2     Department of Communities Tasmania

Agency Outline

The Department of Communities Tasmania is responsible for delivering integrated services that aim to create strong, resilient and active communities. The Department reports to the: Minister for Aboriginal Affairs, Minister for Human Services, and Minister for Housing, Hon Roger Jaensch MP; Minister for Disability Services and Community Development, Hon Jeremy Rockliff MP; Minister for the Prevention of Family Violence, Hon Peter Gutwein MP, Premier of Tasmania; Minister for Sport and Recreation, Hon Jane Howlett MP; Minister for Veterans’ Affairs, Hon Guy Barnett MP; and Minister for Women, Hon Sarah Courtney 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 children and young people in relation to child safety, out of home care and youth justice, including operation of the Ashley Youth Detention Centre;

·       funding a 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, carers and the LGBTIQ+ community to enhance access and participation;

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

·       leading 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 2020-21 and over the Forward Estimates (2021-22 to 2023-24). 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 being undertaken by the Department.

In addition to the important key deliverables identified in the below table, the agency is also taking action to support the implementation of the important recommendations included in the Premier’s Economic and Social Recovery Advisory Council’s Interim Report which have been endorsed by the Government. Where specific additional funding is not required, recommendations are being implemented within existing agency resources.

Table 2.1:         Key Deliverables Statement

 

2020-21

 

Budget

2021-22

Forward

Estimate

2022-23

Forward

Estimate

2023-24

Forward

Estimate

 

$'000

$'000

$'000

$'000

 

 

 

 

 

COVID-19 Response and Recovery Measures1

 

 

 

 

Child Safety System

2 103

….

….

….

Community Support Fund

500

….

….

….

Emergency Accommodation Assistance

23 012

….

….

….

Emergency Accommodation Support ‑ Frontline Workers

929

….

….

….

Emergency Food Relief Providers2

826

775

….

….

Emergency Relief Payments

1 132

….

….

….

Family Violence Prevention

2 333

….

….

….

Improving the Playing Field

5 000

5 000

….

….

National Partnership Agreement ‑ COVID-19 Domestic and Family Violence Responses3

1 385

2 123

….

….

No Interest Loan Scheme Increase

500

….

….

….

Private Rental Incentive Scheme

1 250

750

….

….

Public Building Maintenance Program

5 168

2 000

….

….

Returned Service League Support

275

….

….

….

Sport and Recreation Support

917

….

….

….

Statewide Safe Spaces

8 597

8 210

….

….

Support for Temporary Visa Holders

1 274

….

….

….

TasCOSS

175

175

….

….

 

 

 

 

 

Other Key Deliverables

 

 

 

 

Affordable Housing Action Plan (2019-23) ‑ Operational Costs

 

 

 

 

Burnie Youth Foyer

….

….

339

347

Hobart Youth Foyer

….

….

339

347

Launceston Youth at Risk

…..

452

880

900

Magnolia House Expansion

….

….

282

288

Southern Men’s Supported Accommodation

600

123

123

123

Thyne House Expansion

….

….

282

288

 

Table 2.1:         Key Deliverables Statement (continued)

 

2020-21

 

Budget

2021-22

Forward

Estimate

2022-23

Forward

Estimate

2023-24

Forward

Estimate

 

$'000

$'000

$'000

$'000

 

 

 

 

 

Other Key Deliverables (continued)

 

 

 

 

AFL Tasmania

500

500

500

500

Basketball Tasmania

250

250

250

250

Closing the Gap including Aboriginal Affairs Reset

335

335

335

335

Cricket Tasmania

260

260

260

260

Loaves and Fishes Emergency Food Relief2

185

….

….

….

Football Tasmania

150

150

….

….

Out of Home Care Demand Growth4

18 750

14 832

10 802

10 802

Silverdome Operating Costs

500

500

500

500

Sports Facilities Strategy

250

….

….

….

Supporting Industry Pipelines for Women

200

200

….

….

Tasmania’s Multicultural Policy and Action Plan 2019-2022

390

390

….

….

Ticket to Play

1 000

1 000

1 000

1 000

Volunteering Tasmania

88

175

88

….

 

 

 

 

 

Notes:

1.    Some COVID-19 Response and Recovery Measures include expenditure funded by the rollover of unexpended appropriation from 2019-20 and may therefore not match funding for relevant outputs presented in the Revenue from Appropriation by Output table.

2.    COVID-19 Emergency Food Relief Providers includes $676 000 for 2020-21 allocated from the Community Support Fund initiative; with a further $150 000 allocated to 2020‑21 and $775 000 allocated to 2021‑22. A further $185 000 is allocated in 2020‑21, as announced in the Premier’s 2020 State of the State address.

3.    This item reflects expenditure associated with the National Partnership Agreement for COVID-19 Domestic and Family Violence Responses.

4.    Additional funding of $18.8 million in 2020-21, $14.8 million in 2021-22, and $10.8 million ongoing from 2022-23 is provided to assist in meeting the cost of Out of Home Care.


 

COVID-19 Response and Recovery Measures

Child Safety System

Funding of $2.1 million is provided in 2020-21 to support a range of child safety initiatives as part of the COVID-19 response. A total of $2.5 million has been provided over two years, from 2019‑20, under this initiative to provide:

·       one-off $200 payments to foster and kinship carers for essential cleaning and hygiene products;

·       one-off $200 payments for children/young people in care to ensure they have internet access and are provided with mobile technology;

·       up to $1.2 million for an enhanced After-Hours Response Service to deliver additional after hours support for children and families at risk;

·       $480 000 to enable the Therapeutic Residential Care program to keep one additional house open for a sixmonth period;

·       $50 000 to CREATE to enable enhanced engagement and advocacy for children and young people in foster care, kinship care and residential care;

·       $200 000 to establish an informal kinship carer liaison and support function;

·       $53 000 to extend the Carer Support Hotline; and

·       $70 000 for the Flexible Active Families Fund to support children and families receiving family preservation or family restoration services or Intensive Family Engagement Services, to access essential cleaning and hygiene products and mobile communication technologies.

Community Support Fund

The Community Support Fund was initially announced as a $5 million fund to provide support to Tasmania’s most vulnerable through food relief, emergency accommodation, essential transport and effective communication to ensure those Tasmanians susceptible to being disconnected stay connected and aware of the ever-changing environment. The Fund included:

·       $1 million for emergency accommodation;

·       $1.2 million for food relief to assist with the acquiring, production and disbursement of food to those Tasmanians unable to access healthy and nutritional meals;

·       $1 million for Non-Government Organisations to support vulnerable people in self isolation and mandatory quarantine through the provision of food hampers, medical supplies or counselling;

·       $130 000 to Volunteering Tasmania to assist in mobilising volunteers in Tasmania;

·       $580 000 to community organisations to support ongoing coordination and effective communication and dissemination of information to the community sector;

·       $700 000 for Neighbourhood Houses so that each of the 35 Houses can receive an additional $20 000 to ensure they are able to continue to support those people within their communities who are isolated and need extra support;

·       $65 000 to Tasmanian Men’s Sheds to help people stay connected with their local Shed;

·       $260 000 to Community Transport Services Tasmania to continue to maintain essential transport for Tasmania’s most vulnerable to ensure each member of our community has access to basic services; and

·       $15 000 to National Disability Services Tasmania to support those with disability to face the additional challenges caused by COVID-19.

The majority of this Community Support Fund was spent in 2019-20. In 2020-21, there is a final payment of $100 000 for community sector support and $400 000 is available for NGOs.

Emergency Accommodation Assistance

Emergency accommodation is provided for those who are required to quarantine and/or self-isolate due to the COVID-19 pandemic. An initial allocation of $1 million was provided under the Emergency Accommodation Assistance initiative in 2019‑20. A further $1 million was provided under the Community Support Fund when it was announced. The Fund was then enhanced to provide a further $31.7 million for emergency accommodation and hotel quarantine costs. A total allocation of $33.7 million was provided for emergency accommodation and hotel quarantine costs, of which $23 million is available in 2020-21.

Emergency Accommodation Support ‑ Frontline Workers

Funding of $1 million was provided specifically for emergency accommodation for frontline workers, of which $929 000 is available in 2020-21.

Emergency Food Relief Providers

Funding has been made available to a range of organisations including Loaves and Fishes Tasmania, Foodbank Tasmania, Meals on Wheels, Hamlet, Waterbridge Food Cooperative and Scrubby Hill Farm to provide emergency food relief. Funding has been allocated as part of the Premier’s State of the State address, and as part of the COVID-19 pandemic response. Payments of $540 000 were made in 2019-20, with $1 million allocated in 2020-21 and $775 000 allocated in 2021-22.

Emergency Relief Payments

Funding of $1.3 million over two years was announced for Pandemic Isolation Assistance Grants. Grants are available to support low-income persons, casual workers and self-employed persons required to self-isolate due to COVID-19 risk. The eligibility criteria for Pandemic Isolation Assistance Grants was extended in August 2020 to include Pandemic Leave Disaster Payments for individuals required to stay home from work because they have COVID-19 or have been in close contact with someone who has COVID-19, and they have no available sick leave entitlements.

Funding of $1.1 million is available in 2020-21 for emergency relief payments.


 

Family Violence Prevention

Funding of $2.3 million is provided in 2020-21 to support a range of initiatives to respond to family violence as part of the response to the COVID-19 pandemic. A total of $2.7 million over two years was announced under this initiative including:

·       $310 000 for community-based specialist family violence support services to increase the services operational capacity;

·       $100 000 to establish a one-off flexible support package to assist and support family violence victims/survivors leaving abusive relationships to access essential items and/or emergency accommodation;

·       $260 000 to increase the Rapid Rehousing pool by an additional 20 properties for transitional housing for up to 12 months for families and individuals leaving a violent relationship;

·       $1.9 million to increase the capacity of Safe at Home: Tasmania’s integrated criminal justice response to family violence;

·       $100 000 for primary prevention awareness campaign; and

·       $5 000 for crisis accommodation services to purchase materials for children’s entertainment and education purposes during self-isolation.

Improving the Playing Field

The Improving the Playing Field Grants program allocates $5 million per annum in 2020-21 and 2021-22 to support the State’s sport and recreation sector. Grants will be considered for local councils, sporting organisations and clubs to build new facilities and upgrade existing amenities.

National Partnership Agreement ‑ COVID-19 Domestic and Family Violence Responses

The NPA provides total funding of $3.6 million for a range of initiatives to ensure the safety of women and their children experiencing, or at risk of experiencing, domestic, family and sexual violence during the COVID-19 pandemic. Funding of $1.4 million is allocated to 2020-21 and $2.1 million to 2020‑21 ($128 000 was spent in 2019‑20).

No Interest Loan Scheme Increase

Additional funding of $1 million over two years is provided to increase the provisions of loans under the No Interest Loans Scheme. This increase in funding will enable further loans to be provided to healthcare card recipients and ensure that NILS has the capacity to meet the anticipated demand for loans as the full impact of the COVID‑19 pandemic unfolds. Funding of $500 000 is provided in 2020-21.

Private Rental Incentive Scheme

Funding of $2 million is provided over two years for the Private Rental Investment Scheme to assist eligible low‑income Tasmanians access affordable private rental properties. Funding of $1.3 million is provided in 2020‑21.


 

Public Building Maintenance Program

Funding of $5.2 million is provided in 2020-21 as part of the Government’s $70 million Public Building Maintenance Program. The Department received a total allocation of $12 million over three years, which will primarily provide for maintenance on Housing Tasmania properties, with a small component for identified works at the Silverdome site. Payments of $4.8 million were made in 2019-20.

Returned Service League Support

Funding of $500 000 was provided over two years, from 2019‑20, to commercial trading RSL sub‑branches and ex‑serving organisations impacted by COVID-19 to assist them to find stability through these times of uncertainty and continue to support their veteran community. Funding of $275 000 is available in 2020‑21.

Sport and Recreation Support

Funding of $2.8 million was provided over two years, from 2019‑20, for sport and recreation grants to support the ongoing viability and operations of sporting organisations. Funding of $917 000 is available in 2020-21.

Statewide Safe Spaces

Initially funding of $4.3 million was provided over two years, from 2019‑20, including:

·       $2.6 million to expand the Safe Night Space pilot, which has provided a safe overnight refuge for people sleeping rough;

·       $1.1 million for brokered accommodation and mental health supports; and

·       $514 000 to support young people under 16 years of age at risk of homelessness by increasing capacity to deliver services such as intensive case management, outreach support, mediation and family reunification.

Additional funds of $14.3 million have been allocated across 2020-21 and 2021-22 to continue the Safe Night Safe Spaces program and the mental health supports for homeless clients. These additional funds bring the total funding for Statewide Safe Spaces to $18.5 million. Funding of $8.6 million is available in 2020-21 and $8.2 million in 2021-22.

Support for Temporary Visa Holders

Funding of $3 million was provided over two years from 2019-20 for:

·       the extension to the eligibility for Pandemic Isolation Assistance Grants to include temporary Visa holders that can demonstrate genuine financial hardship as a result of the COVID-19 pandemic;

·       additional funding to non-government organisations to provide additional emergency relief and assistance where required;

·       travel advice and financial assistance for temporary Visa holders to return to their home country; and

·       assistance for industry sectors or employers who want to retain their employees, because of their specialist skills, in the State.

Funding of $1.3 million is provided in 2020-21.

TasCOSS

Funding of $350 000 is provided over two years from 2020-21 for TasCOSS to assist the Tasmanian community service industry to ensure it is resilient and prepared to respond and adapt to Tasmania’s COVID-19 challenges and contribute to its recovery.

Other Key Deliverables

Affordable Housing Action Plan (2019-2023) ‑ Operational Costs

Funding is allocated in the 2020‑21 Budget for the operational costs of the Burnie Youth Foyer, Hobart Youth Foyer, Launceston Youth at Risk centre, Magnolia House Expansion, Southern Men’s Supported Accommodation and Thyne House Expansion that will be developed as part of the Affordable Housing Action Plan (2019-2023).

AFL Tasmania

Funding of $2 million is provided over four years from 2020‑21 for AFL Tasmania to continue to support grassroots football development.

Basketball Tasmania

Funding of $1 million is provided over four years from 2020‑21 to continue the funding agreement with Basketball Tasmania to enable three Tasmanian NBL1 (formerly SEABL) clubs to deliver school basketball clinics across the State.

Closing the Gap including Aboriginal Affairs Reset

Funding of $300 000 per annum is provided from 2020‑21 for the Closing the Gap Refresh initiative to allow Tasmania to contribute to the national funding pool to build the capacity of the Aboriginal community‑controlled services sector and develop the implementation plan for Closing the Gap Refresh. In addition, funding of $35 000 per annum is provided for the Aboriginal Affairs Reset initiative. For 2020‑21, this includes funding of $30 000 to support Aboriginal organisations and $5 000 for the Young Aboriginal Tasmanian Leaders scholarship program.

Cricket Tasmania

Funding of $1 million is provided over four years from 2020‑21 to support cricket development and the hosting of Big Bash League and Women’s Big Bash League matches throughout the State.

Loaves and Fishes Emergency Food Relief

Funding of $185 000 was announced in the Premier’s State of the State address for emergency food relief. Other food relief funding is provided as part of COVID-19 Response and Recovery Measures as outlined earlier in this section.

Football Tasmania

Funding of $300 000 over two years from 2020‑21 is provided for Football Tasmania to leverage the FIFA 2023 Women’s World Cup and grow women’s and girl’s football in Tasmania.

Out of Home Care Demand Growth

Additional funding of $18.8 million in 2020-21, $14.8 million in 2021-22, and $10.8 million ongoing from 2022-23 is provided to assist in meeting the cost of Out of Home Care. The majority of the children in OOHC are in placements with foster carers, kinship carers or organisations that provide a level of specialised service, for example, to keep siblings together.

There are also a small number of children that need specialised services to keep them safe and to provide therapeutic interventions.

Silverdome Operating Costs

Funding of $500 000 per annum from 2020‑21 is provided to assist with meeting the annual operating cost of the Silverdome.

Sports Facilities Strategy

Funding of $250 000 is provided in 2020-21 for the development of a statewide strategy to inform future sport and recreation facility investment decisions, supporting the opportunity for Tasmanians to engage in physical activity.

Supporting Industry Pipelines for Women

Funding of $400 000 over two years from 2020‑21 is provided for measures to support industry to attract and retain women into non-traditional fields and to support leadership pipelines for women in these fields.

Tasmania’s Multicultural Policy and Action Plan 2019-2022

Funding of $780 000 is provided over two years from 2020‑21. Each year this includes: $300 000 for the Safe Haven Hub to support migrants to obtain work or find a pathway to employment through education and training; $50 000 for the Moonah Multicultural Hub that provides a venue for ethnic groups to meet, share, learn and celebrate; $20 000 to the Interpreter Scholarship Program to ensure that there are interpreters available in Tasmania with the required National Accreditation Authority for Translators and Interpreters accreditation; and $20 000 for the My Transitions Program to support Years 11 and 12 students to transition into post‑compulsory education, training or employment.

Ticket to Play

Funding of $4 million over four years is provided from 2020‑21 for the Ticket to Play Sports Voucher Program. The Program provides two vouchers of up to $100 each to eligible Tasmanians aged five to 18, to contribute towards sporting club membership costs.

Volunteering Tasmania

Funding of $351 000 over three years from 2020‑21 is provided to Volunteering Tasmania to support the re‑engagement of volunteers across Tasmania to ensure that community programs, services and activities are viable.

Output Group Restructure

The former Output Group 1 ‑ Children Services System Management, and Output Group 2 ‑ Children Services have been combined and are now Output Group 1 - Children Services. Also, the former Output Group 4 ‑ Housing Services System Management, and Output Group 5 ‑ Housing Services have been combined and are now Output Group 3 ‑ Housing Services. These changes have also resulted in a renumbering of other Output Groups. Output Group 5 has been renamed Safe Homes, Families, Communities.

Output Information

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

·       Output Group 1 ‑ Children Services;

·       Output Group 2 ‑ Independent Children’s and Young Person’s Review Service;

·       Output Group 3 ‑ Housing Services;

·       Output Group 4 ‑ Disability Services and Community Development;

·       Output Group 5 ‑ Safe Homes, Families, Communities;

·       Output Group 89 - Public Building Maintenance Program; and

·       Output Group 90 - COVID‑19 Response and Recovery.

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

COVID-19 Response and Recovery Measures

To enable the presentation of this important information, new Output Groups have been established. Output Group 89 - Public Building Maintenance Program, reflects expenditure under the Government’s Public Building Maintenance Program and Output Group 90 - COVID-19 Response and Recovery, reflects expenditure allocated to specific Government COVID-19 response and recovery initiatives. Further information in relation to these outputs is provided in the Key Deliverables section of this chapter.


 

Table 2.2:         Output Group Expense Summary

 

2019‑20 

2020‑21 

2021‑22 

2022‑23 

2023‑24 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Minister for Sport and Recreation

 

 

 

 

 

 

 

 

 

 

 

Output Group 4 - Disability Services and Community Development

 

 

 

 

 

4.7 Sport and Recreation1

28 115 

33 601 

15 052 

11 931 

11 540 

 

28 115 

33 601 

15 052 

11 931 

11 540 

Output Group 90 - COVID-19 Response and Recovery

 

 

 

 

 

90.8 Sport and Recreation Support

.... 

917 

.... 

.... 

.... 

90.17 Improving the Playing Field

.... 

5 000 

5 000 

.... 

.... 

 

.... 

5 917 

5 000 

.... 

.... 

 

 

 

 

 

 

Grants and Subsidies

500 

500 

500 

500 

500 

 

 

 

 

 

 

Minister for Human Services

 

 

 

 

 

 

 

 

 

 

 

Output Group 1 - Children Services

 

 

 

 

 

1.1 Children Services2

154 047 

159 471 

149 183 

145 058 

147 926 

 

154 047 

159 471 

149 183 

145 058 

147 926 

Output Group 2 - Independent Children's and Young Person's Review Service

 

 

 

 

 

2.1 Office of the Commissioner for Children and Young People

1 335 

1 369 

1 435 

1 467 

1 504 

 

1 335 

1 369 

1 435 

1 467 

1 504 

Output Group 4 - Disability Services and Community Development

 

 

 

 

 

4.1 Community Services3

27 052 

31 127 

34 979 

35 079 

33 726 

 

27 052 

31 127 

34 979 

35 079 

33 726 

Output Group 89 - Public Building Maintenance Program

 

 

 

 

 

89.1 Public Building Maintenance Program4

.... 

915 

.... 

.... 

.... 

 

.... 

915 

.... 

.... 

.... 

Output Group 90 - COVID-19 Response and Recovery

 

 

 

 

 

90.2 Community Support Fund

.... 

24 223 

.... 

.... 

.... 

90.3 Emergency Relief Payments

.... 

1 132 

.... 

.... 

.... 

90.4 Emergency Accommodation Support

.... 

929 

.... 

.... 

.... 

90.5 No Interest Loan Scheme Increase

.... 

500 

.... 

.... 

.... 

90.6 Child Safety System

.... 

2 103 

.... 

.... 

.... 

90.15 TasCOSS

.... 

175 

175 

.... 

.... 

 

.... 

29 062 

175 

.... 

.... 

 

Table 2.2:         Output Group Expense Summary (continued)

 

2019‑20 

2020‑21 

2021‑22 

2022‑23 

2023‑24 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Minister for Aboriginal Affairs

 

 

 

 

 

 

 

 

 

 

 

Output Group 4 - Disability Services and Community Development

 

 

 

 

 

4.4 Aboriginal Affairs5

1 435 

1 943 

1 692 

1 735 

1 652 

 

1 435 

1 943 

1 692 

1 735 

1 652 

 

 

 

 

 

 

Minister for Women

 

 

 

 

 

 

 

 

 

 

 

Output Group 4 - Disability Services and Community Development

 

 

 

 

 

4.5 Women's Policy6

609 

834 

855 

663 

622 

 

609 

834 

855 

663 

622 

 

 

 

 

 

 

Minister for Housing

 

 

 

 

 

 

 

 

 

 

 

Output Group 3 - Housing Services

 

 

 

 

 

3.1 Housing Services7

139 859 

142 235 

138 914 

142 529 

143 272 

 

139 859 

142 235 

138 914 

142 529 

143 272 

Output Group 90 - COVID-19 Response and Recovery

 

 

 

 

 

90.1 Private Rental Incentive Scheme

.... 

1 250 

750 

.... 

.... 

90.10 Statewide Safe Spaces

.... 

8 597 

8 210 

.... 

.... 

 

.... 

9 847 

8 960 

.... 

.... 

 

 

 

 

 

 

Capital Investment Program8

6 877 

25 550 

48 040 

35 241 

49 031 

 

 

 

 

 

 

Special Capital Investment Funds

1 085 

1 673 

.... 

.... 

.... 

 

 

 

 

 

 

Minister for Disability Services and Community Development

 

 

 

 

 

 

 

 

 

 

 

Output Group 4 - Disability Services and Community Development

 

 

 

 

 

4.2 Disability Services9

239 738 

242 671 

246 191 

255 157 

264 384 

4.3 Community Development - Policy Advice and Ongoing Community Development10

17 188 

12 748 

11 157 

10 642 

10 590 

 

256 926 

255 419 

257 348 

265 799 

274 974 

 


 

Table 2.2:         Output Group Expense Summary (continued)

 

2019‑20 

2020‑21 

2021‑22 

2022‑23 

2023‑24 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Output Group 90 - COVID-19 Response and Recovery

 

 

 

 

 

90.11 Support for Temporary Visa Holders

.... 

1 274 

.... 

.... 

.... 

90.16 Emergency Food Relief Providers

.... 

150 

775 

.... 

.... 

 

.... 

1 424 

775 

.... 

.... 

 

 

 

 

 

 

Grants and Subsidies

6 793 

7 097 

7 239 

7 384 

7 532 

 

 

 

 

 

 

Minister for Veterans' Affairs

 

 

 

 

 

 

 

 

 

 

 

Output Group 4 - Disability Services and Community Development

 

 

 

 

 

4.6 Veterans’ Affairs11

713 

776 

537 

554 

562 

 

713 

776 

537 

554 

562 

Output Group 90 - COVID-19 Response and Recovery

 

 

 

 

 

90.9 Returned Service League Support

.... 

275 

.... 

.... 

.... 

 

.... 

275 

.... 

.... 

.... 

 

 

 

 

 

 

Minister for the Prevention of Family Violence

 

 

 

 

 

 

 

 

 

 

 

Output Group 5 - Safe Homes, Families, Communities

 

 

 

 

 

5.1 Safe Homes, Families, Communities: Tasmania’s action plan for family and sexual violence 2019‑202212

8 714 

15 450 

10 669 

.... 

.... 

 

8 714 

15 450 

10 669 

.... 

.... 

Output Group 90 - COVID-19 Response and Recovery

 

 

 

 

 

90.7 Family Violence Prevention

.... 

2 333 

.... 

.... 

.... 

 

.... 

2 333 

.... 

.... 

.... 

 

 

 

 

 

 

TOTAL

634 060 

726 818 

681 353 

647 940 

672 841 

 

 

 

 

 

 

Notes:

1.    The increase in Sport and Recreation in 2020-21 includes rollovers of unexpended appropriation from 2019‑20 approved in accordance with the Financial Management Act 2016 for projects that experienced delays; and additional funds for key deliverables. The decrease over the Forward Estimates primarily reflects the completion of 2018 election commitments and expiry of one‑off grants.

2.    The increase in Children Services in 2020-21 primarily reflects the additional funding provided for Out of Home Care. The variation over the Forward Estimates reflects the decreasing profile of additional funding allocated for Out of Home Care, as outlined in the Key Deliverables section. The decrease from 2020-21 to 2021-22 also reflects the completion of 2018 election commitments.

3.    The increase in Community Services in 2020-21 and 2021-22 primarily reflects additional funding for the Equal Remuneration Order. The decrease in 2023‑24 reflects the completion of 2018 election commitments.

4.    Funding of $4.3 million relating to 2020‑21 is capitalised. Further information in relation to the works being undertaken with this funding is provided in the Key Deliverables section of this chapter.

5.    The increase in Aboriginal Affairs in 2020-21 primarily reflects the rollover of unexpended appropriation from 2019-20 approved in accordance with the Financial Management Act 2016 for the Supporting the Reset Aboriginal Affairs program.

6.    The variation in Women’s Policy in 2020-21 and 2021-22 reflects the additional funding for Supporting Industry Pipelines for Women initiative.

7.    The variation in Housing Services reflects changes to funding under the National Housing and Homelessness Agreement, and the additional funding for the Affordable Housing Action Plan (2019-2023) ‑ Operational Costs.

8.    The variation in the Capital Investment Program reflects the timing of CIP expenditure that is not capitalised. Further details are provided in the CIP section of this chapter.

9.    The increase in Disability Services primarily reflects Tasmania's contribution towards the NDIS and additional funding for the disability services that remain the responsibility of the Tasmanian Government.

10.  The variation in Community Development - Policy Advice, and Ongoing Community Development in 2020-21 and over the Forward Estimates reflects the completion of one-off grants and 2018 election commitments.

11.  The decrease in Veterans’ Affairs over the Forward Estimates reflects the completion of 2018 election commitments.

12.  The variation in Safe Homes, Families, Communities reflects the rollover of unexpended appropriation from 2019-20 approved in accordance with the Financial Management Act 2016 and additional funds for the NPA on COVID-19 Domestic and Family Violence Responses.

 

 

 

 

 


 

Output Group 1:    Children Services

1.1 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, families and carers are safe and well.

Table 2.3:         Performance Information - Output Group 1

Performance Measure

Unit of

 Measure

2017-18 Actual

2018-19 Actual

2019-20 Actual

2020-21 Target

 

 

 

 

 

 

Children Services

 

 

 

 

 

Contacts to the Strong Families Safe Kids Advice and Referral Line1,2,3,4

Number

na

7 774

12 222

12 500

Children in notifications (per 1 000 of population)1,5,6,7

Rate

54.3

36.0

14.8

15.0

Contacts to the Advice and Referral Line resolved with a referral to family support or other services1,2,3,8

Number

na

351

824

850

Referrals to the Child Safety Service for Assessment1,2,9

Number

1 291

1 353

797

800

Average daily children pending Child Safety Service assessment10,11

Number

38.0

147.8

41.0

20.0

Assessment outcome determined within 28 days1,5,12,13

%

16.7

7.1

6.8

7.0

Children who were the subject of a substantiation during the previous year, who were the subject of a subsequent substantiation within 12 months5,14

%

19.5

19.6

15.7

15.0

Average daily children in out of home care1,15

Number

1 009.8

1 065.1

1 102.9

1 100.0

Children with approved case and care plans5

%

54.4

64.5

74.0

85.0

Foster care households with five or more foster children5,16

%

6.1

5.2

4.7

3.4

Children in out of home care who had 3+ non‑respite placements in the last 12 months15

%

5.7

6.9

4.1

4.0

 

 

 

 

 

 

Custodial Youth Justice

 

 

 

 

 

Average daily young people in Youth Justice detention1

Number

11.4

11.5

15.4

15.0

Distinct number of young people in Youth Justice detention1

Number

58

62

54

60

 


 

Table 2.3:         Performance Information - Output Group 1 (continued)

Performance Measure

Unit of

 Measure

2017-18 Actual

2018-19 Actual

2019-20 Actual

2020-21 Target

 

 

 

 

 

 

Community Youth Justice

 

 

 

 

 

Average daily young people in Community Youth Justice1,17

Number

182.4

212.9

193.2

200.0

Distinct number of young people in Community Youth Justice1,17

Number

399

415

391

420

Community Service Orders completed before the statutory expiry date18

%

83.8

94.4

67.0

90.0

Youth Justice Community conferences held within six weeks of receipt of referral for conference18

%

83.8

83.7

70.8

90.0

 

 

 

 

 

 

Program Support

 

 

 

 

 

Planned strategic projects with milestones achieved

%

92

80

90

100

Planned regular operational performance reviews completed addressing key issues within the remit of Children Services19

%

75

95

94

100

Planned quality appraisals completed within relevant timeframes20

%

100

100

25

100

 

 

 

 

 

 

Notes:

1.    The 2020-21 targets are projections rather than targets, reflecting the different processes including trend analysis which were used for some measures to identify relevant values.

2.    This is a new measure for the activity of the Strong Families, Safe Kids Advice and Referral Line, which commenced in December 2018.

3.    Figures for 2018-19 are partial year, as the Strong Families, Safe Kids Advice and Referral Line only commenced in December 2018.

4.    The number of contacts to the Advice and Referral Line were lower than expected during March and April 2020 due to COVID‑19 restrictions. As a result, the contacts to the ARL are projected to be higher during 2020‑21.

5.    The 2019-20 actuals are preliminary and may differ from figures published in national reports.

6.    Due to changes in intake practice implemented during 2018-19, the proportion of contacts progressed to notifications has decreased and the number of notifications reported for 2018-19 onwards is not comparable with data reported for earlier years.

7.    The population figures used to calculate rates are taken from the most recently released Report on Government Services. The population for these calculations is assumed to be the same as that published for the prior financial year.

8.    This measure is different to measures reported nationally for children receiving family support services.

9.    The introduction of the Advice and Referral Line has resulted in a significant drop in the number of cases that are referred for a child safety assessment, which results in more appropriate support for families and better outcomes for children and young people. This is because the needs of families and children will be recognised earlier, and connections will be made to services that can support and strengthen the family.

10.  The title of this measure has been changed from “Average daily children in active transition at Response” to align with current terminology. Figures are comparable to those previously reported.

11.  The increase in 2018‑19 was due to the transition from the old Intake model to the new ARL model.

12.  The title of this measure has been changed from “Investigation outcome determined within 28 days” to align with current terminology. Figures are comparable to those previously reported. The 2020‑21 target is now reported as a projection due to the approach of Children and Family Services working with families for longer and engaging other support services to establish safety within a non-statutory environment.

13.  The time taken to complete an assessment for this national measure commences from the first contact and includes the initial assessment phase, which is now done under the Advice and Referral Line. Improved outcomes for children and their families can be achieved through longer engagement and support.

14.  The total percentage of re-substantiations data is preliminary and may be revised in future periods. As such the figure reported for the most recent financial year should be interpreted taking this into consideration.

15.  This measure is affected by a change in scope of children in out of home care to align with national reporting. Children on third party guardianship orders are now excluded. Figures for previous years have been adjusted accordingly.

16.  Foster care households with five or more foster children is reported as “point in time” as at 30 June of the given financial year.

17.  The counting rules for this measure have a broader scope than those used for national reports and therefore figures will differ from the Youth justice services chapter of the Report on Government Services.

18.  Some reported figures for 2019-20 are lower than previous years due to the commencement of COVID-19 restrictions where Youth Justice staff could not facilitate Community Work Orders and Community Conferences were unable to be undertaken.

19.  Since 2017-18 this measure is based on performance reports requested and delivered for review within timeframes.

20.  Re-assignment of Workforce Development staff to frontline Child Safety Service work as part of COVID-19 response resulted in reduced capacity to complete scheduled Quality Appraisals in 2019-20.

Performance Information Comments

Child Safety Service

The Strong Families, Safe Kids Advice and Referral Line is the entry point to the Family Support and Child Safety Service system. Changes to the Child Safety Service front door have enabled an increased focus on early interventions by facilitating appropriate and timely family support services to ensure the safety and wellbeing of vulnerable children and families. This means only the most concerning matters are referred to Child Safety Services for further action and more families get the right level of support they need to maintain a safe environment for their children and for families to stay together. This has been a key initiative underpinning the Strong Families Safe Kids Reform.

The ultimate goal for the Strong Families Safe Kids Reform is to shift the curve and improve the wellbeing outcomes for all Tasmanian children through a public health approach.

The next phase of Strong Families will focus effort on implementing the recommendations identified in the Strong Families Safe Kids Evaluation, progressing actions to continue cross agency relationship building and continuing the redesign of practice within the Child Safety Service to ensure the child safety workforce is supported to transition from a forensic practice approach to a child safety practice public health approach.

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.

Child Youth Services 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 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.

Program Support

Strategic Policy, Quality and Workforce Development is the Program Support area of Children and Families. Across a number of teams, SPQWD supports high quality practice in CYS operations through the development of both strategic and operational policies and procedures; development and delivery of operational reporting and analysis, and the delivery of a robust schedule of training and workforce development activities.

Output Group 2:    Independent Children’s and Young Persons’ Review Service

2.1 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 3:    Housing Services

3.1 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 including new homelessness initiatives, private rental assistance and the management of community sector organisations providing outsourced services.

Table 2.4:         Performance Information - Output Group 3

Performance Measure

Unit of

 Measure

2017-18 Actual

2018-19 Actual

2019-20 Actual

2020-21 Target

 

 

 

 

 

 

Social Housing owned and/or managed by the Community Sector1

%

40.8

41.2

40.8

42.0

Public Housing occupancy rate

%

98.8

99.2

99.3

98.0

Applicants housed2

Number

901

1 054

1 060

1 000

New allocations to those in greatest need3

%

98.3

100.0

97.4

97.5

Households assisted through Private Rental Assistance4

Number

2 839

2 242

2 153

2 500

Applicants on Housing Register5

Number

3 216

3 330

3 373

3 400

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

Weeks

63.4

57.1

61.8

41.5

Average time to house priority applicants (quarterly)

Weeks

59.6

67.1

63.6

36.0

Net recurrent cost per dwelling6

$

8 944

8 797

na

8 700

Turnaround time7

Days

28.4

20.5

20.4

28.0

 

 

 

 

 

 

Notes:

1.    The 2020‑21 target has been updated to reflect new social housing supply being delivered by community housing providers.

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

3.    The 2020‑21 target has been updated to reflect the high proportion of priority applicants being housed from the Housing Register.

4.    Private Rental Assistance has been trending down with the increase in assistance through other programs such as Rapid Rehousing and Private Rental Incentives. As a result, the target has been revised to reflect trends in actual assistance, as well as recent significant investment in private rental assistance.

5.    Projections have been revised to reflect recent trends in applications. The 2020-21 target is a projection rather than target.

6.    Figures from previous years are updated to reflect comparable data based on 2018‑19 dollars. The 2019-20 actuals were not available from the Report on Government Services at the time of reporting.

7.    The 2020-21 target of 28.0 days turnaround has been agreed at a National level. Tasmania has achieved positive turnaround times well below the target in the past two years.

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.

The Community Housing Growth Program is the next step in growing the role of community housing providers in Tasmania. It will build on and improve Better Housing Futures and will transfer a further 2 000 properties statewide to current Better Housing Futures providers. Critically, the CHGP also includes the release of around $100 million in capital grants to construct social housing that will contribute to Tasmania’s social and economic recovery from COVID-19. The processes to implement the CHGP are being conducted during 2020-21.

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. It is proposed that around 56 per cent of Director of Housing owned properties will be managed by non-government organisations from 2021-22 onwards.

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 the upgrade of social housing properties. Under new long-term agreements, community housing providers will be able to access a total of around $300 million in Commonwealth Rent Assistance to improve homes and build more homes. 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. A particular focus into the future will be to ensure that all social housing providers are prioritising and allocating housing to people with the highest needs.

Housing Tasmania

Tasmania has the most integrated housing and homelessness system in Australia. Housing assistance ranges 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.

Tasmania’s Affordable Housing Action Plan 2019-2023 is the second stage of the ten‑year Affordable Housing Strategy. At the end of June 2020, Action Plan 2 has assisted almost 700 additional households with their housing needs. Under Action Plans 1 and 2, more than 2 200 households have been assisted since 2015.

The first year of Action Plan 2 includes: the delivery of 316 new social houses, the release of 34 new affordable lots of land into the market; and 43 new units of homeless accommodation. An additional 69 households have also been assisted into home ownership for their first time and over 200 others have been assisted through programs such as Rapid Rehousing and our Private Rental Incentive Scheme. Importantly, the momentum is continuing with around 150 more homes currently under construction and contracts for another 300 under negotiation.

In 2019-20, the Tasmanian Government also successfully negotiated the Commonwealth‑State Housing Agreement Debt Waiver, a historic agreement to waive $157 million in debt to the Australian Government and re-invest funding towards programs that reduce homelessness and increase housing supply around the State.

It has been a particularly challenging year in relation to the COVID-19 pandemic and the Department has been guided closely by emergency management provisions to ensure that rental protections were in place for vulnerable Tasmanians, and that programs were funded to prevent housing stress and homelessness. The Government committed $5 million specifically towards emergency homeless accommodation in June 2019, and almost $4.3 million towards homelessness responses with COVID‑19 Response and Recovery Measures funding in April 2020 to provide prevention and response programs for people at risk of homelessness.


 

Output Group 4:    Disability Services and Community Development

4.1 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.

4.2 Disability Services

The National Disability Insurance Scheme is one of the most complex and important reforms seen in Australia in recent years.

Tasmania entered full NDIS on 1 July 2019; since this time, specialist disability supports are funded by the NDIS and administered by the National Disability Insurance Agency. As of 1 July 2019, the majority of the existing clients of the State‑funded specialist disability services had transitioned to the NDIS, and the Department had ceased funding providers to deliver specialist disability supports.

The specialist disability supports that the NDIS scheme provides complement mainstream services that the Australian and state and territory governments provide, such as health, education, housing, transport and safety.

The full scheme Bilateral Agreement between the Australian Government and the State of Tasmania on the NDIS outlines the ongoing funding arrangements. From 1 July 2019, Tasmania committed to a fixed contribution. The Australian Government contributes the total cost of administration of the Scheme and will fully provide for all Australian Government financial contributions.

The Tasmanian Government continues to provide:

·       advocacy funding;

·       children’s therapy mainstream component;

·       mainstream services such as health, education and justice; and

·       continuity of support for people eligible under the Tasmanian Disability Services Act 2011 but not eligible for the NDIS.

With the advent of full NDIS, the role of the State Government changed to the delivery of strategic policy; regulation, including the continued authorisation of restrictive practices under the Tasmanian Disability Services Act 2011; and continued collaboration with people with disability, their families, carers and providers. Importantly the State Government remains a key stakeholder of the NDIS. As such, the State Government has a governance role which includes working with the NDIA to agree policy direction, and an operational role to resolve implementation issues and improve the interface with mainstream services, and to monitor the delivery of the scheme in Tasmania to achieve the best possible outcomes for Tasmanians.

4.3 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 grant programs 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 2018-2021; the Carers Policy and Action Plan 2017-20; Strong, Liveable Communities: Tasmania’s Active Ageing Plan 2017-2022; and the Tasmanian Multicultural Policy and Action Plan 2019-2022. 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.

Executive support is also provided to the Premier’s Disability Advisory Council, the Carer Issues Reference Group, the LGBTIQ+ whole-of-government Reference Group and the Multicultural Consultative Reference Group.

The Output is responsible for administering the Companion Card and Seniors Card programs.

4.4 Aboriginal Affairs

This Output aims to improve social, cultural and economic outcomes for Tasmanian Aboriginal people and promote greater understanding, respect and acceptance of Aboriginal culture. It provides the governance for the implementation of the Government’s Aboriginal Affairs policies and programs, along with administration of a range of funding agreements with Tasmanian Aboriginal community organisations. Key aspects of this work include working with the Australian Government, other jurisdictions and the Coalition of Aboriginal and Torres Strait Islander Peak Organisations to develop and implement the new National Agreement on Closing the Gap; the project management of Stronger Remote Aboriginal Services for Flinders and Cape Barren Islands and the Young Aboriginal Leaders scholarship program.

4.5 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 and related action plans, the Women on Boards Strategy and scholarships for women’s leadership development. Executive support is also provided to the Tasmanian Women’s Council.

4.6 Veterans’ Affairs

This Output supports and acknowledges the role of Tasmanian veterans and ex‑serving personnel through policy advice, grant programs, commemorative activities and events. This Output is responsible for the delivery of the Teddy Sheean Memorial Grants Program, the administration of funding agreements with a number of ex-serving organisations to deliver programs that support veteran’s wellbeing and the continued delivery of the Frank MacDonald Memorial Prize. This Output works closely with, and administers funding to, RSL Tasmania as the peak body for veterans. Executive support is also provided to the Veteran’s Reference Group.

4.7 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, including the administration of a diverse range of funding agreements and grants programs. 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 by addressing barriers to participation; contributing to A Healthy Tasmania outcomes and leading the planning and development of facilities and infrastructure to meet contemporary sport and recreations needs. The Output is also responsible for providing the best possible opportunities for Tasmania’s elite athletes including assistance for their future performance at national championships and the 2020 Olympic Games in Tokyo, rescheduled to 2021.

Table 2.5:         Performance Information - Output Group 4

Performance Measure

Unit of

 Measure

2017-18 Actual

2018-19 Actual

2019-20 Actual

2020-21 Target

 

 

 

 

 

 

Community Services

 

 

 

 

 

Organisations scheduled to receive a Quality and Safety Review within the financial year1

%

23.8

27.5

na

na

 

 

 

 

 

 

Disability Services2

 

 

 

 

 

Accommodation support clients

Number

1 081

502

0

na

Community access clients

Number

950

375

0

na

Supported accommodation waiting list

Number

39

0

0

na

Community access waiting list

Number

61

0

0

na

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

%

41.0

97.0

100.0

na

 

 

 

 

 

 

Community Development: Policy Advice & Ongoing Community Development

 

 

 

 

 

Percentage of applicants satisfied with public grants program administration

%

100

97

97

95

New Seniors Cards issued

Number

7 534

7 895

6 923

7 500

New Companion Cards issued

Number

287

325

394

350

New Seniors Card program business partners

Number

25

44

52

45

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

Number

1

4

2

3

 

 

 

 

 

 

Aboriginal Affairs

 

 

 

 

 

Actions on schedule against the milestones and timeframes identified in the Aboriginal Reset3

%

77

77

84

80

 

 

 

 

 

 

Women’s Policy

 

 

 

 

 

Representation of women on Government boards and committees

%

41

45

46

50

 

 

 

 

 

 

Table 2.5:         Performance Information - Output Group 4 (continued)

Performance Measure

Unit of

 Measure

2017-18 Actual

2018-19 Actual

2019-20 Actual

2020-21 Target

 

 

 

 

 

 

Sport and Recreation

 

 

 

 

 

Performance of Tasmanian athletes at benchmark international sporting events

Number

24

20

16

19

 

 

 

 

 

 

Notes:

1.    In previous years, organisations in receipt of grant funding were reviewed under the Quality and Safety Framework for Tasmania’s former Department of Health and Human Services Funded Community Sector. During 2019-20, these reviews were placed on hold due to the COVID-19 pandemic and the development of a quality governance framework. However, quality and safety of funded organisations is monitored on an ongoing basis through funding agreement management. Future performance targets will be developed as part of the implementation of the quality governance framework and will reflect the risk-based approach being applied.

2.    New performance measures are being developed which reflect completion of the transition to full NDIS.

3.    Performance against this measure was the same in 2018-19 and 2017-18. This was coincidental, and due to new actions being added to the Reset agenda at a similar rate to existing actions being completed.

Disability Services

Disability services, previously funded by the Tasmanian Government, which have transitioned to the National Disability Insurance Scheme are 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

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 30 June 2020 there are a total of 9 110 participants (inclusive of Early Childhood Early Intervention participants) in Tasmania.

 

 


 

Output Group 5:    Safe Homes, Families, Communities

5.1 Safe Homes, Families, Communities: Tasmania’s action plan for family and sexual violence 2019-2022

This Output facilitates the actions being delivered by Government agencies under Tasmania’s Family and Sexual Violence Action Plan 2019-2022 that is the coordinated, whole‑of‑government response to family violence and sexual violence in Tasmania.

The Safe Homes, Families, Communities initiatives are focused 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.

This Output also includes funding for family violence responses outside of the Action Plan, including funding to support Project O, a primary prevention project in the North West, and additional funds received under the National Partnership Agreement on COVID-19 Domestic and Family Violence responses.

Table 2.6:         Performance Information - Output Group 5

Performance Measure

Unit of

 Measure

2017-18 Actual

2018-19 Actual

2019-20 Actual

2020-21 Target

 

 

 

 

 

 

Safe Homes, Families, Communities1

 

 

 

 

 

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

%

97

95

99

90

 

 

 

 

 

 

Note:

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.

 


 

Capital Investment Program

Table 2.7 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 2.7:         Capital Investment Program

 

Estimated 

2020‑21 

2021‑22 

2022‑23 

2023‑24 

 

Total 

 

Forward 

Forward 

Forward 

 

Cost 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

New Infrastructure Commitments

 

 

 

 

 

 

 

 

 

 

 

Minister for Sport and Recreation

 

 

 

 

 

Derwent Entertainment Centre and Multi-Sports Facility

68 500 

45 000 

13 500 

10 000 

.... 

 

 

 

 

 

 

Minister for Housing

 

 

 

 

 

Community Housing Growth Program

100 000 

.... 

30 000 

35 000 

35 000 

 

 

 

 

 

 

Existing Infrastructure Commitments

 

 

 

 

 

 

 

 

 

 

 

Minister for Housing

 

 

 

 

 

Housing - New Projects

Ongoing 

50 054 

36 933 

12 018 

24 756 

Tasmania’s Affordable Housing Action Plan 2

125 000 

35 000 

25 000 

5 000 

.... 

 

 

 

 

 

 

Minister for Human Services

 

 

 

 

 

Ashley Youth Detention Centre Redevelopment

7 025 

4 200 

2 145 

.... 

.... 

 

 

 

 

 

 

Total CIP Allocations

 

134 254 

107 578 

62 018 

59 756 

 

 

 

 

 

 

Derwent Entertainment Centre and Multi-Sports Facility

Funding of $68.5 million is provided for the redevelopment of the Derwent Entertainment Centre and Multi‑Sports Facility. An investment of $48.5 million will be made in the DEC to upgrade the facility including state of the art audio-visual experiences and brand new amenities, allowing for the hosting of NBL games, conventions and other major events, including concerts. Funding of $20 million is provided for the design and construction of a contemporary Multi‑Sport Facility. The four-court facility will address a long-standing need for additional indoor sports facilities in the greater Hobart area by catering to a variety of court based, gymnastics and other community events.


 

Community Housing Growth Program

Funding of $100 million is allocated to the Community Housing Growth Program over three years, commencing in 2021-22. This will support the delivery of up to 1 000 new social housing dwellings and existing initiatives aimed at increasing the supply of social and affordable housing across Tasmania.

Housing - New Projects

Funding of $50.1 million is allocated in 2020-21 for Housing Tasmania’s capital program. This includes $21.5 million of funding made available under the former Commonwealth-State Housing Agreement Debt Waiver Agreement.

CSHA Debt Waiver

The CSHA Debt Waiver has made available $58.4 million to be invested into a program of works through to June 2023. This is further supported with an additional $10 million allocated as part of the Government’s Construction Blitz to fast-track some of these projects.

This includes $53.6 million to support 300 new social housing dwellings through:

·       grant funding for community housing providers to increase the supply of social housing; and

·       direct investment into construction and purchase of new social housing by Housing Tasmania.

In addition, funds made available under the CSHA Debt Waiver Agreement will also be provided to support:

·       the purchase of the Balmoral Inn, Glenorchy for use as a supported accommodation facility ($2.1 million);

·       acquisition of vacant land in North Hobart for future social housing development ($1.4 million);

·       expansion of the Private Rental Incentive Scheme to assist more vulnerable Tasmanians into affordable housing ($1.3 million);

·       upgrading of the Oakleigh Court unit complex ($3 million); and

·       other land acquisition and affordable housing projects ($6.5 million).

Tasmania’s Affordable Housing Action Plan 2

Funding of $35 million is allocated in 2020-21 to continue the delivery of the second stage of Tasmania’s Affordable Housing Action Plan.

Ashley Youth Detention Centre Redevelopment

Funding of $7 million has been provided 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. Funding of $6.3 million is allocated across 2020‑21 and 2021‑22 for the redevelopment.


 

Detailed Budget Statements

Table 2.8:         Statement of Comprehensive Income

 

2019‑20 

2020‑21 

2021‑22 

2022‑23 

2023‑24 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Revenue and other income

 

 

 

 

 

Appropriation revenue ‑ operating1

521 130 

555 634 

512 481 

493 875 

505 211 

Appropriation revenue ‑ capital2

45 062 

107 010 

76 961 

55 948 

40 574 

Other revenue from government3

.... 

27 372 

.... 

.... 

.... 

Grants4

2 447 

12 336 

10 300 

1 951 

32 

Sales of goods and services5

51 241 

53 141 

56 781 

56 781 

56 781 

Interest

Other revenue5

26 878 

27 481 

24 684 

24 674 

24 654 

Total revenue

646 766 

782 982 

681 215 

633 237 

627 260 

Net gain/(loss) on non-financial assets

11 449 

11 449 

11 586 

11 584 

11 447 

Other gains/(losses) from other economic flows

3 591 

3 591 

3 591 

3 591 

3 591 

Total income

661 806 

798 022 

696 392 

648 412 

642 298 

 

 

 

 

 

 

Expenses

 

 

 

 

 

Employee benefits6

82 204 

86 444 

82 199 

83 173 

84 750 

Depreciation and amortisation7

22 332 

27 212 

28 018 

28 500 

28 603 

Supplies and consumables8

142 112 

145 563 

142 969 

138 469 

139 743 

Grants and subsidies9

369 890 

458 905 

419 293 

388 856 

410 691 

Borrowing costs10

7 054 

.... 

.... 

.... 

.... 

Other expenses

3 175 

1 097 

1 135 

1 058 

1 022 

Total expenses

626 767 

719 221 

673 614 

640 056 

664 809 

 

 

 

 

 

 

Net result

35 039 

78 801 

22 778 

8 356 

(22 511)

 

 

 

 

 

 

Other comprehensive income

 

 

 

 

 

Changes in physical asset revaluation reserve

33 587 

41 794 

42 999 

44 367 

44 935 

Total other comprehensive income

33 587 

41 794 

42 999 

44 367 

44 935 

 

 

 

 

 

 

Comprehensive result

68 626 

120 595 

65 777 

52 723 

22 424 

 

 

 

 

 

 

Notes:

1.    The increase in Appropriation revenue - operating in 2020-21 primarily reflects additional funding for COVID-19 Response and Recovery Measures and Other Key Deliverables. The variation across the Forward Estimates primarily reflects the completion of 2018 election commitments and fixed‑term funding provided in the 2020-21 Budget.

2.    The variation in the Appropriation revenue - capital primarily reflects the anticipated profile of Capital Investment Projects over the 2020-21 Budget and Forward Estimates.

3.    Other Revenue from government reflects the rollover of unexpended appropriation from 2019‑20 approved in accordance with the Financial Management Act 2016 due to delays in a number of projects.

4.    The variation in Grants primarily relates to fixed‑term funding for the Public Building Maintenance Program; the NPA on COVID‑19 Domestic and Family Violence Responses; the NPA on Remote Indigenous Housing; and funding from the Digital Transformation Priority Expenditure Program for the Integrated Client Information Program.

5.    The increase in Sales of goods and services and decrease in Other revenue in 2021-22 reflects a reclassification of revenue.

6.    The increase in Employee benefits in 2020-21 primarily reflects additional expenditure relating to Key Deliverables.

7.    The increase in Depreciation and amortisation primarily reflects additional activity related to the Capital Investment Program.

8.    The increase in Supplies and consumables in 2020‑21 and subsequent decrease across the Forward Estimates primarily reflects additional funding in 2020-21, particularly for COVID-19 Response and Recovery Measures and Out of Home Care Demand Growth.

9.    The increase in Grants and subsidies in 2020-21 primarily reflects the rollover of unexpended appropriation from 2019‑20 approved in accordance with the Financial Management Act 2016; additional funding of $10 million to fast track Housing projects; and COVID‑19 Response and Recovery Measures including $23 million for COVID-19 Emergency Accommodation assistance. The decrease in 2022-23 primarily reflects funding brought forward to 2020-21 and 2021‑22 to fast track Housing projects.

10.  The 2019-20 Budget for Borrowing Costs included the former Commonwealth‑State Housing Agreement debt repayment. This debt has been waived and the Budget reallocated to Housing capital expenditure.


 

Table 2.9:         Statement of Comprehensive Income - Administered

 

2019-20 

2020-21 

2021-22 

2022-23 

2023-24 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Administered revenue and other income

 

 

 

 

 

Appropriation revenue - operating

7 293 

7 597 

7 739 

7 884 

8 032 

Other revenue1

.... 

4 700 

.... 

.... 

.... 

Total administered revenue

7 293 

12 297 

7 739 

7 884 

8 032 

 

 

 

 

 

 

 

 

 

 

 

 

Administered expenses

 

 

 

 

 

Grants and subsidies

7 293 

7 597 

7 739 

7 884 

8 032 

Transfers to the Public Account1

.... 

4 700 

.... 

.... 

.... 

Total administered expenses

7 293 

12 297 

7 739 

7 884 

8 032 

 

 

 

 

 

 

Administered net result

.... 

.... 

.... 

.... 

.... 

 

 

 

 

 

 

Administered comprehensive result

.... 

.... 

.... 

.... 

.... 

 

 

 

 

 

 

Note:

1.    Other revenue and Transfers to the Public Account reflect the estimated income from charging quarantining guests at COVID‑19 quarantine hotels that is transferred to the Public Account.

 

 

Table 2.10:       Revenue from Appropriation by Output

 

2019‑20 

2020‑21 

2021‑22 

2022‑23 

2023‑24 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Minister for Sport and Recreation

 

 

 

 

 

 

 

 

 

 

 

Output Group 4 - Disability Services and Community Development

 

 

 

 

 

4.7 Sport and Recreation1

24 933 

22 233 

11 341 

8 185 

7 819 

 

24 933 

22 233 

11 341 

8 185 

7 819 

Output Group 90 - COVID-19 Response and Recovery

 

 

 

 

 

90.8 Sport and Recreation Support

.... 

2 332 

.... 

.... 

.... 

90.17 Improving the Playing Field

.... 

5 000 

5 000 

.... 

.... 

 

.... 

7 332 

5 000 

.... 

.... 

 

 

 

 

 

 

Grants and Subsidies

500 

500 

500 

500 

500 

 

 

 

 

 

 

Capital Investment Program2

1 000 

45 000 

13 500 

10 000 

.... 

 

 

 

 

 

 

Operating Services Expenditure

25 433 

30 065 

16 841 

8 685 

8 319 

Capital Services Expenditure

1 000 

45 000 

13 500 

10 000 

.... 

 

26 433 

75 065 

30 341 

18 685 

8 319 

 

 

 

 

 

 

Minister for Human Services

 

 

 

 

 

 

 

 

 

 

 

Output Group 1 - Children Services

 

 

 

 

 

1.1 Children Services3

148 431 

148 143 

141 762 

137 916 

140 859 

 

148 431 

148 143 

141 762 

137 916 

140 859 

Output Group 2 - Independent Children's and Young Person's Review Service

 

 

 

 

 

2.1 Office of the Commissioner for Children and Young People

1 333 

1 327 

1 392 

1 424 

1 458 

 

1 333 

1 327 

1 392 

1 424 

1 458 

Output Group 4 - Disability Services and Community Development

 

 

 

 

 

4.1 Community Services4

24 535 

26 878 

30 529 

30 681 

29 327 

 

24 535 

26 878 

30 529 

30 681 

29 327 

Output Group 90 - COVID-19 Response and Recovery

 

 

 

 

 

90.2 Community Support Fund

.... 

22 944 

.... 

.... 

.... 

90.3 Emergency Relief Payments

.... 

1 125 

.... 

.... 

.... 

90.4 Emergency Accommodation Support

.... 

500 

.... 

.... 

.... 

90.5 No Interest Loan Scheme Increase

.... 

500 

.... 

.... 

.... 


 

Table 2.10:       Revenue from Appropriation by Output (continued)

 

2019‑20 

2020‑21 

2021‑22 

2022‑23 

2023‑24 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

90.6 Child Safety System

.... 

1 250 

.... 

.... 

.... 

90.15 TasCOSS

.... 

175 

175 

.... 

.... 

 

.... 

26 494 

175 

.... 

.... 

 

 

 

 

 

 

Capital Investment Program2

3 562 

3 300 

2 145 

.... 

.... 

 

 

 

 

 

 

Operating Services Expenditure

174 299 

202 842 

173 858 

170 021 

171 644 

Capital Services Expenditure

3 562 

3 300 

2 145 

.... 

.... 

 

177 861 

206 142 

176 003 

170 021 

171 644 

 

 

 

 

 

 

Minister for Aboriginal Affairs

 

 

 

 

 

 

 

 

 

 

 

Output Group 4 - Disability Services and Community Development

 

 

 

 

 

4.4 Aboriginal Affairs

1 448 

1 631 

1 681 

1 724 

1 638 

 

1 448 

1 631 

1 681 

1 724 

1 638 

 

 

 

 

 

 

Operating Services Expenditure

1 448 

1 631 

1 681 

1 724 

1 638 

 

1 448 

1 631 

1 681 

1 724 

1 638 

 

 

 

 

 

 

Minister for Women

 

 

 

 

 

 

 

 

 

 

 

Output Group 4 - Disability Services and Community Development

 

 

 

 

 

4.5 Women's Policy5

607 

831 

852 

660 

619 

 

607 

831 

852 

660 

619 

 

 

 

 

 

 

Operating Services Expenditure

607 

831 

852 

660 

619 

 

607 

831 

852 

660 

619 

 

 

 

 

 

 

Minister for Housing

 

 

 

 

 

 

 

 

 

 

 

Output Group 3 - Housing Services

 

 

 

 

 

3.1 Housing Services6

56 248 

51 450 

46 635 

49 911 

50 943 

 

56 248 

51 450 

46 635 

49 911 

50 943 

 


 

Table 2.10:       Revenue from Appropriation by Output (continued)

 

2019‑20 

2020‑21 

2021‑22 

2022‑23 

2023‑24 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Output Group 90 - COVID-19 Response and Recovery

 

 

 

 

 

90.1 Private Rental Incentive Scheme

.... 

1 000 

750 

.... 

.... 

90.10 Statewide Safe Spaces

.... 

8 210 

8 210 

.... 

.... 

 

.... 

9 210 

8 960 

.... 

.... 

 

 

 

 

 

 

Capital Investment Program2

40 500 

58 710 

61 316 

45 948 

40 574 

 

 

 

 

 

 

Operating Services Expenditure

56 248 

60 660 

55 595 

49 911 

50 943 

Capital Services Expenditure

40 500 

58 710 

61 316 

45 948 

40 574 

 

96 748 

119 370 

116 911 

95 859 

91 517 

 

 

 

 

 

 

Minister for Disability Services and Community Development

 

 

 

 

 

 

 

 

 

 

 

Output Group 4 - Disability Services and Community Development

 

 

 

 

 

4.2 Disability Services7

237 049 

239 238 

243 255 

252 265 

261 486 

4.3 Community Development - Policy Advice and Ongoing Community Development8

17 180 

8 702 

11 067 

10 558 

10 503 

 

254 229 

247 940 

254 322 

262 823 

271 989 

Output Group 90 - COVID-19 Response and Recovery

 

 

 

 

 

90.11 Support for Temporary Visa Holders

.... 

1 000 

.... 

.... 

.... 

90.16 Emergency Food Relief Providers

.... 

150 

775 

.... 

.... 

 

.... 

1 150 

775 

.... 

.... 

 

 

 

 

 

 

Operating Services Expenditure

254 229 

249 090 

255 097 

262 823 

271 989 

 

254 229 

249 090 

255 097 

262 823 

271 989 

 

 

 

 

 

 

Minister for Veterans' Affairs

 

 

 

 

 

 

 

 

 

 

 

Output Group 4 - Disability Services and Community Development

 

 

 

 

 

4.6 Veterans’ Affairs9

711 

773 

534 

551 

559 

 

711 

773 

534 

551 

559 

 

 

 

 

 

 

Operating Services Expenditure

711 

773 

534 

551 

559 

 

711 

773 

534 

551 

559 

 

 

 

 

 

 


 

Table 2.10:       Revenue from Appropriation by Output (continued)

 

2019‑20 

2020‑21 

2021‑22 

2022‑23 

2023‑24 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Minister for the Prevention of Family Violence

 

 

 

 

 

 

 

 

 

 

 

Output Group 5 - Safe Homes, Families, Communities

 

 

 

 

 

5.1 Safe Homes, Families, Communities: Tasmania’s action plan for family and sexual violence 2019‑2022

8 655 

8 542 

8 523 

.... 

.... 

 

8 655 

8 542 

8 523 

.... 

.... 

Output Group 90 - COVID-19 Response and Recovery

 

 

 

 

 

90.7 Family Violence Prevention

.... 

1 700 

.... 

.... 

.... 

 

.... 

1 700 

.... 

.... 

.... 

 

 

 

 

 

 

Operating Services Expenditure

8 655 

10 242 

8 523 

.... 

.... 

 

8 655 

10 242 

8 523 

.... 

.... 

 

 

 

 

 

 

Department of Communities Tasmania

 

 

 

 

 

Total Operating Services Expenditure

521 630 

556 134 

512 981 

494 375 

505 711 

Total Capital Services Expenditure

45 062 

107 010 

76 961 

55 948 

40 574 

 

566 692 

663 144 

589 942 

550 323 

546 285 

 

 

 

 

 

 

Reserved by Law

 

 

 

 

 

Tasmanian Community Fund (Tasmanian Community Fund Act 2005)

6 793 

7 097 

7 239 

7 384 

7 532 

 

6 793 

7 097 

7 239 

7 384 

7 532 

 

 

 

 

 

 

Appropriation Rollover

.... 

27 372 

.... 

.... 

.... 

 

 

 

 

 

 

Total Revenue from Appropriation

573 485 

697 613 

597 181 

557 707 

553 817 

 

 

 

 

 

 

Controlled Revenue from Appropriation

566 192 

690 016 

589 442 

549 823 

545 785 

Administered Revenue from Appropriation

7 293 

7 597 

7 739 

7 884 

8 032 

 

573 485 

697 613 

597 181 

557 707 

553 817 

 

 

 

 

 

 

Notes:

1.    The decrease in Sport and Recreation over the 2020‑21 Budget and Forward Estimates primarily reflects the completion of 2018 election commitments and one-off grants.

2.    The variation in the Capital Investment Program reflects the timing of funding associated with project delivery. Further details are provided in the CIP section of this chapter.


 

3.    The variation in Children Services over the Forward Estimates reflects the lower profile of additional funding allocated for the Out of Home Care initiative, as outlined in the Key Deliverables section. The decrease from 2020-21 to 2021-22 also reflects the completion of 2018 election commitments.

4.    The increase in Community Services in 2020-21 and 2021-22 primarily reflects additional funding for the Equal Remuneration Order. The decrease in 2023‑24 reflects the completion of 2018 election commitments.

5.    The variation in Women’s Policy in 2020-21 and 2021-22 reflects the additional funding for Supporting Industry Pipelines for Women initiative.

6.    The variation in Housing Services reflects changes to funding under the National Housing and Homelessness Agreement, and the additional funding for the Affordable Housing Action Plan (2019-2023) ‑ Operational Costs.

7.    The increase in Disability Services primarily reflects Tasmania's contribution towards the NDIS and additional funding for the disability services that remain the responsibility of the Tasmanian Government.

8.    The variation in Community Development - Policy Advice, and Ongoing Community Development over the 2020-21 Budget and Forward Estimates reflects the completion of one-off grants and 2018 election commitments.

9.    The variation in Veterans’ Affairs over the Forward Estimates reflects the completion of 2018 election commitments.

 


 

Table 2.11:       Administered Revenue

 

2019-20 

2020-21 

2021-22 

2022-23 

2023-24 

 

 

 

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

6 793 

7 097 

7 239 

7 384 

7 532 

 

7 293 

7 597 

7 739 

7 884 

8 032 

 

 

 

 

 

 

Agency Revenue

 

 

 

 

 

Other Revenue

.... 

4 700 

.... 

.... 

.... 

 

.... 

4 700 

.... 

.... 

.... 

 

 

 

 

 

 

Total Administered Revenue

7 293 

12 297 

7 739 

7 884 

8 032 

 

 

 

 

 

 

 

 

 

 

 

 

Table 2.12:       Administered Expenses

 

2019-20 

2020-21 

2021-22 

2022-23 

2023-24 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Grants and Subsidies

 

 

 

 

 

Tasmanian Community Fund

6 793 

7 097 

7 239 

7 384 

7 532 

Tasmanian Icon Program - State Cricket Team

500 

500 

500 

500 

500 

 

7 293 

7 597 

7 739 

7 884 

8 032 

 

 

 

 

 

 

Transfer to the Public Account

.... 

4 700 

.... 

.... 

.... 

 

 

 

 

 

 

Total Administered Expenses

7 293 

12 297 

7 739 

7 884 

8 032 

 

 

 

 

 

 

 


 

Table 2.13:       Statement of Financial Position as at 30 June1

 

2020 

2021 

2022 

2023 

2024 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Assets

 

 

 

 

 

Financial assets

 

 

 

 

 

Cash and deposits

34 929 

57 453 

42 628 

51 858 

46 559 

Investments

558 

267 

267 

267 

267 

Receivables

5 745 

7 501 

7 327 

7 153 

6 979 

Equity investments2

28 593 

33 542 

39 022 

44 502 

49 982 

Other financial assets

809 

341 

354 

367 

380 

 

70 634 

99 104 

89 598 

104 147 

104 167 

 

 

 

 

 

 

Non-financial assets

 

 

 

 

 

Assets held for sale

2 033 

5 185 

5 185 

5 185 

5 185 

Property, plant and equipment3

1 685 524 

2 081 688 

2 140 860 

2 169 735 

2 193 023 

Infrastructure4

.... 

45 000 

58 500 

68 500 

68 500 

Heritage and cultural assets

53 

53 

53 

53 

53 

Intangibles5

2 300 

4 218 

7 114 

6 699 

6 284 

Other assets6

961 

56 

142 

228 

314 

 

1 690 871 

2 136 200 

2 211 854 

2 250 400 

2 273 359 

 

 

 

 

 

 

Total assets

1 761 505 

2 235 304 

2 301 452 

2 354 547 

2 377 526 

 

 

 

 

 

 

Liabilities

 

 

 

 

 

Payables

9 622 

29 137 

29 524 

29 911 

30 298 

Interest bearing liabilities7

150 418 

.... 

.... 

.... 

.... 

Provisions

108 

.... 

.... 

.... 

.... 

Employee benefits

17 065 

18 592 

18 488 

18 385 

18 465 

Superannuation

7 088 

7 862 

8 148 

8 434 

8 720 

Other liabilities

3 615 

16 085 

15 887 

15 689 

15 491 

Total liabilities

187 916 

71 676 

72 047 

72 419 

72 974 

 

 

 

 

 

 

Net assets (liabilities)

1 573 589 

2 163 628 

2 229 405 

2 282 128 

2 304 552 

 

 

 

 

 

 

Equity

 

 

 

 

 

Reserves

333 179 

713 828 

756 827 

801 194 

846 129 

Accumulated funds

1 240 410 

1 449 800 

1 472 578 

1 480 934 

1 458 423 

Total equity

1 573 589 

2 163 628 

2 229 405 

2 282 128 

2 304 552 

 

 

 

 

 

 

Notes:

1.    Some balance estimates for 2021 and later years will be impacted by final closing balances presented in the Department’s 2019‑20 Annual Report. Further information on the impact of the timing of the 2020-21 Budget on opening balances is provided in chapter 1 of this Budget Paper.

2.    The variation in Equity investments primarily reflects increased expenditure in Housing investments over the 2020-21 Budget and Forward Estimates.

3.    The variation in 2021 for Property, plant and equipment reflects expenditure related to the Commonwealth-State Housing Debt Waiver Agreement; the Emergency Homelessness Response; and the Public Building Maintenance Program.

4.    The increase in Infrastructure in 2021 and the Forward Estimates reflects the recognition of the Derwent Entertainment Centre and Multi-Sports Facility.

5.    The variation in 2021 and 2022 for Intangibles primarily reflects the Integrated Client Information Program, funded from the Digital Transformation Priority Expenditure Program.

6.    The decrease in 2021 for Other assets primarily reflects a change in the accounting treatment for the recognition of leases. Further information on this change is provided in chapter 1 of this Budget Paper.

7.    The decrease in 2021 for Interest bearing liabilities primarily reflects the removal of the Commonwealth‑State Housing Debt.

 

 


 

Table 2.14:       Statement of Cash Flows

 

2019‑20 

2020‑21 

2021‑22 

2022‑23 

2023‑24 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Cash flows from operating activities

 

 

 

 

 

Cash inflows

 

 

 

 

 

Appropriation receipts ‑ operating1

521 130 

555 634 

512 481 

493 875 

505 211 

Appropriation receipts ‑ capital2

45 062 

107 010 

76 961 

55 948 

40 574 

Appropriation receipts ‑ other3

.... 

27 372 

.... 

.... 

.... 

Grants4

2 447 

12 336 

10 300 

1 951 

32 

Sales of goods and services5

51 208 

53 101 

56 593 

56 593 

56 593 

GST receipts

36 111 

31 597 

31 597 

31 597 

31 597 

Interest received

Other cash receipts5

26 878 

27 481 

24 684 

24 674 

24 654 

Total cash inflows

682 844 

814 539 

712 624 

664 646 

658 669 

 

 

 

 

 

 

Cash outflows

 

 

 

 

 

Employee benefits6

(74 475)

(76 848)

(73 042)

(73 949)

(75 165)

Superannuation

(10 481)

(9 397)

(8 969)

(9 035)

(9 213)

Borrowing costs7

(7 054)

.... 

.... 

.... 

.... 

GST payments

(34 883)

(31 298)

(31 298)

(31 298)

(31 298)

Grants and subsidies8

(369 890)

(458 905)

(419 293)

(388 856)

(410 691)

Supplies and consumables9

(142 075)

(145 590)

(142 813)

(138 313)

(139 587)

Other cash payments

(3 171)

(1 097)

(1 147)

(1 070)

(1 034)

Total cash outflows

(642 029)

(723 135)

(676 562)

(642 521)

(666 988)

 

 

 

 

 

 

Net cash from (used by) operating activities

40 815 

91 404 

36 062 

22 125 

(8 319)

 

 

 

 

 

 

Cash flows from investing activities

 

 

 

 

 

Payments for acquisition of non-financial assets10

(61 320)

(111 095)

(60 584)

(22 590)

(6 538)

Proceeds from the disposal of non-financial assets

11 449 

11 449 

11 586 

11 584 

11 447 

Equity injections and cash flows from restructuring

(5 480)

(5 480)

(5 480)

(5 480)

(5 480)

Net advances paid

300 

282 

.... 

.... 

.... 

Net receipts/(payments) for investments

3 591 

3 591 

3 591 

3 591 

3 591 

Net cash from (used by) investing activities

(51 460)

(101 253)

(50 887)

(12 895)

3 020 

 

 

 

 

 

 

Cash flows from financing activities

 

 

 

 

 

Net borrowings7

(8 219)

.... 

.... 

.... 

.... 

Net cash from (used by) financing activities

(8 219)

.... 

.... 

.... 

.... 

 

 

 

Table 2.14:       Statement of Cash Flows (continued)

 

2019‑20 

2020‑21 

2021‑22 

2022‑23 

2023‑24 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

 Net increase (decrease) in cash and cash equivalents held

(18 864)

(9 849)

(14 825)

9 230 

(5 299)

 

 

 

 

 

 

Cash and deposits at the beginning of the reporting period

53 793 

67 302 

57 453 

42 628 

51 858 

Cash and deposits at the end of the reporting period

34 929 

57 453 

42 628 

51 858 

46 559 

 

 

 

 

 

 

Notes:

1.    The increase in Appropriation receipts - operating in 2020-21 primarily reflects additional funding for COVID-19 Response and Recovery Measures. The variation across the Forward Estimates primarily reflects the completion of 2018 election commitments and fixed‑term funding provided in the 2020-21 Budget.

2.    The variation in the Appropriation receipts - capital primarily reflects the anticipated expenditure profile of Capital Investment Projects.

3.    Appropriation receipts - other reflects rollovers of unexpended appropriation from 2019‑20 approved in accordance with the Financial Management Act 2016 due to delays in a number of projects.

4.    The variation in Grants primarily relates to fixed term funding for the Public Building Maintenance Program; the NPA on COVID‑19 Domestic and Family Violence Responses; the NPA on Remote Indigenous Housing; and the Digital Transformation Priority Expenditure Program for the Integrated Client Information Program.

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

6.    The increase in Employee benefits in 2020-21 primarily reflects additional funding for key deliverables.

7.    The 2019-20 Budget for Borrowing costs included the former Commonwealth‑State Housing Agreement debt repayment. This debt has been waived and the Budget reallocated to Housing capital expenditure.

8.    The increase in Grants and subsidies in 2020-21 primarily reflects rollovers of unexpended appropriation from 2019-20 approved in accordance with the Financial Management Act 2016; additional funding of $10 million to fast track Housing project;, and COVID-19 Response and Recovery Measures including $23 million for COVID‑19 Emergency Accommodation assistance. The decrease in 2022-23 primarily reflects funding brought forward to 2020‑21 and 2021‑22 to fast track Housing projects.

9.    The increase in Supplies and consumables in 2020-21 primarily reflects additional funding, particularly for COVID-19 Response and Recovery Measures and Out of Home Care Demand Growth.

10.  The Payments for acquisition of non-financial assets reflects the expenditure profile of the Capital Investment Program.