the completion of funding for Bushfire Recovery and the Southern Tasmania Community Recovery Fund. The decrease, in 2021-22, relates to the completion of funding for the Flood Mapping project.
6. The decrease in Delivery of IT Services, in 2019-20, reflects the transition to Microsoft 365 and a reduction in communication revenue and expenditure.
7. The decrease in Climate Change, in 2021-22, relates to the completion of funding provided for Climate Action 21: Tasmania’s Climate Change Action Plan 2017-2021.
8. The increase in Local Government, in 2019-20, relates to funding provided for the Local Government Legislation Review.
This Output assists the Government to achieve its vision for Tasmania by providing high quality policy services to the Premier and Cabinet; and leading strategic engagement across Government and externally to develop and implement key Government priorities. The Department of Premier and Cabinet’s Policy Division leads and supports the development and implementation of whole-of-government processes and policies. It also manages and coordinates intergovernmental relations, including: Tasmania’s engagement with the Council of Australian Governments and the Council for the Australian Federation; intergovernmental agreements; inquiries; and international treaties.
This Output relates to the activities of the Tasmanian Climate Change Office. TCCO works closely with government, industry and the community to deliver a range of policy and programs that assist with reducing greenhouse gas emissions and building resilience to the impacts of climate change.
|
Performance Measure |
Unit of Measure |
2016-17 Actual |
2017-18 Actual |
2018-19 Target |
2019-20 Target |
|
|
|
|
|
|
|
|
Strategic Policy and Advice1 |
|
|
|
|
|
|
Percentage of Cabinet Advisories that are submitted to the Cabinet Office on time |
% |
91 |
87 |
91 |
91 |
|
Selected policy outputs must meet the minimum benchmark as measured against agreed quality standards |
% |
88 |
100 |
100 |
100 |
|
Satisfaction of key clients with delivery of policy services as measured by survey2 |
% |
86 |
na |
90 |
90 |
|
|
|
|
|
|
|
|
Climate Change |
|
|
|
|
|
|
Percentage of strategic policy initiatives completed on time |
% |
95 |
100 |
100 |
100 |
|
Selected policy outputs must meet the minimum benchmark as measured against agreed quality standards3 |
% |
na |
na |
90 |
90 |
|
Satisfaction of key clients with delivery of policy services as measured by survey2 |
% |
95 |
na |
95 |
95 |
|
|
|
|
|
|
|
Notes:
1. Establishing accurate and objective performance measures for the quality of policy advice is difficult and contested. The mix of indicators selected represent measurable characteristics of policy advice and are proxies for outcome measures.
2. The satisfaction survey was not completed in 2017-18.
3. No policy documents for this Output were assessed in the annual assessment process in 2016-17 and 2017-18.
This Output provides administrative support for Executive Government bodies, such as Cabinet and the Executive Council; management of machinery of government matters; coordination of State protocol; management of communications policy; and advice and other Executive Government processes.
This Output provides:
· a legislative drafting service for new legislation and amendments to existing legislation;
· advice on legislative matters;
· an up‑to‑date electronic database of Tasmanian legislation; and
· printing of Gazettes and legislation.
This Output is provided by the Office of Parliamentary Counsel.
This Output includes a courier service providing incoming and outgoing mail facilities to Government and regional offices.
This Output provides the administrative, financial, human resources, information systems, records and property management services to support the Ministerial and Parliamentary offices and the Office of the Governor.
|
Performance Measure1,2 |
Unit of Measure |
2016-17 Actual |
2017-18 Actual |
2018-19 Target |
2019-20 Target |
|
|
|
|
|
|
|
|
Management of Executive Government Processes |
|
|
|
|
|
|
High level of satisfaction with the communications and protocol assistance, advice and service provided |
% |
na |
95 |
95 |
95 |
|
Cabinet meetings supported3 |
Number |
47 |
41 |
47 |
46 |
|
Executive Council meetings supported3 |
Number |
26 |
22 |
24 |
24 |
|
Official visits to Tasmania managed |
Number |
10 |
10 |
13 |
13 |
|
Official functions organised |
Number |
9 |
7 |
8 |
8 |
|
|
|
|
|
|
|
|
Performance Measure1,2 |
Unit of Measure |
2016-17 Actual |
2017-18 Actual |
2018-19 Target |
2019-20 Target |
|
|
|
|
|
|
|
|
Principal and Subordinate Legislation |
|
|
|
|
|
|
High level satisfaction of key clients with drafting and delivery of Bills and Statutory Rules |
% |
na |
95 |
95 |
95 |
|
Updates occur to www.legislation.tas.gov.au within two working days for new and revisions to Acts and Statutory Rules |
% |
na |
98 |
98 |
98 |
|
|
|
|
|
|
|
|
Tasmanian Government Courier |
|
|
|
|
|
|
Percentage change of delivery costs4,5 |
% |
(22.9) |
(45.1) |
≤GOE |
≤GOE |
|
|
|
|
|
|
|
|
Corporate Support to Ministerial and Parliamentary Offices and the Office of the Governor |
|
|
|
|
|
|
Improving overall client satisfaction with the standard of service provided by the corporate activities (Financial Management Services, Human Resources, Information Technology Services, Properties and Procurement) |
% |
na |
96 |
>75 |
>75 |
|
|
|
|
|
|
|
Notes:
1. Establishing accurate and objective performance measures for the quality of policy advice is difficult and contested. The mix of indicators selected represent measurable characteristics of policy advice and are proxies for outcome measures.
2. For 2019-20, one performance measure has been removed and four measures have been added that were not included in the 2018-19 Budget Papers.
3. There was a seven week period of caretaker government due to the Tasmanian State Election in March 2018 where no meetings were held.
4. The percentage change of the cost per delivery/collection point is ≤ indexation of general operating expenses.
5. The estimated indexation factor for general operating expenses in 2017-18 was higher than the actual percentage increase from the previous year.
This Output provides coordination, development and implementation of whole-of-government information management, information systems, telecommunications and cyber security strategies and policies. This Output is provided by Digital Strategy and Services Division which aims to improve and modernise cyber security, technology and information operations of Government in Tasmania.
This Output develops new customer services and facilitates their delivery to the Tasmanian community through Service Tasmania’s service centres, the Tasmanian Government Contact Centre and Service Tasmania Online. This Output is provided by Service Tasmania.
This Output facilitates delivery of information and communications technology services across Government, including wide area networking; internet; whole-of-government directory services; data centre, infrastructure and LAN as a service; fixed and mobile telephony; mobile data; information technology system hosting and support; email and unified communications; human resource systems; and business reporting. This Output is provided by the Digital Strategy and Services Division.
|
Performance Measure1 |
Unit of Measure |
2016-17 Actual |
2017-18 Actual |
2018-19 Target |
2019-20 Target |
|
|
|
|
|
|
|
|
Information, Technology and Digital Services Strategy and Policy Development |
|
|
|
|
|
|
Selected ICT policy outputs must meet the minimum benchmark as measured against agreed quality standards2 |
% |
na |
71 |
80 |
80 |
|
Satisfaction of key clients with delivery of ICT policy services as measured by survey3 |
% |
78 |
na |
80 |
80 |
|
|
|
|
|
|
|
|
Management and ongoing development of Service Tasmania |
|
|
|
|
|
|
Automated Transactions4 |
|
|
|
|
|
|
Customer satisfaction |
% |
na |
na |
>92 |
>92 |
|
Customer complaints |
Number |
na |
na |
<20 |
<20 |
|
Service Availability |
% |
na |
na |
>99.9 |
>99.9 |
|
|
|
|
|
|
|
|
Service Centres4 |
|
|
|
|
|
|
Customer satisfaction |
% |
na |
na |
>90 |
>90 |
|
Ratio of Customer complaints to compliments |
Ratio |
na |
na |
4:1 |
4:1 |
|
Service Availability |
% |
na |
na |
>99.75 |
>99.75 |
|
|
|
|
|
|
|
|
Contact Centre4 |
|
|
|
|
|
|
Customer satisfaction |
% |
na |
na |
>80 |
>80 |
|
Ratio of Customer complaints to compliments |
Ratio |
na |
na |
14:1 |
14:1 |
|
Service Availability |
% |
na |
na |
>99.75 |
>99.75 |
|
Average Wait Time |
Seconds |
na |
na |
<150 |
<150 |
|
|
|
|
|
|
|
|
Performance Measure1 |
Unit of Measure |
2016-17 Actual |
2017-18 Actual |
2018-19 Target |
2019-20 Target |
|
|
|
|
|
|
|
|
Delivery of IT Services4 |
|
|
|
|
|
|
Service level agreement performance and compliance |
% |
na |
na |
>90 |
>90 |
|
TMD Supplier Performance |
% |
na |
na |
>90 |
>90 |
|
Financial Performance based on Actual vs. Budget |
% |
na |
na |
Within +/- 4 |
Within +/- 4 |
|
Customer satisfaction |
% |
na |
na |
>90 |
>90 |
|
|
|
|
|
|
|
Notes:
1. Establishing accurate and objective performance measures for the quality of policy advice is difficult and contested. The mix of indicators selected represent measurable characteristics of policy advice and are proxies for outcome measures.
2. No policy documents for this Output were assessed in the annual assessment process in 2016-17.
3. The satisfaction survey was not conducted in 2017-18.
4. These performance measures were introduced for 2018-19 as a result of the Department’s review of performance measures. As a result, there is no Actuals data for 2016‑17 or 2017‑18.
This Output covers the activities of the State Service Management Office to support the Minister administering the State Service Act 2000 and the Head of the State Service in performing functions and powers under the State Service Act. SSMO supports agencies in delivering productive and responsive services to the community through high quality and contemporary policies, practices and procedures in relation to workforce management, workforce development and workforce relations, including:
· establishing practices, guidelines and employment frameworks in relation to employment and employment relations matters;
· evaluating and reporting (Annual Report) and where necessary investigating performance of agencies;
· assisting in implementation of systems and procedures, including classification of duties, Code of Conduct, performance management, and work health, safety and wellbeing;
· advocacy and dispute resolution in industrial tribunals and negotiating agreements;
· supporting agencies in managing the Senior Executive Service including SES administration, leadership and management development initiatives;
· developing and delivering training, education and capability development programs;
· developing and implementing contemporary recruitment programs and guidelines in recruitment, selection and appointment; and
· referring matters to, working with and implementing recommendations from tribunals such as the Integrity Commission, Equal Opportunity Tasmania and the Tasmanian Industrial Commission.
|
Performance Measure1 |
Unit of Measure |
2016-17 Actual |
2017-18 Actual |
2018-19 Target |
2019-20 Target |
|
|
|
|
|
|
|
|
State Service Employment and Management |
|
|
|
|
|
|
Industrial agreements due in year negotiated and finalised2 |
% |
90 |
na |
100 |
100 |
|
Section 29 matters resolved (withdrawn or agreed)3 |
% |
na |
85 |
85 |
85 |
|
|
|
|
|
|
|
|
Professional Development |
|
|
|
|
|
|
Increased completion by participants in external leadership programs (e.g. ANZSOG) |
% |
na |
100 |
>90 |
>90 |
|
TTC courses provided evaluated as meeting participant’s expectations |
% |
na |
91 |
>95 |
>95 |
|
Percentage of TTC annual training program delivered |
% |
na |
74 |
>80 |
>80 |
|
Increased completion by participants in State Service Leadership and Management program4 |
% |
na |
59 |
>70 |
>70 |
|
Whole of Service employment demographics matches community demographics by 20205 |
Ratio |
37/63 |
Approaching 50/50 |
Approaching 50/50 |
Approaching 50/50 |
|
|
|
|
|
|
|
Notes:
1. Establishing accurate and objective performance measures for the quality of policy advice is difficult and contested. The mix of indicators selected represent measurable characteristics of policy advice and are proxies for outcome measures.
2. No industrial agreements were due in 2017-18.
3. Includes matters under s29(1), s29(1A)(c) of the Industrial Relations Act 1994. Percentage of matters which were closed other than by a formal hearing outcome. Open matters roll into the next reporting period.
4. 29 per cent of participants have completed the program, 37 per cent are still progressing with four per cent withdrawn from the program.
5. Ratio of women/men in the Senior Executive Service.
This Output leads and coordinates whole-of-government policy initiatives that enable the Tasmanian Government to achieve its priorities in security and emergency management. This Output is provided by the Office of Security and Emergency Management, working closely with emergency services, other government agencies, non-government organisations and the community. OSEM manages projects and provides policy advice to Government regarding prevention, preparedness, response and recovery arrangements for natural hazards and security related threats.
|
Performance Measure1 |
Unit of Measure |
2016-17 Actual |
2017-18 Actual |
2018-19 Target |
2019-20 Target |
|
|
|
|
|
|
|
|
Security and Emergency Management |
|
|
|
|
|
|
Selected policy outputs must meet the minimum benchmark as measured against agreed quality standards |
% |
77 |
76 |
85 |
85 |
|
Satisfaction of key clients with delivery of policy services as measured by survey2 |
% |
87 |
na |
90 |
90 |
|
|
|
|
|
|
|
Notes:
1. Establishing accurate and objective performance measures for the quality of policy advice is difficult and contested. The mix of indicators selected represent measurable characteristics of policy advice and are proxies for outcome measures.
2. The satisfaction survey was not conducted in 2017-18.
This Output coordinates the activities of the Local Government Division. The Local Government Division contributes to a well-governed, responsive, and sustainable local government sector, which acts in the best interests of Tasmanian ratepayers and residents. The Division does this by supporting the statutory responsibilities of the Director of Local Government, leading regulatory and policy initiatives that support a sustainable local government sector and strengthening the collaborative links between councils and the Tasmanian Government.
The Division works with stakeholders to:
· provide expert policy advice on local government matters;
· administer and ensure the sector’s compliance with relevant legislative and regulatory provisions;
· enhance local government performance through supporting good governance practices and ensuring transparent performance monitoring;
· deliver education and training;
· support the Local Government Board and Boards of Inquiry; and
· ensure regular contact between the State Government and local government so that the sector’s views inform key regulatory and policy decisions, including through supporting the Premier’s Local Government Council.
|
Performance Measure1,2 |
Unit of Measure |
2016-17 Actual |
2017-18 Actual |
2018-19 Target |
2019-20 Target |
|
|
|
|
|
|
|
|
Local Government |
|
|
|
|
|
|
Satisfaction of key clients with delivery of policy services as measured by survey3 |
% |
87 |
na |
90 |
90 |
|
Effectiveness of complaints resolution - no decisions overturned by external review bodies4 |
Number |
na |
nil |
nil |
nil |
|
|
|
|
|
|
|
Notes:
1. Establishing accurate and objective performance measures for the quality of policy advice is difficult and contested. The mix of indicators selected represent measurable characteristics of policy advice and are proxies for outcome measures.
2. In 2019-20, two performance measures have been removed, as a result of Departmental review of performance indicators.
3. The satisfaction survey was not conducted in 2017-18.
4. This performance measure was introduced in the 2017-18 Budget as a result of the Department’s review of performance measures. Hence, actuals data does not exist for 2016‑17.
Table 9.9 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.
|
|
Estimated |
2019-20 |
2020-21 |
2021-22 |
2022-23 |
|
|
Total |
|
Forward |
Forward |
Forward |
|
|
Cost |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Premier |
|
|
|
|
|
|
Service Tasmania Shops Capital Investment |
Ongoing |
250 |
250 |
250 |
250 |
|
|
|
|
|
|
|
|
Total CIP Allocations |
|
250 |
250 |
250 |
250 |
|
|
|
|
|
|
|
The Capital Investment Program allocation provides for a refurbishment and upgrade program for Service Tasmania service centres and for the regular replacement and/or upgrade of essential Service Tasmania related technology and infrastructure.
|
|
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 |
37 706 |
44 448 |
42 380 |
41 496 |
42 351 |
|
Appropriation revenue - capital |
250 |
250 |
250 |
250 |
250 |
|
Sales of goods and services2 |
35 930 |
32 233 |
30 165 |
29 622 |
29 262 |
|
Other revenue3 |
3 551 |
1 595 |
2 726 |
2 225 |
2 225 |
|
Total revenue and other income from transactions |
77 437 |
78 526 |
75 521 |
73 593 |
74 088 |
|
|
|
|
|
|
|
|
Expenses from transactions |
|
|
|
|
|
|
Employee benefits |
40 478 |
42 132 |
41 480 |
41 988 |
42 336 |
|
Depreciation and amortisation |
336 |
739 |
693 |
554 |
482 |
|
Supplies and consumables4 |
34 326 |
33 420 |
31 416 |
30 237 |
30 207 |
|
Grants and subsidies4 |
3 034 |
2 515 |
1 476 |
1 170 |
1 171 |
|
Borrowing costs5 |
.... |
24 |
18 |
10 |
6 |
|
Other expenses |
235 |
230 |
226 |
231 |
234 |
|
Total expenses from transactions |
78 409 |
79 060 |
75 309 |
74 190 |
74 436 |
|
|
|
|
|
|
|
|
Net result from transactions (net operating balance) |
(972) |
(534) |
212 |
(597) |
(348) |
|
|
|
|
|
|
|
|
Net result |
(972) |
(534) |
212 |
(597) |
(348) |
|
|
|
|
|
|
|
|
Other economic flows - other non-owner changes in equity |
|
|
|
|
|
|
Other movements taken directly to equity |
2 |
.... |
.... |
.... |
.... |
|
Total other economic flows - other non-owner changes in equity |
2 |
.... |
.... |
.... |
.... |
|
|
|
|
|
|
|
|
Comprehensive result |
(970) |
(534) |
212 |
(597) |
(348) |
|
|
|
|
|
|
|
Notes:
1. The increase in Appropriation revenue - operating, in 2019-20, reflects new funding for: Strategic Growth initiative; the Community Participation and Appeals Fund; TasALERT emergency information service; Tasmanian Government exhibit at agricultural events; the Security and Emergency Management function; Bushfire Recovery funding; the Southern Tasmania Community Recovery Fund and the Local Government Legislation Review. This is partially offset by a decrease relating to funding transferred to Brand Tasmania.
2. The decrease in Sales of goods and services reflects the transition to Microsoft 365 and a decrease in communication revenue.
3. The variation in Other revenue reflects the timing of funding received for agency business activities.
4. The variation in Supplies and consumables and Grants and subsidies includes the funding profile for time limited budget commitments and agency business activities.
5. The variation in this item reflects the application of the new Australian Accounting Standard AASB 16 Leases.
|
|
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 1 - Support for Executive Decision Making |
|
|
|
|
|
|
1.1 Strategic Policy and Advice1 |
4 228 |
5 602 |
5 727 |
5 835 |
5 951 |
|
|
4 228 |
5 602 |
5 727 |
5 835 |
5 951 |
|
Output Group 2 - Government Processes and Services |
|
|
|
|
|
|
2.1 Management of Executive Government Processes2 |
4 679 |
5 397 |
5 531 |
5 544 |
5 671 |
|
2.2 Principal and Subordinate Legislation |
3 066 |
3 114 |
3 185 |
3 254 |
3 325 |
|
2.3 Tasmanian Government Courier |
683 |
692 |
708 |
723 |
737 |
|
2.4 Corporate Support to Ministerial and Parliamentary Offices and the Office of the Governor |
1 833 |
1 857 |
1 894 |
1 945 |
1 985 |
|
|
10 261 |
11 060 |
11 318 |
11 466 |
11 718 |
|
Output Group 3 - Electronic Services for Government Agencies and the Community |
|
|
|
|
|
|
3.2 Management and Ongoing Development of Service Tasmania |
12 899 |
13 057 |
13 367 |
13 634 |
13 901 |
|
|
12 899 |
13 057 |
13 367 |
13 634 |
13 901 |
|
Output Group 4 - State Service Management |
|
|
|
|
|
|
4.1 State Service Employment and Management |
3 336 |
3 376 |
3 445 |
3 515 |
3 581 |
|
|
3 336 |
3 376 |
3 445 |
3 515 |
3 581 |
|
Output Group 5 - Security and Emergency Management |
|
|
|
|
|
|
5.1 Security and Emergency Management3 |
1 252 |
5 209 |
2 719 |
1 879 |
1 930 |
|
|
1 252 |
5 209 |
2 719 |
1 879 |
1 930 |
|
|
|
|
|
|
|
|
Capital Investment Program |
250 |
250 |
250 |
250 |
250 |
|
|
|
|
|
|
|
|
Operating Services Expenditure |
31 976 |
38 304 |
36 576 |
36 329 |
37 081 |
|
Capital Services Expenditure |
250 |
250 |
250 |
250 |
250 |
|
|
32 226 |
38 554 |
36 826 |
36 579 |
37 331 |
|
|
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 Science and Technology |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 3 - Electronic Services for Government Agencies and the Community |
|
|
|
|
|
|
3.1 Information, Technology and Digital Services Strategy and Policy Development |
1 633 |
1 657 |
1 694 |
1 733 |
1 768 |
|
|
1 633 |
1 657 |
1 694 |
1 733 |
1 768 |
|
|
|
|
|
|
|
|
Operating Services Expenditure |
1 633 |
1 657 |
1 694 |
1 733 |
1 768 |
|
|
1 633 |
1 657 |
1 694 |
1 733 |
1 768 |
|
|
|
|
|
|
|
|
Minister for Environment |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 1 - Support for Executive Decision Making |
|
|
|
|
|
|
1.2 Climate Change4 |
2 170 |
2 183 |
2 217 |
1 497 |
1 525 |
|
|
2 170 |
2 183 |
2 217 |
1 497 |
1 525 |
|
|
|
|
|
|
|
|
Operating Services Expenditure |
2 170 |
2 183 |
2 217 |
1 497 |
1 525 |
|
|
2 170 |
2 183 |
2 217 |
1 497 |
1 525 |
|
|
|
|
|
|
|
|
Minister for Local Government |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 6 - Local Government |
|
|
|
|
|
|
6.1 Local Government5 |
1 927 |
2 304 |
1 893 |
1 937 |
1 977 |
|
|
1 927 |
2 304 |
1 893 |
1 937 |
1 977 |
|
|
|
|
|
|
|
|
Operating Services Expenditure |
1 927 |
2 304 |
1 893 |
1 937 |
1 977 |
|
|
1 927 |
2 304 |
1 893 |
1 937 |
1 977 |
|
|
|
|
|
|
|
|
Department of Premier and Cabinet |
|
|
|
|
|
|
Total Operating Services Expenditure |
37 706 |
44 448 |
42 380 |
41 496 |
42 351 |
|
Total Capital Services Expenditure |
250 |
250 |
250 |
250 |
250 |
|
|
37 956 |
44 698 |
42 630 |
41 746 |
42 601 |
|
|
|
|
|
|
|
|
Total Revenue from Appropriation |
37 956 |
44 698 |
42 630 |
41 746 |
42 601 |
|
|
|
|
|
|
|
|
Controlled Revenue from Appropriation |
37 956 |
44 698 |
42 630 |
41 746 |
42 601 |
|
|
37 956 |
44 698 |
42 630 |
41 746 |
42 601 |
|
|
|
|
|
|
|
Notes:
1. The increase in Strategic Policy and Advice primarily reflects funding provided for Strategic Growth initiative, partially offset by a decrease relating to funding transferred to Brand Tasmania.
2. The increase in Management of Executive Government Processes relates to funding provided for the Community Participation and Appeals Fund, TasALERT emergency information service and Tasmanian Government exhibit at agricultural events.
3. The increase in Security and Emergency Management in 2019-20 relates to funding provided for the Security and Emergency Management function, Bushfire Recovery funding, the Flood Mapping project and the Southern Tasmania Community Recovery Fund. The decrease, in 2020‑21, relates to the completion of funding for Bushfire Recovery and the Southern Tasmania - Community Recovery Fund. The decrease, in 2021-22, relates to the completion of funding for the Flood Mapping project.
4. The decrease in Climate Change in 2021-22 relates to the completion of funding provided for Climate Action 21: Tasmania’s Climate Change Action Plan 2017-2021.
5. The increase in Local Government in 2019-20 relates to funding provided for the Local Government Legislation Review.
|
|
2019 |
2020 |
2021 |
2022 |
2023 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Assets |
|
|
|
|
|
|
Financial assets |
|
|
|
|
|
|
Cash and deposits1 |
1 600 |
4 160 |
4 642 |
4 253 |
4 143 |
|
Receivables2 |
1 943 |
2 987 |
2 902 |
2 817 |
2 732 |
|
Other financial assets2 |
2 610 |
2 824 |
2 871 |
2 918 |
2 965 |
|
|
6 153 |
9 971 |
10 415 |
9 988 |
9 840 |
|
|
|
|
|
|
|
|
Non-financial assets |
|
|
|
|
|
|
Property, plant and equipment2 |
1 685 |
1 193 |
1 118 |
1 043 |
968 |
|
Intangibles |
867 |
894 |
908 |
922 |
936 |
|
Other assets3 |
2 217 |
2 439 |
2 121 |
1 942 |
1 835 |
|
|
4 769 |
4 526 |
4 147 |
3 907 |
3 739 |
|
|
|
|
|
|
|
|
Total assets |
10 923 |
14 497 |
14 562 |
13 895 |
13 579 |
|
|
|
|
|
|
|
|
Liabilities |
|
|
|
|
|
|
Payables2 |
1 956 |
2 741 |
2 782 |
2 823 |
2 864 |
|
Interest bearing liabilities3 |
.... |
995 |
664 |
410 |
258 |
|
Provisions |
327 |
313 |
313 |
313 |
313 |
|
Employee benefits |
9 636 |
9 662 |
9 782 |
9 902 |
10 022 |
|
Other liabilities2 |
2 283 |
912 |
935 |
958 |
981 |
|
Total liabilities |
14 201 |
14 623 |
14 476 |
14 406 |
14 438 |
|
|
|
|
|
|
|
|
Net assets (liabilities) |
(3 279) |
(126) |
86 |
(511) |
(859) |
|
|
|
|
|
|
|
|
Equity |
|
|
|
|
|
|
Reserves |
3 530 |
.... |
.... |
.... |
.... |
|
Accumulated funds |
(6 809) |
(126) |
86 |
(511) |
(859) |
|
Total equity |
(3 279) |
(126) |
86 |
(511) |
(859) |
|
|
|
|
|
|
|
Notes:
1. The increase in Cash and deposits, in 2020, reflects planned project spending for Service Tasmania, State Service Management Office and Digital Strategy and Services, either being delayed or no longer required.
2. The variation in this item, in 2020, reflects revised estimates based on 30 June 2018 actuals.
3. The variation in this item, in 2020, reflects the application of the new Australian Accounting Standard AASB 16 Leases.
|
|
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 |
37 706 |
44 448 |
42 380 |
41 496 |
42 351 |
|
Appropriation receipts - capital |
250 |
250 |
250 |
250 |
250 |
|
Sales of goods and services2 |
35 991 |
32 294 |
30 226 |
29 683 |
29 323 |
|
GST receipts |
4 442 |
4 442 |
4 442 |
4 442 |
4 442 |
|
Other cash receipts3 |
3 551 |
1 595 |
2 726 |
2 225 |
2 225 |
|
Total cash inflows |
81 940 |
83 029 |
80 024 |
78 096 |
78 591 |
|
|
|
|
|
|
|
|
Cash outflows |
|
|
|
|
|
|
Employee benefits |
(36 017) |
(37 493) |
(36 931) |
(37 348) |
(37 663) |
|
Superannuation |
(4 337) |
(4 515) |
(4 425) |
(4 516) |
(4 549) |
|
Borrowing costs4 |
.... |
(24) |
(18) |
(10) |
(6) |
|
GST payments |
(4 442) |
(4 442) |
(4 442) |
(4 442) |
(4 442) |
|
Grants and subsidies5 |
(3 034) |
(2 515) |
(1 476) |
(1 170) |
(1 171) |
|
Supplies and consumables5 |
(34 335) |
(33 429) |
(31 425) |
(30 246) |
(30 216) |
|
Other cash payments |
(233) |
(228) |
(224) |
(229) |
(232) |
|
Total cash outflows |
(82 398) |
(82 646) |
(78 941) |
(77 961) |
(78 279) |
|
|
|
|
|
|
|
|
Net cash from (used by) operating activities |
(458) |
383 |
1 083 |
135 |
312 |
|
|
|
|
|
|
|
|
Cash flows from investing activities |
|
|
|
|
|
|
Payments for acquisition of non-financial assets |
(540) |
(270) |
(270) |
(270) |
(270) |
|
Net cash from (used by) investing activities |
(540) |
(270) |
(270) |
(270) |
(270) |
|
|
|
|
|
|
|
|
Cash flows from financing activities |
|
|
|
|
|
|
Net borrowings4 |
(339) |
(365) |
(331) |
(254) |
(152) |
|
Net cash from (used by) financing activities |
(339) |
(365) |
(331) |
(254) |
(152) |
|
|
|
|
|
|
|
|
Net increase (decrease) in cash and cash equivalents held |
(1 337) |
(252) |
482 |
(389) |
(110) |
|
|
|
|
|
|
|
|
Cash and deposits at the beginning of the reporting period |
2 937 |
4 412 |
4 160 |
4 642 |
4 253 |
|
Cash and deposits at the end of the reporting period |
1 600 |
4 160 |
4 642 |
4 253 |
4 143 |
|
|
|
|
|
|
|
Notes:
1. The increase in Appropriation receipts - operating in 2019-20 reflects new funding for: Strategic Growth initiative; the Community Participation and Appeals Fund; TasALERT emergency information service; Tasmanian Government exhibit at agricultural events; the Security and Emergency Management function; Bushfire Recovery funding; the Southern Tasmania Community Recovery Fund and the Local Government Legislation Review. This is partially offset by a decrease relating to funding transferred to Brand Tasmania.
2. The decrease in Sales of goods and services reflects the reduced revenue and expenditure due to the transition to Microsoft 365 and a decrease in communication revenue.
3. The variation in Other cash receipts reflects the timing of funding received for agency business activities.
4. The variation in this item reflects the application of the new Australian Accounting Standard AASB 16 Leases.
5. The decrease in Grants and subsides and Supplies and consumables reflects the funding profile for time-limited budget commitments and agency business activities.