1 Introduction
Key Issues · The 2020-21 Budget is focussed on supporting employment, returning confidence in our economy to pre-COVID-19 pandemic levels, supporting the Tasmanian community and rebuilding an even stronger Tasmania. · The Social and Economic Support packages implemented by the Government in response to the COVID-19 pandemic are unrivalled in the history of the State both in terms of the value of the support and the breadth of the measures. The value of the response, to date, has exceeded $1 billion, supporting businesses, households, individuals and the community. · The 2020-21 Budget has a key focus on the continuation of support to the Tasmanian community to support its recovery from the COVID-19 pandemic. This includes the implementation of the recommendations made in the Interim Report released by the Premier’s Economic and Social Recovery Advisory Council. · The COVID-19 pandemic has also highlighted the importance of the ongoing implementation of the Government’s policy priorities over the term of the 2020-21 Budget and Forward Estimates. · This Budget Paper provides information on an entity basis that supports the whole‑of‑government information provided in The Budget Budget Paper No 1. Most importantly, this Budget Paper provides detailed information on the goods and services provided by entities (Outputs) and the key deliverables that are being undertaken by the entities in 2020‑21 and over the Forward Estimates (2021‑22 to 2023‑24) . · Other information provided in this Budget Paper includes: - performance information that enables an assessment of the efficiency and effectiveness of entities; - details of infrastructure projects being undertaken by entities; and - detailed financial statements for the 2020-21 Budget and Forward Estimates for each entity. · Information on the Tasmanian Government financial management framework, the annual Budget process, and the presentation of Budget Paper information is published in Overview - Tasmania’s Financial Management Framework and Understanding the Budget Papers, available at www.treasury.tas.gov.au.
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This Budget Paper provides information, on an entity basis, about the Outputs (goods and services) the Government will deliver to the Tasmanian community through General Government Sector entities in 2020‑21 and over the Forward Estimates (2021‑22 to 2023‑24). This Budget Paper is a major source of financial and non‑financial information on the operations of Government departments, entities and General Government Sector statutory authorities. The other major source of detailed information on these entities is the entity’s annual report, which is required to be published by 31 October each year.
Budget Paper No 2 comprises two volumes and three separate parts that reflect the differing nature of entities within the General Government Sector:
· Part 1 includes Government departments, such as the Department of Communities Tasmania and the Department of Education;
· Part 2 includes Parliamentary agencies, such as the House of Assembly and the Legislative Council, and other independent entities, such as the Tasmanian Audit Office and the Office of the Ombudsman; and
· Part 3 includes other statutory authorities within the General Government Sector, such as the State Fire Commission and TasTAFE.
This Budget Paper does not provide information on government businesses. Information on these entities is available in each entity’s annual financial report.
The information presented in this Budget Paper is based on data available at the time of the finalisation of economic and fiscal estimates. The status of the COVID-19 pandemic across Australia and the response of governments can change very quickly, with these changes having the potential to have major implications for action taken to protect the health and wellbeing of the Tasmanian community and support the State economy. As a result, since the finalisation of the information presented in this Budget Paper, there may have been material changes to the action to be taken by agencies and to associated estimates.
Information on the Government’s financial management framework and the annual Budget process is provided in the Overview ‑ Tasmania’s Financial Management Framework and Understanding the Budget Papers available at www.treasury.tas.gov.au.
This chapter provides information on specific matters that should be taken into account when reviewing this Budget Paper. These matters primarily relate to changes that have occurred in the presentation of entity information since the 2019-20 Budget.
The collection of information on and the presentation of the Government’s COVID-19 pandemic response and recovery measures has necessarily developed over time since the emergence of the pandemic and during the course of the finalisation of the 2020-21 Budget. This has reflected the breadth of the measures being implemented by the Government, the availability of information, and the differing accounting treatments for some measures.
The following information is presented on an agency basis within this Budget Paper. It should be noted, that the presentation of COVID-19 related expenditure has required the exercise of judgement in relation to the most appropriate approach to be adopted for each measure.
These Outputs reflect specific expenditure measures announced by the Government which are short‑term in nature. That is, expenditure generally not expected to continue beyond the 2021-22 Budget year. These measures have mostly been funded through an explicit appropriation of funding.
These Outputs reflect expenditure by agencies of funding allocated under the Government’s Public Building Maintenance Program. Appropriation funding for this Program has been allocated to Finance-General and funding is then transferred from Finance-General to agencies on a project-by-project as-required basis.
In addition to the short-term measures identified within Output Group 90 - COVID-19 Response and Recovery Measures, the Government has also funded a number of other measures in response to the COVID-19 pandemic on a longer‑term basis. Given the longer-term nature of these measures, the associated expenditure has been reflected within existing agency Outputs.
Agency Key Deliverables tables provide a summary of COVID-19 Response and Recovery Measures. This includes measures that have been reflected in Output Groups 89 and 90 and within existing agency Outputs.
The 2020-21 Budget provides funding to establish a central provision (within Finance-General) for currently unknown or uncertain COVID‑19 related expenditure. Funding of $145 million has been allocated to this provision. The funding within this provision will also be available to meet any additional costs associated with the implementation of recommendations of the Premier’s Economic and Social Recovery Advisory Council. See chapters 4 and 12 of this Budget Paper for more information on this provision.
Not all expenditure resulting from the impacts of the COVID-19 pandemic has been able to be explicitly captured and separately presented within the agency Budget information provided in this Budget paper. In some cases agencies may have reallocated existing resources under established Outputs to the provision of COVID‑19 related services or may have met additional costs from existing Budget allocations.
The Government’s COVID-19 Response and Recovery Measures also include measures that have impacted agency revenues. For example, the Government’s decision to freeze fees and rental charge increases has led to revenue levels below what had previously been estimated by some agencies. These impacts have not been separately identified and are in addition to general reductions in revenues as a result of changed activity levels caused by the COVID-19 pandemic.
Not all of the Government’s COVID-19 related measures are reflected in the agency estimates presented in this Budget Paper. For example, some measures included the provision of significant support through government businesses which are outside of the General Government Sector.
In response to the COVID-19 pandemic, the Premier established the Premier’s Economic and Social Recovery Advisory Council to provide advice and recommendations on how best to mitigate the economic and social impacts of the pandemic. On 20 July 2020, PESRAC released its interim report which detailed 64 recommendations for consideration. The Government has previously announced that it had accepted all 64 recommendations. Appendix 1.2 to this chapter includes a list of these recommendations and the allocated lead agency for each recommendation. Information on PESRAC, its Interim Report, and these initial recommendations is available at www.pesrac.tas.gov.au.
Six of PESRAC’s Interim Report recommendations had already been implemented prior to the release of the report. The Government has addressed a further 28 recommendations through the allocation of funding for COVID-19 Response and Recovery Measures in the 2020‑21 Budget or through existing initiatives. This funding is reflected in agency allocations detailed in this Budget Paper. Work is progressing within agencies to fully implement the remaining 30 recommendations through the use of existing agency resources, or other funding allocated in the 2020‑21 Budget. The COVID‑19 Provision established within Finance‑General is available to provide further support to the implementation of PESRAC’s recommendations, if required.
PESRAC is currently undertaking a broad-based community consultation program, working with the Tasmanian community to shape the details of the recommendations for its final report, which is due to be provided to the Government in February 2021. The timing of this final report will enable its recommendations to be fully considered by the Government in the development of the 2021-22 Budget. Funding within the COVID-19 Provision is also available to provide support for any recommendations requiring immediate implementation.
The allocation of Agency Outputs to Ministerial Portfolios included in this Budget Paper reflects the structure of the Tasmanian Government under the Administrative Arrangements Order 2020.
Each year, some agencies may change the presentation of their Outputs to improve their alignment with the services being delivered by the agency. Where this occurs, previous year estimates are recast to provide comparability with the new structure. Agencies that implemented major output restructures in 2020-21 are:
· Department of Communities Tasmania;
· Department of Health; and
· Department of State Growth.
Where a major restructure of an agency’s Outputs has been undertaken, an explanation is provided in the relevant agency chapter in this Budget Paper.
The information presented in this Budget Paper reflects the Ministerial Portfolio and departmental structure existing at the time of the preparation of the 2020-21 Budget. Appendix 1.1 provides details of this structure.
Accounting standard AASB 16 Leases came into effect from 1 July 2019, which introduced the requirements for a lease contract to be recognised as a lease liability and a right‑of‑use asset. The 2019-20 Budget included the recognition of lease liabilities and right-of-use assets for major office accommodation and motor vehicle fleet arrangements between the Department of Treasury and Finance and agencies.
Since the development of the 2019-20 Budget, the recognition methodology for leases under AASB 16 has been revised. Major office accommodation leases are now reflected in the Department of Treasury and Finance with a corresponding change in agencies financial statements. In addition, agencies use of motor vehicles is no longer classified as a lease. In these instances, the lease liability and right‑to‑use assets have been removed and the cost is reflected as an expense in impacted agency financial statements.
Treasury prepares Model Departmental Financial Statements to guide agencies in the presentation of financial information. These Model Departmental Financial Statements are revised annually to ensure that they reflect current relevant financial reporting frameworks.
Changes to the Model Departmental Financial Statements have recently been made to reflect the operation of the Financial Management Act 2016 and changes in accounting standards issued by the Australian Accounting Standards Board.
Changes to financial statements presented in this Budget Paper include:
· the introduction of the single fund Public Account;
· the treatment of Section 23 rollovers of unexpended appropriations;
· the establishment of a single comprehensive framework that sets out how revenue is to be recognised in accordance with AASB 15 Revenue from Contracts with Customers;
· the establishment of principles for not‑for‑profit entities that apply transactions where the consideration to acquire an asset is significantly less than fair value, in accordance with AASB 1058 Income of Not-for‑Profit Entities; and
· revised lease arrangements (as detailed above).
The 2019‑20 Budget reflected carry forwards of appropriation in accordance with section 8(A)(2) of the Public Account Act 1986, with unexpended balances of appropriation in a financial year transferred to relevant agency Special Deposits and Trust Fund accounts. As such, agency SDTF accounts incorporated carry forwards as increases in cash on an agency’s Statement of Cash Flows.
Following the first year of operation under the Financial Management Act 2016, the 2020‑21 Budget reflects unexpended appropriation from 2019‑20 that has been approved by the Treasurer for rollover to 2020‑21, in accordance with the section 23 of the FMA. This section provides the necessary authority for the appropriation of the Public Account in the following financial year for the amount of funds approved for rollover. Unexpended appropriation approved for rollover is identified in the Statement of Comprehensive Income as Other revenue from Government, in the Statement of Cash Flows as Appropriation receipts - other, and in the Revenue from Appropriation by Output Table as Appropriation Rollover.
Due to the timing of the 2020‑21 Budget, audited agency financial statements for 2019‑20 were not available to enable the inclusion of final opening balance entries for 2020‑21 Budget estimates. Consequently, the agency end of year Budget position and resulting opening balance for 2021 may not reflect the actual 30 June 2020 outcome. This issue specifically affects the presentation of information in the Statement of Financial Position and the Statement of Cash Flows.
This issue may also result in differences between agency Specific Purpose Account balances detailed in chapter 4 of The Budget Budget Paper No 1 (which reflect closing balances disclosed in the Treasurer’s Annual Financial Report 2019‑20) and agency Cash and deposits balances disclosed in this Budget Paper.
Revision of Opening Balance entries will be progressed after the tabling of the 2020‑21 Budget and will be included in revised Budget Estimates.
The 2019-20 Budget included agency efficiency dividends totalling $450 million over the 2019‑20 Budget and Forward Estimates. The efficiency dividends were initially included within the funding allocation for Finance‑General. Following the 2019-20 Budget, these efficiency dividends were allocated from Finance‑General to agencies with this change reflected in the 2019-20 Revised Estimates Report. The requirement for the Department of Health to achieve efficiency dividends beyond the 2019‑20 financial year was removed in the 2019-20 Revised Estimates Report.
In March 2020, in response to the COVID-19 pandemic, the Government announced a range of COVID‑19 Response and Recovery Measures to support Tasmanians, the broader community and the Tasmanian economy. This included the removal of all remaining agency efficiency dividend requirements, from 2020‑21 onwards, to support the ongoing delivery of Government services and to support the Tasmanian economy.
The removal of agency efficiency dividends was reflected in the revised fiscal estimates presented in the Economic and Fiscal Update Report - May 2020 and the Economic and Fiscal Update Report - August 2020.
The Financial Management Act 2016 commenced operation on 1 July 2019. The 2019‑20 Budget was the first Budget presented in accordance with the provisions of the FMA, and 2019‑20 was the first year to which the FMA provisions for within‑year budget management were applied. Further detail on the FMA provisions for within‑year budget management is published in Overview - Tasmania’s Financial Management Framework, and Financial Management - Better Practice Guidelines, available at www.treasury.tas.gov.au.
The Department of Treasury and Finance is continuing to work with Government entities to improve financial and budget management processes.
Budget entities continually review performance measures based on a number of factors including national approaches to performance measurement, the availability of information and the changing nature of services. This leads to changes in the performance information for some entities between Budgets.
Given the timing of the 2020‑21 Budget, agency performance information presented in this Budget Paper generally reflects actual performance outcomes for the three previous financial years (2017‑18, 2018‑19 and 2019‑20) and a target for the current Budget year. This differs to recent years where actual performance outcomes have been presented for the two previous financial years and targets have been provided for the current financial year and the Budget year.
Agency estimates for employee benefits include indexation in accordance with wage agreements existing at the time of the finalisation of Budget estimates. Following the expiry of agreements, indexation is provided at two per cent.
The information presented in the Budget Papers has been prepared and presented taking into account the following general conventions.
· Figures in tables and in the text have been rounded. Discrepancies in tables between totals and sums of component items reflect rounding. Percentage changes in all tables are based on the underlying unrounded amounts.
· The notation used in the Budget Papers is as follows:
na |
not available, or not applicable |
…. |
zero, or rounded to zero |
$'000 |
$ thousand |
$m |
$ million |
Minister |
Portfolio |
Department |
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Hon Peter Gutwein MP |
Premier |
Premier and Cabinet / Brand Tasmania |
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Treasurer |
Treasury and Finance |
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Minister for Climate Change |
Premier and Cabinet |
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Minister for Prevention of Family Violence |
Communities Tasmania |
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Minister for Tourism |
Tourism Tasmania / State Growth |
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Hon Jeremy Rockliff MP |
Deputy Premier |
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Minister for Education and Training |
Education / State Growth / TasTAFE |
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Minister for Mental Health and Wellbeing |
Health |
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Minister for Disability Services and Community Development |
Communities Tasmania |
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Minister for Trade |
State Growth |
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Minister for Advanced Manufacturing and Defence Industries |
State Growth |
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Hon Elise Archer MP |
Attorney-General |
Justice |
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Minister for Justice |
Justice |
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Minister for Corrections |
Justice |
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Minister for Building and Construction |
Justice |
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Minister for the Arts |
State Growth |
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Minister for Heritage |
Primary Industries, Parks, Water and Environment |
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Hon Guy Barnett MP |
Minister for Primary Industries and Water |
Primary Industries, Parks, Water and Environment |
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Minister for Energy |
State Growth / Treasury and Finance |
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Minister for Resources |
State Growth |
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Minister for Veterans’ Affairs |
Communities Tasmania |
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Hon Sarah Courtney MP |
Minister for Health |
Health |
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Minister for Strategic Growth |
Premier and Cabinet |
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Minister for Women |
Communities Tasmania |
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Minister for Small Business, Hospitality and Events |
State Growth |
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Minister |
Portfolio |
Department |
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Hon Michael Ferguson MP |
Minister for Finance |
Treasury and Finance |
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Minister for Infrastructure and Transport |
State Growth |
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Minister for State Growth |
State Growth |
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Minister for Science and Technology |
State Growth / Premier and Cabinet |
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Hon Roger Jaensch MP |
Minister for Housing |
Communities Tasmania |
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Minister for Environment and Parks |
Primary Industries, Parks, Water and Environment |
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Minister for Human Services |
Communities Tasmania |
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Minister for Aboriginal Affairs |
Communities Tasmania / Primary Industries, Parks, Water and Environment |
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Minister for Planning |
Justice / Treasury and Finance |
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Hon Mark Shelton MP |
Minister for Police, Fire and Emergency Management |
Police, Fire and Emergency Management |
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Minister for Local Government |
Premier and Cabinet / Primary Industries, Parks, Water and Environment |
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Hon Jane Howlett MP |
Minister for Sport and Recreation |
Communities Tasmania |
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Minister for Racing |
Primary Industries, Parks, Water and Environment |
These Statutory Authorities are established under specific legislation, which defines the purpose of the authority and the general functions for which it is responsible.
Table A1.2 identifies the current Ministerial portfolio allocations for the General Government Sector Authorities.
Statutory Authority |
Portfolio Minister |
Portfolio Department |
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Inland Fisheries Service |
Hon Guy Barnett MP |
Primary Industries, Parks, Water and Environment |
Marine and Safety Tasmania |
Hon Michael Ferguson MP |
State Growth |
Royal Tasmanian Botanical Gardens |
Hon Elise Archer MP |
Primary Industries, Parks, Water and Environment |
State Fire Commission |
Hon Mark Shelton MP |
Police, Fire and Emergency Management |
TasTAFE |
Hon Jeremy Rockliff MP |
State Growth |
Table A1.3 provides a summary of the recommendations arising from the Premier’s Economic and Social Recovery Advisory Council’s Interim Report and the lead agency currently supporting the implementation of each recommendation.
No. |
Recommendation |
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Lead Agency |
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1 |
The State Government should continue delivering clear and consistent messaging to shift the community's mindset from ‘stay home, save lives’ to the importance of all Tasmanians working towards recovery.
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Department of Premier and Cabinet |
2 |
The State Government should explain to the community its future COVID-19 management strategy including how any future outbreaks will be handled.
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Department of Health |
3 |
The State Government should explain the risk management basis of COVID-19 restrictions as those decisions are being made - including any reimposed or new restrictions.
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Department of Health |
4 |
The State Government should pay special attention to building public confidence in the capacity of Tasmania’s health system to deal with future COVID-19 outbreaks.
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Department of Health |
5 |
The State Government should give confidence to Tasmanians that control mechanisms to manage COVID-19 risks are being rigorously applied, particularly in the context of relaxing interstate border restrictions.
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Department of Health |
6 |
The State Government should further support small and medium business to access private-sector financial/business advice to assist them adapting to the post‑COVID-19 environment.
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Department of State Growth |
7 |
The State Government should provide a round of small business sustainment grants, or a loans program, for businesses transitioning to a sustainable post‑COVID-19 operating model.
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Department of State Growth |
8 |
The State Government should ensure that the Tasmanian Development Board has the capacity to support viable recovering and growing businesses by making timely decisions regarding the level of the Board’s Loans Cap.
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Department of State Growth |
No. |
Recommendation |
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Lead Agency |
9 |
The State Government should continue and extend the requirements implemented during COVID-19 for Government agencies and Government businesses to pay their Tasmanian suppliers on 14-day terms.
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Department of Treasury and Finance |
10 |
Government agencies should seek the agreement of existing major contractors to agree on 14-day terms with their Tasmanian suppliers.
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Department of Treasury and Finance |
11 |
The State Government should amend its standard contracting framework to require contractors to trade on 14-day terms with their Tasmanian suppliers.
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Department of Treasury and Finance |
12 |
The State Government should immediately modify contracts with community service providers, where performance has met expectations, to extend their duration to provide appropriate funding certainty.
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Department of Communities Tasmania |
13 |
Contracts should provide flexibility in the nature of service delivery, reflecting new models developed during COVID-19.
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Department of Treasury and Finance |
14 |
The State Government should fund a program of free VET courses in qualifications directly related to demonstrated jobs growth. These should be delivered rapidly and flexibly by TasTAFE and other training providers endorsed by industry.
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Department of State Growth |
15 |
Group training organisations, labour hire firms, and other job matching services should be funded to support recruitment, mentoring and rotation of apprentices, trainees and short-term workers across employers that cannot currently commit to long-term employment contracts.
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Department of State Growth |
16 |
The State Government should fully fund the Rapid Response Skills Initiative past 2020.
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Department of State Growth |
17 |
The State Government should enable TasTAFE to implement an internal workforce transition plan to ensure TasTAFE’s trainers have up to date and contemporary industry skills.
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Department of State Growth |
18 |
The State Government should require agencies to purchase from Tasmanian business on an ‘if not why not’ basis for at least the next two years.
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Department of Treasury and Finance |
19 |
The State Government should include in its standard government contracting framework a requirement that government contractors use local suppliers on a similar ‘if not why not’ basis.
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Department of Treasury and Finance |
No. |
Recommendation |
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Lead Agency |
20 |
Government businesses should be subject to as strong buying local requirements as government agencies.
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Department of Treasury and Finance |
21 |
The State Government should work in a consultative way – including across relevant State government agencies and government businesses – with peak business groups, industry and sector leaders to support initiatives across sectors to ‘Buy Tasmanian’ products and services including the Brand Tasmania ‘Showcase Initiative’.
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Department of Premier and Cabinet |
22 |
Areas of government responsible for planning decisions, permits and related approvals, including the Land Titles Office, should be fully resourced to ensure timely decision-making.
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Department of Premier and Cabinet |
23 |
The State Government should fast-track the implementation of statutory timeframes for TasNetworks and TasWater to deliver infrastructure permits for development projects.
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Department of State Growth |
24 |
Reforms under consideration to deliver a fit-for-purpose building and construction regulatory framework should be given the strongest-possible mandate and priority for completion.
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Department of Premier and Cabinet |
25 |
Local government should prioritise the resourcing of development applications and planning approvals to ensure that legislative timeframes are met, if not bettered.
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Department of Premier and Cabinet |
26 |
The State Government should change the regulatory framework for developments that fall within ‘no permit required’ and ‘permitted use’ under planning schemes to deliver an efficient and timely approach for dealing with planning outcomes.
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Department of Premier and Cabinet |
27 |
The Government should take a much more active approach to engaging with the private sector to facilitate major projects in Tasmania.
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Department of State Growth |
28 |
The State Government should carefully manage the roll-out of its ‘Construction Blitz’ program. The flow of housing construction should be scheduled to deliver the intended stimulatory effect without over-heating the industry.
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Department of Communities Tasmania |
29 |
The State Government should further support all enterprises adapting to new COVID-19 Safe Workplace requirements.
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Department of Premier and Cabinet |
30 |
The compliance arrangements need to be clear and as simple as possible, and penalties limited to genuinely recalcitrant non-compliers.
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Department of Premier and Cabinet |
No. |
Recommendation |
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Lead Agency |
31 |
Simple templates and tools should be made widely available and small organisations given proactive assistance to meet their minimum requirements.
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Department of Justice |
32 |
Common approaches for common situations should be encouraged, not bespoke arrangements for each situation.
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Department of Justice |
33 |
The State Government should engage with Volunteering Tasmania to develop support measures to enable organisations to retain and attract volunteers.
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Department of Communities Tasmania |
34 |
Workplace Standards should make special efforts, including by providing simple templates, to assist volunteer-based organisations develop COVID-19 Safety Plans.
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Department of Justice |
35 |
The State Government should take a leadership role in collaborating with all Tasmania’s elected representatives, to ensure a common voice in lobbying the Australian Government to: - provide a transition path for COVID-19 income supplements; - provide a transition path for JobKeeper for all sectors, and particularly those most exposed to closed international borders and physical distancing requirements; - continue the International Freight Assistance Mechanism while there is a material reduction in air capacity into key markets; and - extend beyond September the current relaxed insolvency measures for enterprises.
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Department of Premier and Cabinet |
36 |
The State Government should take all appropriate steps to re-establish visitor access to Tasmania at maximum feasible capacity once border controls allow demand to resume. This should include appropriate liaison with the Access Working Group, and should focus on both air and sea access, as well as the best evolving balance between them.
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Tourism Tasmania |
37 |
The State Government should provide clear direction to the TT-Line Board that it is to lead not lag passenger capacity into Tasmania, particularly in the absence of substantial air access.
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Department of State Growth |
38 |
The State Government should build on the current intrastate and interstate marketing campaign by developing additional cost-effective practical initiatives to drive spending.
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Tourism Tasmania |
39 |
The State Government should implement and fund the Community Arts and Cultural Development strategy.
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Department of State Growth |
No. |
Recommendation |
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Lead Agency |
40 |
The State Government should drive the development of effective job placement approaches that enable regional led solutions and provide for employer and job-seeker matching at a local level.
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Department of Premier and Cabinet |
41 |
The State Government should accelerate existing strategies to deliver improved educational opportunities that meet individual student needs as well as providing clearer pathways to jobs in identified post-COVID-19 industry priority areas, the training system and university.
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Department of Education |
42 |
The State Government should rigorously monitor and enforce apprentice requirements for government building and construction works as required in the Building and Construction Training Policy.
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Department of State Growth |
43 |
A similar model should be applied to capital work programs for government businesses.
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Department of State Growth |
44 |
The roll-out of the affordable housing stimulus as part of the ‘Construction Blitz’ program should contain apprenticeship requirements on a similar basis to those that apply to the Government’s own construction program.
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Department of Communities Tasmania |
45 |
The State Government should extend the payroll tax rebate schemes for youth employees, and for apprentices and trainees.
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Department of Treasury and Finance |
46 |
The State Government should implement a structured approach to increasing the share of its own workforce represented by young people.
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Department of Premier and Cabinet |
47 |
The State Government should support further industry programs to enhance workplace cultural change and development pipelines for women.
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Department of Premier and Cabinet |
48 |
The Tasmanian State Sector should create traineeship pipelines within Government and maintain at least gender parity in recruitment.
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Department of Premier and Cabinet |
49 |
Government agencies should embed flexible working arrangements delivered successfully through the COVID-19 suppression period, to support the recruitment and advancement of women in the State Service.
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Department of Premier and Cabinet |
50 |
The State Government should prioritise work, including shared data capability, to identify, engage and support vulnerable cohorts that may have ongoing disproportionate adverse impacts during recovery, including through disruption to education, training, and employment.
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Department of Premier and Cabinet |
No. |
Recommendation |
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Lead Agency |
51 |
Vulnerable Students Panels across all sectors should be continued, appropriately resourced, embedded within the education system and bolstered by a comprehensive case management system.
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Department of Education |
52 |
The State Government should review its capital program and place a higher weighting on distributing activity towards smaller-scale regional projects.
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Department of Treasury and Finance |
53 |
The State Government should use its influence to encourage government businesses and other public-sector infrastructure providers to establish capital project priorities that place a higher weighting on distributing activity towards smaller-scale regional projects.
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Department of State Growth |
54 |
The State Government, with the support of the Australian Government, should address digital inclusion and equity across Tasmanian communities, including by: - addressing critical regional mobile and internet black spots; and - making available at little or no cost, devices and other resources needed to enable disadvantaged Tasmanians to engage in education, employment and to seek the assistance they may require from support services, regardless of location.
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Department of State Growth |
55 |
The State Government should expand the roll out of digital literacy initiatives in communities around Tasmania utilising existing networks such as Libraries Tasmania and Service Tasmania.
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Department of Premier and Cabinet |
56 |
The State Government should work with regional councils to explore innovative approaches to community transport to better connect people living in regional areas to education and work opportunities.
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Department of Premier and Cabinet |
57 |
The State Government should quickly review how the additional COVID-19 government funding for mental health; family violence; and emergency food relief has been used and the outcomes delivered.
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Department of Communities Tasmania |
58 |
Monitoring and rapid contingency planning should be undertaken to ascertain if further additional funding is needed across these important community impact areas.
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Department of Communities Tasmania |
59 |
In developing COVID-19 Safe Workplace approaches, the State Government should prioritise restoring face-to-face service delivery (directly and through purchased services), particularly for community support services.
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Department of Premier and Cabinet |
No. |
Recommendation |
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Lead Agency |
60 |
Where digital service delivery has delivered improved outcomes from a client perspective, those changes should be maintained.
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Department of Premier and Cabinet |
61 |
The State Government should develop and provide Tasmanians with a ‘whole of population screening tool’ so the general public can ‘check in’ on their mental health and seek help early if needed. This should be supported by a public awareness campaign to prevent long-term impacts and raise awareness of the newly-funded access points for help.
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Department of Communities Tasmania |
62 |
The State Government should plan and transition from increased emergency food relief provision towards community-based and school-based food security models.
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Department of Communities Tasmania |
63 |
The State Government should implement a regionally-based model for coordinating the recovery journey.
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Department of Premier and Cabinet |
64 |
The State Government should accelerate the Tasmanian State Service Review.
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Department of Premier and Cabinet |