9†††† Department of Premier and Cabinet

Agency Outline

The Department of Premier and Cabinet is a central agency of the Tasmanian Government. The Department is responsible to the Premier and the Minister for Climate Change, Hon Peter Gutwein MP; the Minister for Local Government, Hon Mark Shelton MP; the Minister for Science and Technology, Hon Michael Ferguson MP; and the Minister for Strategic Growth, Hon Sarah Courtney MP. The Premier is also the Minister administering the State Service Act 2000.

The Department provides a broad range of services to Cabinet, other Members of Parliament, Government agencies and the community. The Department works closely with the public sector, the community, local government, the Australian Government and other state and territory governments. The Department also provides administrative support to the Office of the Governor.

Under the Emergency Management Act 2006, the Department is the responsible agency for recovery in relation to an emergency. In addition, the Tasmanian Emergency Management Arrangements identify that the Department is responsible for policy advice, public information and communication, management of interoperability and critical infrastructure requirements, such as information technology services and call centres.

This chapter provides the Departmentís financial information for 2020‑21 and over the Forward Estimates (2021‑22 to 2023‑24). Further information on the Department is provided at www.dpac.tas.gov.au.


 

Key Deliverables

Table 9.1 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 Premierís Economic and Social Recovery Advisory Councilís 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 9.1:†††††††† 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 Measures

 

 

 

 

Glenorchy Jobs Hub

650

650

....

....

Hamlet

235

235

....

....

Public Building Maintenance Program

327

....

....

....

Regionally‑based Model for Coordinating the Recovery from COVID‑19

225

451

....

....

Sorell Employment Hub Extension

300

650

....

....

State Sector ‑ Casual Worker Support

1 000

....

....

....

Troublesmiths

220

200

....

....

 

 

 

 

 

Other Key Deliverables

 

 

 

 

Brand Tasmania Corporate Support

200

200

200

200

Centre for Review and Evaluation

1 800

400

....

....

Climate Action 21: Tasmaniaís Climate Change Action Plan 2017‑2021

750

....

....

....

Climate Change Policy Review

300

....

....

....

Cyber Security

379

1 666

1 576

1 293

Electric Vehicle Target for the Tasmanian Government Fleet

100

1 100

1 100

....

Emissions Reduction Loan Scheme

100

400

400

400

Flood Mapping Project

850

....

....

....

Greening Australia Ė Youth Climate Leaders Program

50

....

....

....

Inter‑Governmental Partnerships

575

770

770

770

Local Government Legislation Review

300

....

....

....

Preparing for Emergency Events and Emerging Security Threats

474

474

474

474

Re‑shaping Tasmanian Service

500

500

500

500

Strategic Growth Initiative

1 500

1 500

1 500

....

TasALERT Emergency Information Service

235

240

245

....

Tasmanian Government Exhibit at Agricultural Events

321

328

334

....

Tasmanian State Service Aboriginal Employment Strategy and Youth Employment

70

250

250

....

 

 

 

 

 


 

COVID‑19 Response and Recovery Measures

Glenorchy Jobs Hub

Funding of $1.3 million will be provided over two years to assist local business owners to meet their workforce demands, and help jobseekers into employment.

Hamlet

Funding of $470 000 will be provided over two years to support the Hamlet Employability Program, which provides practical work experience and job readiness training in hospitality to Tasmanians facing multiple barriers to accessing education, training and employment.

Public Building Maintenance Program

Funding of $327 000 has been provided in 2020‑21 as part of the Governmentís Public Building Maintenance Program. Projects to be delivered are maintenance and upgrades to various Service Tasmania buildings.

Regionally‑based Model for Coordinating the Recovery from COVID‑19

Funding of $676 000 will be provided over two years to support the implementation of Recommendation 63 in the Premierís Economic and Social Recovery Advisory Council Interim Report. This funding will ensure that the longer term recovery efforts are flexible and scalable, regionally coordinated, and take into account the whole‑of‑government and national approach to the COVID‑19 pandemic recovery.

Sorell Employment Hub Extension

Funding of $300 000 will be provided in 2020‑21 and $650 000 in 2021‑22 to extend the successful Sorell Employment model to continue to deliver services assisting local jobseekers into employment in South East Tasmania.

State Sector ‑ Casual Worker Support

This funding is available to provide support for State Sector casual workers impacted by the COVID‑19 pandemic.

Troublesmiths

Funding of $420 000 will be provided over two years to Workskills Inc.ís Troublesmiths Employment Program to assist the delivery of the Troublesmiths employment‑focused social enterprise for young people aged 15 to 24 years facing multiple barriers to accessing education, training and employment.

Other Key Deliverables

Brand Tasmania Corporate Support

Funding of $200 000 per annum is allocated in this Budget to support the continued delivery of brand services to the community by Brand Tasmania. This will help position Brand Tasmania to play an important role in the COVID‑19 pandemic recovery.

Centre for Review and Evaluation

Funding of $2.2 million over two years from 2020‑21 is allocated in this Budget for a Centre for Review and Evaluation, which will be established within the Department to promote evidence‑based decision making across the Tasmanian Government. The initial task for the Centre will be to support the delivery of the Review of the Tasmanian State Service.

Climate Action 21: Tasmaniaís Climate Change Action Plan 2017‑2021

The Department will continue to deliver the Governmentís $3 million commitment towards Climate Action 21: Tasmaniaís Climate Change Action Plan 2017‑2021, which focuses on implementing a number of new initiatives to respond to a changing climate and reduce greenhouse gas emissions. Actions are focused on: climate change research; improving energy efficiency; reducing transport emissions; and supporting business, local government and communities to take action. Funding of $750 000 per annum was provided in 2017‑18, 2018‑19 and 2019‑20. The final $750 000 is allocated in 2020‑21.

Climate Change Policy Review

Funding of $300 000 has been provided to progress the 2020 independent review of the Climate Change (State Action) Act 2008. This review will be used as the mechanism to consult with the community on the options to revise Tasmaniaís emission reduction target and to deliver Tasmanianís Climate Change Action Plan 2026.

Cyber Security

Funding of $4.9 million over four years has been provided to fund a centralised uplift program to build cyber security capability across government to prevent, respond and recover from cyber security incidents. Cyber security continues to be an evolving matter. The Tasmanian Government is investing to proactively detect cyber security vulnerabilities to public facing Tasmanian Government services, support cyber security awareness and targeted training for cyber security management. Cyber security will continue to be reviewed and assessed to determine the future risk.

Electric Vehicle Target for the Tasmanian Government Fleet

Funding of $2.3 million over three years has been provided to set an electric vehicle target of 100 per cent for the Tasmanian Government vehicle fleet by 2030. This initiative aims to lead by example in transitioning to electric vehicles, creating a second‑hand electric vehicle market for the community and enhancing demand for electric vehicle models in the State. It has been identified by the Tasmanian Governmentís Electric Vehicle Working Group, and the Tasmanian Governmentís Smarter Fleets Program Ė Electric Vehicles in the Tasmanian Government, as a key next step in delivering the Tasmanian Governmentís commitment to support electric vehicle uptake under Climate Action 21.

Emissions Reduction Loan Scheme

Funding of $1.3 million over four years has been provided to introduce a $10 million no‑interest loan scheme for large Tasmanian greenhouse gas‑emitting businesses and industries to trial existing clean technologies or test new innovative production processes, that will lead to reduced emissions. This initiative supports the work undertaken in Climate Action 21 and the Tasmanian Governmentís commitment to achieve zero net emissions by 2050.

Flood Mapping Project

The Department will continue working with the State Emergency Service to deliver the Flood Mapping Project, with funding of $850 000 allocated in 2020‑21. The Project is jointly funded by the State and Australian Governments under the Natural Disaster Relief and Recovery Arrangements. It is a three year project, which commenced in September 2018, which is gathering high resolution terrain imagery, developing a state‑wide flood hazard map, and partnering with local government to undertake detailed community flood studies.

Greening Australia ‑ Youth Climate Leaders Program

Funding of $50 000 has been provided to continue to support the Greening Australia Ė Youth Climate Leaders Program. The Tasmanian Youth Climate Leaderís Program presents students with a unique opportunity to take on leadership roles to address climate change and sustainable issues faced by their local Tasmanian communities.

Inter‑Governmental Partnerships

Funding of $2.9 million over four years has been provided to take advantage of big changes affecting citizens, communities, services and places over the long‑term, and leverage our partnerships with the Australian and other governments to deliver resources, drive priorities and mitigate risk to the Tasmanian Community. This is even more important due to COVID‑19 pandemic, as National Cabinet and the National Reform Committees focus on responding to the health crisis, and recovering from the economic crisis. National Cabinet has met around 35 times since the start of the year, which is 15 times more than the Council of Australian Government, in over 20 years.

Local Government Legislation Review

Finalisation and implementation of Tasmaniaís new local government legislation is necessary to deliver the Governmentís commitment to create a contemporary framework that supports innovation, flexibility, productivity and accountability in the local government sector.

The Local Government Review commenced in 2018‑19 and funding of $300 000 has been allocated in 2020‑21 to finalise the Review.

Preparing for Emergency Events and Emerging Security Threats

Funding of $474 000 per annum for four years has been provided for policy coordination, planning, response support and recovery in relation to natural disasters and security threats.

Re‑shaping Tasmanian Service

Funding of $500 000 per annum for four years has been provided to re‑shape Government Services to the Tasmanian community. To do this, innovative best practice needs to be adopted with a workforce built to ensure the customer is at the centre of the service provided.


 

Strategic Growth Initiative

Funding of $1.5 million per annum for four years was provided in the 2019‑20 Budget to develop and implement key Government priorities under a Strategic Growth framework to assist in delivering improved social and economic outcomes across the State. This includes investing in local communities to support local resilience, and endeavouring to ensure equitable economic and employment growth throughout Tasmania. Strategic Growth is about creating a Tasmania that no matter where you live, no matter your background, no matter your circumstances Ė opportunities will be here for a better life.

TasALERT Emergency Information Service

Additional operational funding of $951 000 over four years was provided in the 2019‑20 Budget, recognising the increased costs to deliver a robust TasALERT service and emergency management communications projects across government. TasALERT is publicly recognised as a key channel in Tasmaniaís emergency management information service. It provides whole‑of‑government information that is essential to Tasmanians across all hazards such as: bushfires; floods and severe weather; terrorism; and pandemic or biosecurity threats. In addition to managing and operating TasALERT, the Department has a whole‑of‑government emergency management communications role that includes managing the Whole‑of‑Government Public Information Unit, supporting projects across all agencies and representing Tasmania on many state and national bodies.

Tasmanian Government Exhibit at Agricultural Events

Funding of $1.3 million over four years was provided in the 2019‑20 Budget to stage a Tasmanian Government exhibit at selected annual Tasmanian agricultural events, namely Agfest and the Burnie and Hobart shows. A whole‑of‑government exhibit will provide the opportunity to engage one‑on‑one with members of the community and communicate priority information to a broad spectrum of people. The funding will be used to cover infrastructure and staffing costs for the Department and other agencies that participate in the exhibit.

Tasmanian State Service Aboriginal Employment Strategy and Youth Employment

Funding of $570 000 over three years will be provided to support the achievement of the intended outcomes of the Aboriginal Employment Strategy and School‑based Traineeship Program; and for the delivery of Aboriginal Cultural Respect training for SES and Senior Managers.


 

Output Information

Outputs of the Department of Premier and Cabinet are provided under the following Output Groups:

       Output Group 1 ‑ Support for Executive Decision Making;

       Output Group 2 ‑ Government Processes and Services;

       Output Group 3 ‑ Electronic Services for Government Agencies and the Community;

       Output Group 4 ‑ State Service Management;

       Output Group 5 ‑ Security and Emergency Management;

       Output Group 6 ‑ Local Government;

       Output Group 7 ‑ Strategic Growth;

       Output Group 89 ‑ Public Building Maintenance Program; and

       Output Group 90 ‑ COVID‑19 Response and Recovery.

Table 9.2 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 Governmentís 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 9.2:†††††††† 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 

 

 

 

 

 

 

Premier

 

 

 

 

 

 

 

 

 

 

 

Output Group 1 ‑ Support for Executive Decision Making

 

 

 

 

 

1.1 Strategic Policy and Advice1,2

4 142 

6 815 

5 737 

5 413 

5 507 

 

4 142 

6 815 

5 737 

5 413 

5 507 

Output Group 2 ‑ Government Processes and Services

 

 

 

 

 

2.1 Management of Executive Government Processes3

7 553 

7 950 

8 014 

8 140 

7 645 

2.2 Principal and Subordinate Legislation4

3 125 

3 363 

3 437 

3 509 

3 588 

2.3 Tasmanian Government Courier

691 

710 

727 

742 

759 

2.4 Corporate Support to Ministerial and Parliamentary Offices and the Office of the Governor

2 440 

2 487 

2 538 

2 577 

2 622 

 

13 809 

14 510 

14 716 

14 968 

14 614 

Output Group 3 ‑ Electronic Services for Government Agencies and the Community

 

 

 

 

 

3.2 Management and Ongoing Development of Service Tasmania

16 148 

17 472 

17 232 

17 588 

17 949 

 

16 148 

17 472 

17 232 

17 588 

17 949 

Output Group 4 ‑ State Service Management

 

 

 

 

 

4.1 State Service Employment and Management5

6 173 

6 010 

6 273 

6 397 

6 254 

 

6 173 

6 010 

6 273 

6 397 

6 254 

Output Group 5 ‑ Security and Emergency Management

 

 

 

 

 

5.1 Security and Emergency Management

5 208 

4 408 

1 893 

1 956 

2 010 

 

5 208 

4 408 

1 893 

1 956 

2 010 

Output Group 89 ‑ Public Building Maintenance Program

 

 

 

 

 

89.1 Public Building Maintenance Program

.... 

327 

.... 

.... 

.... 

 

.... 

327 

.... 

.... 

.... 

Output Group 90 ‑ COVID‑19 Response and Recovery

 

 

 

 

 

90.1 State Sector ‑ Casual Worker Support6

.... 

1 000 

.... 

.... 

.... 

90.4 Regionally‑based Model for Coordinating the Recovery from COVID‑19

.... 

225 

451 

.... 

.... 

 

.... 

1 225 

451 

.... 

.... 

 

 

 

 

 

 

Capital Investment Program

250 

250 

250 

250 

250 

 

 

 

 

 

 


1.     

Table 9.2:†††††††† 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 Science and Technology

 

 

 

 

 

 

 

 

 

 

 

Output Group 3 ‑ Electronic Services for Government Agencies and the Community

 

 

 

 

 

3.1 Information, Technology and Digital Services Strategy and Policy Development

1 678 

1 928 

2 420 

2 537 

2 595 

3.3 Delivery of IT Services

25 663 

25 993 

23 306 

23 516 

30 331 

 

27 341 

27 921 

25 726 

26 053 

32 926 

 

 

 

 

 

 

Minister for Local Government

 

 

 

 

 

 

 

 

 

 

 

Output Group 6 ‑ Local Government

 

 

 

 

 

6.1 Local Government

2 304 

2 294 

2 044 

2 081 

2 129 

 

2 304 

2 294 

2 044 

2 081 

2 129 

 

 

 

 

 

 

Minister for Climate Change

 

 

 

 

 

 

 

 

 

 

 

Output Group 1 ‑ Support for Executive Decision Making

 

 

 

 

 

1.2 Climate Change7

2 185 

2 977 

3 005 

3 035 

1 970 

 

2 185 

2 977 

3 005 

3 035 

1 970 

 

 

 

 

 

 

Minister for Strategic Growth

 

 

 

 

 

 

 

 

 

 

 

Output Group 7 ‑ Strategic Growth

 

 

 

 

 

7.1 Strategic Growth1,8

1 500 

2 680 

1 571 

1 605 

.... 

 

1 500 

2 680 

1 571 

1 605 

.... 

Output Group 90 ‑ COVID‑19 Response and Recovery

 

 

 

 

 

90.6 Glenorchy Jobs Hub

.... 

650 

650 

.... 

.... 

90.7 Sorell Employment Hub Extension

.... 

300 

650 

.... 

.... 

90.8 Hamlet

.... 

235 

235 

.... 

.... 

90.9 Troublesmiths

.... 

220 

200 

.... 

.... 

 

.... 

1 405 

1 735 

.... 

.... 

 

 

 

 

 

 

TOTAL

79 060 

88 294 

80 633 

79 346 

83 609 

 

 

 

 

 

 

Notes:

1.    The 2019‑20 Budget year comparative has been adjusted to reflect the creation of Output Group 7 ‑ Strategic Growth and the allocation of a portion of Output 1.1 to Output 7.1 Strategic Growth.

2.    The increase in Strategic Policy and Advice in 2020‑21 reflects new funding for the Centre for Review and Evaluation, Inter‑Governmental Partnerships, and Re‑shaping Tasmanian Service initiatives.

3.    The increase in Management of Executive Government Processes primarily reflects additional ongoing funding for Brand Tasmania Corporate Support.

4.    The increase in Principal and Subordinate Legislation reflects a transfer of funding from Legislature‑General relating to the Office of the Parliamentary Counsel.

5.    This Output includes funding for the Tasmanian State Service Aboriginal Employment Strategy and Youth Employment initiative.

6.    The variation in State Sector ‑ Casual Worker Support in 2020‑21 reflects funding that was provided in 2019‑20 but was unable to be spent before 30 June 2020.

7.    The increase in Climate Change in 2020‑21 primarily reflects the final year of funding for Climate Action 21: Tasmaniaís Climate Change Action Plan 2017‑2021, as well as new funding for Climate Change Policy Review, Electric Vehicle Target for the Tasmanian Government Fleet, Emissions Reduction Loan Scheme and Greening Australia Ė Youth Climate Leaders Program.

8.    The increase in Strategic Growth in 2020‑21 primarily reflects the rollover of funding from 2019‑20 related to projects delayed due to COVID‑19.

Output Group 1:††† Support for Executive Decision Making

1.1 Strategic Policy and Advice

This Output assists the Government to achieve its vision for Tasmania by providing high quality policy services to the Premier and Cabinet; and leading strategic engagement across Government and externally to develop and implement key Government priorities. The Department of Premier and Cabinetís Policy Division leads and supports the development and implementation of whole‑of‑government processes and policies. It also manages and coordinates intergovernmental relations, including: Tasmaniaís engagement with the National Cabinet and its reform committees; intergovernmental agreements; inquiries; and international treaties. This Output has provided strategic policy and advice in relation to the COVID‑19 pandemic.

1.2 Climate Change

This Output relates to the activities of the Tasmanian Climate Change Office. TCCO works closely with government, industry and the community to deliver a range of policies and programs that assist with reducing greenhouse gas emissions and building resilience to the impacts of climate change.

Table 9.3:†††††††† Performance Information ‑ Output Group 1

Performance Measure1

Unit of

†Measure

2017‑18 Actual

2018‑19 Actual

2019‑20 Actual

2020‑21 Target

 

 

 

 

 

 

Strategic Policy and Advice

 

 

 

 

 

Percentage of Cabinet Advisories that are submitted to the Cabinet Office on time

%

87

na

na

na

Selected policy outputs must meet the minimum benchmark as measured against agreed quality standards

%

100

na

na

na

Satisfaction of key clients with delivery of policy services as measured by survey

%

na

na

na

na

Climate Change

 

 

 

 

 

Percentage of strategic policy initiatives completed on time

%

 

100

 

94

 

89

na

Selected policy outputs must meet the minimum benchmark as measured against agreed quality standards

%

na

na

na

na


 

Table 9.3:†††††††† Performance Information ‑ Output Group 1 (continued)

Performance Measure1

Unit of

†Measure

2017‑18 Actual

2018‑19 Actual

2019‑20 Actual

2020‑21 Target

 

 

 

 

 

 

Satisfaction of key clients with delivery of policy services as measured by survey

%

na

na

na

na

 

 

 

 

 

 

Note:

1.    Establishing accurate and objective performance measures for the quality of policy advice is difficult and contested. The mix of indicators selected represent measureable characteristics of policy advice and are proxies for outcome measures. In late 2019, a working group was established to review and refresh the existing Key Performance Indicators of the Department. The aim is to ensure the KPIs going forward align with the Departmentís current Strategic Plan and reflect its new vision. The working group met several times before work temporarily paused due to COVID‑19. An updated set of performance measures will be finalised in late 2020.

Output Group 2:††† Government Processes and Services

2.1 Management of Executive Government Processes

This Output provides administrative support for Executive Government bodies, such as Cabinet and the Executive Council; management of machinery of government matters; coordination of State protocol; management of communications policy; and advice and other Executive Government processes.

2.2 Principal and Subordinate Legislation

This Output provides:

       a legislative drafting service for new legislation and amendments to existing legislation;

       advice on legislative matters;

       an up‑to‑date electronic database of Tasmanian legislation; and

       printing of Gazettes and legislation.

This Output is provided by the Office of Parliamentary Counsel.

2.3 Tasmanian Government Courier

This Output includes a courier service providing incoming and outgoing mail facilities to Government and regional offices.

2.4 Corporate Support to Ministerial and Parliamentary Offices and the Office of the Governor

This Output provides the administrative, financial, human resources, information systems, records and property management services to support the Ministerial and Parliamentary offices and the Office of the Governor.


 

Table 9.4:†††††††† Performance Information ‑ Output Group 2

Performance Measure

Unit of

†Measure

2017‑18 Actual

2018‑19 Actual

2019‑20 Actual

2020‑21 Target

 

 

 

 

 

 

Management of Executive Government Processes

 

 

 

 

 

High level of satisfaction with the communications and protocol assistance, advice and service provided1

%

95

92

na

95

Cabinet meetings supported

Number

41

47

51

47

Executive Council meetings supported

Number

22

28

26

24

Official visits to Tasmania managed

Number

10

13

12

13

Official functions organised

Number

7

4

3

8

 

 

 

 

 

 

Principal and Subordinate Legislation

 

 

 

 

 

High level satisfaction of key clients with drafting and delivery of Bills and Statutory Rules

%

95

95

99

95

Updates occur to www.legislation.tas.gov.au within two working days for new and revisions to Acts and Statutory Rules

%

98

98

98

98

 

 

 

 

 

 

Tasmanian Government Courier

 

 

 

 

 

Percentage change of delivery costs2

%

(45.1)

(61.2)

(74.8)

≤GOE

 

 

 

 

 

 

Corporate Support to Ministerial and Parliamentary Offices and the Office of the Governor

 

 

 

 

 

Improving overall client satisfaction with the standard of service provided by the corporate activities (Financial Management Services, Human Resources, Information Technology Services, Properties and Procurement)1

%

96

93

na

≤GOE

 

 

 

 

 

 

Notes:

1.    Survey not conducted due to impact of COVID‑19.

2.    The target relates to the percentage change of the cost per delivery/collection point is ≤ indexation of general operation expenses.


 

Output Group 3:††† Electronic Services for Government Agencies and the Community

3.1 Information, Technology and Digital Services Strategy and Policy Development

This Output provides coordination, development and implementation of whole‑of‑government information management, information systems, telecommunications and cyber security strategies and policies. This Output is provided by Digital Strategy and Services Division which aims to improve and modernise cyber security, technology and information operations of Government in Tasmania.

3.2 Management and Ongoing Development of Service Tasmania

This Output develops new customer services, and facilitates their delivery to the Tasmanian community through Service Tasmaniaís service centres, the Tasmanian Government Contact Centre and Service Tasmania Online. This Output is provided by Service Tasmania.

3.3 Delivery of IT Services

This Output facilitates delivery of information and communications technology services across Government, including wide area networking; internet; whole‑of‑government directory services; data centre, infrastructure and LAN as a service; fixed and mobile telephony; mobile data; information technology system hosting and support; email and unified communications; human resource systems; and business reporting. This Output is provided by the Digital Strategy and Services Division.

Table 9.5:†††††††† Performance Information ‑ Output Group 3

Performance Measure

Unit of

†Measure

2017‑18 Actual

2018‑19 Actual

2019‑20 Actual

2020‑21 Target

 

 

 

 

 

 

Information, Technology and Digital Services Strategy and Policy Development

 

 

 

 

 

Selected ICT policy outputs must meet the minimum benchmark as measured against agreed quality standards1

%

71

na

na

na

Satisfaction of key clients with delivery of ICT policy services as measured by survey1

%

na

na

na

na

 

 

 

 

 

 

Management and ongoing development of Service Tasmania

 

 

 

 

 

Automated Transactions

 

 

 

 

 

Customer satisfaction

%

na

94.69

93

>92

Customer complaints

Number

na

1

2

<20

Service Availability

%

na

99.95

99.99

>99.9

 

 

 

 

 

 

Service Centres

 

 

 

 

 

Customer satisfaction

%

na

96.24

95

>90

Ratio of Customer complaints to compliments

Ratio

na

0.33:1

0.38:1

4:1


Table 9.5:†††††††† Performance Information ‑ Output Group 3 (continued)

Performance Measure

Unit of

†Measure

2017‑18 Actual

2018‑19 Actual

2019‑20 Actual

2020‑21 Target

 

 

 

 

 

 

Service Availability

%

na

99.99

99.97

>99.75

 

 

 

 

 

 

Contact Centre

 

 

 

 

 

Customer satisfaction

%

na

79.64

69

>80

Ratio of Customer complaints to compliments

Ratio

na

1.6:1

0.63:1

14:1

Service Availability

%

na

100

100

>99.75

Average Wait Time

Seconds

na

143

164

<150

 

 

 

 

 

 

Delivery of IT Services

 

 

 

 

 

Service level agreement performance and compliance

%

na

84

87

>90

TMD Supplier Performance

%

na

na

100

>90

Financial Performance based on Actual vs. Budget1

%

na

na

na

na

Customer satisfaction

%

na

na

83

>90

 

 

 

 

 

 

 

 

 

 

 

 

Note:

1.    Establishing accurate and objective performance measures for the quality of policy advice is difficult and contested. The mix of indicators selected represent measureable characteristics of policy advice and are proxies for outcome measures. In late 2019, a working group was established to review and refresh the existing KPIs of the Department. The aim is to ensure the KPIs going forward align with the Departmentís current Strategic Plan and reflect its new vision. The working group met several times before work temporarily paused due to COVID‑19. An updated set of performance measures will be finalised in late 2020.

Output Group 4:††† State Service Management

4.1 State Service Employment and Management

This Output covers the activities of the State Service Management Office to support the Minister administering the State Service Act 2000 and the Head of the State Service in performing functions and powers under the State Service Act. The SSMO supports agencies to deliver productive and responsive services to the community, through high quality and contemporary policies, practices and procedures in relation to workforce management, workforce development and workforce relations. This includes:

       establishing practices, guidelines and employment frameworks in relation to employment and employment relations matters;

       evaluating and reporting (Annual Report) and where necessary investigating performance of agencies;

       assisting in implementation of systems and procedures, including classification of duties, Code of Conduct, performance management, and work health, safety and wellbeing;

       advocacy and dispute resolution in industrial tribunals and negotiating agreements;

       supporting agencies in managing the Senior Executive Service including SES administration, leadership and management development initiatives;

       developing and delivering training, education and capability development programs;

       developing and implementing contemporary recruitment programs and guidelines in recruitment, selection and appointment; and

       referring matters to, working with and implementing recommendations from tribunals such as the Integrity Commission, Equal Opportunity Tasmania and the Tasmanian Industrial Commission.

Table 9.6:†††††††† Performance Information ‑ Output Group 4

Performance Measure1

Unit of

†Measure

2017‑18 Actual

2018‑19 Actual

2019‑20 Actual

2020‑21 Target

 

 

 

 

 

 

State Service Employment and Management

 

 

 

 

 

Industrial agreements due in year negotiated and finalised2

%

na

0

89

100

Section 29 matters resolved (withdrawn or agreed)3

%

85

29

57

85

 

 

 

 

 

 

Professional Development

 

 

 

 

 

Increased completion by participants in external leadership programs (e.g. ANZSOG)

%

100

100

100

>90

TTC courses provided evaluated as meeting participantís expectations

%

91

97

90

>95

Percentage of TTC annual training program delivered

%

74

83

82

90

Increased completion by participants in State Service Leadership and Management program

%

59

70

66

>70

Whole of Service employment demographics matches community demographics by 20201

Ratio

Approaching 50/50

Approaching 50/50

na

na

 

 

 

 

 

 

Notes:

1.    Establishing accurate and objective performance measures for the quality of policy advice is difficult and contested. The mix of indicators selected represent measureable characteristics of policy advice and are proxies for outcome measures. In late 2019, a working group was established to review and refresh the existing KPIs of the Department. The aim is to ensure the KPIs going forward align with the Departmentís current Strategic Plan and reflect its new vision. The working group met several times before work temporarily paused due to COVID‑19. An updated set of performance measures will be finalised in late 2020.

2.    Nineteen industrial agreements, due to be negotiated and finalised in 2018‑19, were not finalised before 30 June 2019.

3.    Includes matters under s29(1), s29(1A)(a) and s29(1A)(c) of the Industrial Relations Act 1984. Percentage of matters which were closed other than by a formal hearing outcome. Open matters roll into the next reporting period.

Output Group 5:††† Security and Emergency Management

5.1 Security and Emergency Management

This Output leads and coordinates whole‑of‑government policy initiatives that enable the Tasmanian Government to achieve its priorities in security and emergency management. This Output is provided by the Office of Security and Emergency Management, working closely with emergency services, other government agencies, non‑government organisations and the community. OSEM manages projects and provides policy advice to Government regarding prevention, preparedness, response and recovery arrangements for natural hazards and security related threats.

Table 9.7:†† Performance Information ‑ Output Group 5

Performance Measure1

Unit of

†Measure

2017‑18 Actual

2018‑19 Actual

2019‑20 Actual

2020‑21 Target

 

 

 

 

 

 

Security and Emergency Management

 

 

 

 

 

Selected policy outputs must meet the minimum benchmark as measured against agreed quality standards

%

76

na

na

na

Satisfaction of key clients with delivery of policy services as measured by survey

%

na

na

na

na

 

 

 

 

 

 

Note:

1.    Establishing accurate and objective performance measures for the quality of policy advice is difficult and contested. The mix of indicators selected represent measureable characteristics of policy advice and are proxies for outcome measures. In late 2019, a working group was established to review and refresh the existing KPIs of the Department. The aim is to ensure the KPIs going forward align with the Departmentís current Strategic Plan and reflect its new vision. The working group met several times before work temporarily paused due to COVID‑19. An updated set of performance measures will be finalised in late 2020.

Output Group 6:††† Local Government

6.1 Local Government

This Output coordinates the activities of the Local Government Division. The Local Government Division contributes to a well‑governed, responsive, and sustainable local government sector, which acts in the best interests of Tasmanian ratepayers and residents. The Division does this by supporting the statutory responsibilities of the Director of Local Government, leading regulatory and policy initiatives that support a sustainable local government sector, and strengthening the collaborative links between councils and the Tasmanian Government.

The Division works with stakeholders to:

       provide expert policy advice on local government matters;

       administer and ensure the sectorís compliance with relevant legislative and regulatory provisions;

       enhance local government performance through supporting good governance practices and ensuring transparent performance monitoring;

       deliver education and training;

       support the Local Government Board and Boards of Inquiry; and

       ensure regular contact between the State Government and local government so that the sectorís views inform key regulatory and policy decisions, including through supporting the Premierís Local Government Council.

Table 9.8:†††††††† Performance Information ‑ Output Group 6

Performance Measure1

Unit of

†Measure

2017‑18 Actual

2018‑19 Actual

2019‑20 Actual

2020‑21 Target

 

 

 

 

 

 

Local Government

 

 

 

 

 

Satisfaction of key clients with delivery of policy services as measured by survey

%

na

na

na

na

Effectiveness of complaints resolution ‑ no decisions overturned by external review bodies

Number

nil

nil

nil

nil

 

 

 

 

 

 

Note:

1.    Establishing accurate and objective performance measures for the quality of policy advice is difficult and contested. The mix of indicators selected represent measureable characteristics of policy advice and are proxies for outcome measures. In late 2019, a working group was established to review and refresh the existing KPIs of the Department. The aim is to ensure the KPIs going forward align with the Departmentís current Strategic Plan and reflect its new vision. The working group met several times before work temporarily paused due to COVID‑19. An updated set of performance measures will be finalised in late 2020.

Output Group 7:††† Strategic Growth

7.1 Strategic Growth

This Output is contributing to the delivery of jobs hubs in Sorell and Glenorchy, supporting social enterprises in Hobart and providing a $1 million investment in community identified initiatives in George Town that address the social, education and skills, health and wellbeing needs to drive sustainable change.

As all funding for this Output is grant funding, there is no overall Performance Information. Each grant has its own specific Performance Information included in the Grant Deed.


 

Capital Investment Program

Table 9.9 provides financial information for the Departmentís Capital Investment Program. More information on the Capital Investment Program is provided in chapter 6 of The Budget Budget Paper No 1.

Table 9.9:†††††††† 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 Science and Technology

 

 

 

 

 

Cyber Security

2 710 

179 

1 038 

888 

605 

 

 

 

 

 

 

Existing Infrastructure Commitments

 

 

 

 

 

 

 

 

 

 

 

Premier

 

 

 

 

 

Service Tasmania Shops Capital Investment

Ongoing 

250 

250 

250 

250 

 

 

 

 

 

 

Total CIP Allocations

 

429 

1 288 

1 138 

855 

 

 

 

 

 

 

Cyber Security

For more information regarding Cyber Security refer to the Key Deliverables section of this chapter.

Service Tasmania Shops Capital Investment

The Capital Investment Program allocation provides for a refurbishment and upgrade program for Service Tasmania service centres and for the regular replacement and/or upgrade of essential Service Tasmania related technology and infrastructure.


 

Detailed Budget Statements

Table 9.10:†††††† 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

44 448 

50 596 

48 148 

46 536 

43 903 

Appropriation revenue - capital2

250 

429 

1 288 

1 138 

855 

Other revenue from government3

.... 

1 746 

.... 

.... 

.... 

Grants4

.... 

327 

.... 

.... 

.... 

Sales of goods and services5

32 233 

28 560 

27 736 

27 847 

35 069 

Other revenue6

1 595 

3 381 

2 880 

2 880 

2 880 

Total revenue

78 526 

85 039 

80 052 

78 401 

82 707 

Total income

78 526 

85 039 

80 052 

78 401 

82 707 

 

 

 

 

 

 

Expenses

 

 

 

 

 

Employee benefits7

42 132 

46 660 

46 781 

47 095 

48 864 

Depreciation and amortisation8

739 

580 

505 

482 

482 

Supplies and consumables9

33 420 

37 334 

29 379 

29 540 

33 118 

Grants and subsidies10

2 515 

3 431 

3 704 

1 970 

872 

Borrowing costs

24 

22 

13 

Other expenses

230 

267 

251 

250 

264 

Total expenses

79 060 

88 294 

80 633 

79 346 

83 609 

 

 

 

 

 

 

Net result

(534)

(3 255)

(581)

(945)

(902)

 

 

 

 

 

 

Comprehensive result

(534)

(3 255)

(581)

(945)

(902)

 

 

 

 

 

 

Notes:

1.    The increase in Appropriation revenue - operating in 2020‑21 reflects funding provided for initiatives detailed in Table 9.1 Key Deliverables Statement, offset by the completion of funding for fixed‑term initiatives.

2.    The increase in Appropriation revenue - capital in 2020‑21 reflects new funding for Cyber Security.

3.    Other revenue from government reflects rollovers of unexpended appropriation from 2019-20 authorised in accordance with the Financial Management Act 2016.

4.    The increase, in 2020‑21, reflects expenditure under the Public Building Maintenance Program.

5.    The decrease in Sales of goods and services in 2020‑21 reflects a reduction in communication revenue, the transition to Microsoft 365, and a reduction in revenue for the Tasmanian Training Consortium due to COVID‑19.

6.    The increase in Other revenue in 2020‑21 reflects new reporting arrangements for Specific Purpose Accounts under the Financial Management Act 2016, including revenue relating to the provision of Corporate Services to the Tasmanian Training Consortium and Digital Strategy Services.

7.    The increase in Employee benefits in 2020‑21 relates to initiatives including Local Government Legislation Review; Cyber Security; Brand Tasmania Corporate Support; Inter‑Governmental Partnerships; Re‑shaping Tasmanian Service; and the transfer of funding from Legislature‑General.

8.    The decrease in Depreciation and amortisation, reflects a change in the accounting treatment for the recognition of leases. Further information on the change in accounting treatment is provided in chapter 1 of this Budget Paper.

9.    The increase in Supplies and consumables, in 2020‑21, reflects a change in the accounting treatment for the recognition of leases and the rollover of appropriation funding from 2019‑20 for a number of initiatives.

10.  The increase in Grants and subsides in 2020‑21 primarily reflects funding for initiatives including Sorell Employment Hub Extension, Glenorchy Jobs Hub, Hamlet, Troublesmiths, Electric Vehicle Target for the Tasmanian Government Fleet, and Greening Australia Ė Youth Climate Leaders Program.

Table 9.11:†††††† 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 

 

 

 

 

 

 

Premier

 

 

 

 

 

 

 

 

 

 

 

Output Group 1 ‑ Support for Executive Decision Making

 

 

 

 

 

1.1 Strategic Policy and Advice1,2

4 102 

6 775 

5 697 

5 373 

5 467 

 

4 102 

6 775 

5 697 

5 373 

5 467 

Output Group 2 ‑ Government Processes and Services

 

 

 

 

 

2.1 Management of Executive Government Processes3

5 397 

5 754 

5 774 

5 902 

5 408 

2.2 Principal and Subordinate Legislation4

3 114 

3 352 

3 426 

3 498 

3 577 

2.3 Tasmanian Government Courier

692 

711 

728 

743 

760 

2.4 Corporate Support to Ministerial and Parliamentary Offices and the Office of the Governor

1 857 

1 904 

1 955 

1 994 

2 039 

 

11 060 

11 721 

11 883 

12 137 

11 784 

Output Group 3 ‑ Electronic Services for Government Agencies and the Community

 

 

 

 

 

3.2 Management and Ongoing Development of Service Tasmania

13 057 

13 457 

13 762 

14 049 

14 377 

 

13 057 

13 457 

13 762 

14 049 

14 377 

Output Group 4 ‑ State Service Management

 

 

 

 

 

4.1 State Service Employment and Management5

3 376 

3 534 

3 799 

3 875 

3 683 

 

3 376 

3 534 

3 799 

3 875 

3 683 

Output Group 5 ‑ Security and Emergency Management

 

 

 

 

 

5.1 Security and Emergency Management

5 209 

2 713 

1 894 

1 957 

2 011 

 

5 209 

2 713 

1 894 

1 957 

2 011 

Output Group 90 ‑ COVID‑19 Response and Recovery

 

 

 

 

 

90.1 State Sector ‑ Casual Worker Support6

.... 

1 000 

.... 

.... 

.... 

90.4 Regionally‑based Model for Coordinating the Recovery from COVID‑19

.... 

225 

451 

.... 

.... 

 

.... 

1 225 

451 

.... 

.... 

 

 

 

 

 

 

Capital Investment Program

250 

250 

250 

250 

250 

 

 

 

 

 

 

Operating Services Expenditure

36 804 

39 425 

37 486 

37 391 

37 322 

Capital Services Expenditure

250 

250 

250 

250 

250 

 

37 054 

39 675 

37 736 

37 641 

37 572 

 

 

 

 

 

 

Table 9.11:†††††† 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 Science and Technology

 

 

 

 

 

 

 

 

 

 

 

Output Group 3 ‑ Electronic Services for Government Agencies and the Community

 

 

 

 

 

3.1 Information, Technology and Digital Services Strategy and Policy Development

1 657 

1 907 

2 399 

2 516 

2 574 

 

1 657 

1 907 

2 399 

2 516 

2 574 

 

 

 

 

 

 

Capital Investment Program

.... 

179 

1 038 

888 

605 

 

 

 

 

 

 

Operating Services Expenditure

1 657 

1 907 

2 399 

2 516 

2 574 

Capital Services Expenditure

.... 

179 

1 038 

888 

605 

 

1 657 

2 086 

3 437 

3 404 

3 179 

 

 

 

 

 

 

Minister for Local Government

 

 

 

 

 

 

 

 

 

 

 

Output Group 6 ‑ Local Government

 

 

 

 

 

6.1 Local Government

2 304 

2 204 

1 954 

1 991 

2 039 

 

2 304 

2 204 

1 954 

1 991 

2 039 

 

 

 

 

 

 

Operating Services Expenditure

2 304 

2 204 

1 954 

1 991 

2 039 

 

2 304 

2 204 

1 954 

1 991 

2 039 

 

 

 

 

 

 

Minister for Climate Change

 

 

 

 

 

 

 

 

 

 

 

Output Group 1 ‑ Support for Executive Decision Making

 

 

 

 

 

1.2 Climate Change7

2 183 

2 975 

3 003 

3 033 

1 968 

 

2 183 

2 975 

3 003 

3 033 

1 968 

 

 

 

 

 

 

Operating Services Expenditure

2 183 

2 975 

3 003 

3 033 

1 968 

 

2 183 

2 975 

3 003 

3 033 

1 968 

 

 

 

 

 

 

Minister for Strategic Growth

 

 

 

 

 

 

 

 

 

 

 

Output Group 7 ‑ Strategic Growth

 

 

 

 

 

7.1 Strategic Growth1,8

1 500 

2 680 

1 571 

1 605 

.... 

 

1 500 

2 680 

1 571 

1 605 

.... 

Table 9.11:†††††† 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

 

 

 

 

 

90.6 Glenorchy Jobs Hub

.... 

650 

650 

.... 

.... 

90.7 Sorell Employment Hub Extension

.... 

300 

650 

.... 

.... 

90.8 Hamlet

.... 

235 

235 

.... 

.... 

90.9 Troublesmiths

.... 

220 

200 

.... 

.... 

 

.... 

1 405 

1 735 

.... 

.... 

 

 

 

 

 

 

Operating Services Expenditure

1 500 

4 085 

3 306 

1 605 

.... 

 

1 500 

4 085 

3 306 

1 605 

.... 

 

 

 

 

 

 

Department of Premier and Cabinet

 

 

 

 

 

Total Operating Services Expenditure

44 448 

50 596 

48 148 

46 536 

43 903 

Total Capital Services Expenditure

250 

429 

1 288 

1 138 

855 

 

44 698 

51 025 

49 436 

47 674 

44 758 

 

 

 

 

 

 

Appropriation Rollover

.... 

1 746 

.... 

.... 

.... 

 

 

 

 

 

 

Total Revenue from Appropriation

44 698 

52 771 

49 436 

47 674 

44 758 

 

 

 

 

 

 

Controlled Revenue from Appropriation

44 698 

52 771 

49 436 

47 674 

44 758 

 

44 698 

52 771 

49 436 

47 674 

44 758 

 

 

 

 

 

 

Notes:

1.    The 2019‑20 Budget year comparative has been adjusted to reflect the creation of Output Group 7 ‑ Strategic Growth and the allocation of a portion of Output 1.1 to Output 7.1 Strategic Growth.

2.    The increase in Strategic Policy and Advice in 2020‑21 reflects new funding for the Centre for Review and Evaluation, Inter‑Governmental Partnerships, and Re‑shaping Tasmanian Service initiatives.

3.    The increase in Management of Executive Government Processes primarily reflects additional ongoing funding for Brand Tasmania Corporate Support.

4.    The increase in Principal and Subordinate Legislation reflects a transfer of funding from Legislature‑General relating to the Office of the Parliamentary Counsel.

5.    The variation in State Service Employment and Management reflects funding for the Tasmanian State Service Aboriginal Employment Strategy and Youth Employment initiative.

6.    The variation in State Sector ‑ Casual Worker Support in 2020‑21 reflects funding that was provided in 2019‑20 but was unable to be spent before 30 June 2020.

7.    The increase in Climate Change in 2020‑21 primarily reflects the final year of funding for Climate Action 21: Tasmaniaís Climate Change Action Plan 2017‑2021, as well as new funding for Climate Change Policy Review, Electric Vehicle Target for the Tasmanian Government Fleet, Emissions Reduction Loan Scheme and Greening Australia Ė Youth Climate Leaders Program.

8.    The increase in Strategic Growth in 2020‑21 primarily reflects the rollover of funding from 2019‑20 related to projects delayed due to COVID‑19.


 

Table 9.12:†††††† Statement of Financial Position as at 30 June

 

2020 

2021 

2022 

2023 

2024 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Assets

 

 

 

 

 

Financial assets

 

 

 

 

 

Cash and deposits1

4 160 

4 892 

3 482 

1 884 

611 

Receivables2

2 987 

1 996 

1 911 

1 826 

1 741 

Other financial assets2

2 824 

2 497 

2 544 

2 591 

2 638 

 

9 971 

9 385 

7 937 

6 301 

4 990 

 

 

 

 

 

 

Non‑financial assets

 

 

 

 

 

Property, plant and equipment2

1 193 

857 

786 

715 

644 

Infrastructure3

.... 

260 

1 298 

2 186 

2 791 

Intangibles

894 

630 

644 

658 

672 

Other assets4

2 439 

1 297 

1 167 

1 060 

953 

 

4 526 

3 044 

3 895 

4 619 

5 060 

 

 

 

 

 

 

Total assets

14 497 

12 429 

11 832 

10 920 

10 050 

 

 

 

 

 

 

Liabilities

 

 

 

 

 

Payables2

2 741 

630 

671 

712 

753 

Interest bearing liabilities4

995 

615 

411 

256 

100 

Provisions

313 

431 

431 

431 

431 

Employee benefits

9 662 

9 957 

10 081 

10 205 

10 329 

Other liabilities2

912 

706 

729 

752 

775 

Total liabilities

14 623 

12 339 

12 323 

12 356 

12 388 

 

 

 

 

 

 

Net assets (liabilities)

(126)

90 

(491)

(1 436)

(2 338)

 

 

 

 

 

 

Equity

 

 

 

 

 

Accumulated funds

(126)

90 

(491)

(1 436)

(2 338)

Total equity

(126)

90 

(491)

(1 436)

(2 338)

 

 

 

 

 

 

Notes:

9.    The increase in Cash and deposits in 2021 reflects planned project spending for Service Tasmania, State Service Management Office, and Digital Strategy and Services.

10.  The variation in this item in 2021 reflects revised estimates based on 30 June 2019 actuals.

11.  The increase in Infrastructure from 2021 reflects the Cyber Security initiative.

12.  The decrease in Other assets and Interest bearing liabilities in 2021 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.


13.   

Table 9.13:†††††† 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

44 448 

50 596 

48 148 

46 536 

43 903 

Appropriation receipts ‑ capital2

250 

429 

1 288 

1 138 

855 

Appropriation receipts ‑ other

.... 

1 746 

.... 

.... 

.... 

Grants3

.... 

327 

.... 

.... 

.... 

Sales of goods and services4

32 294 

28 621 

27 797 

27 908 

35 130 

GST receipts

4 442 

4 442 

4 442 

4 442 

4 442 

Other cash receipts5

1 595 

3 381 

2 880 

2 880 

2 880 

Total cash inflows

83 029 

89 542 

84 555 

82 904 

87 210 

 

 

 

 

 

 

Cash outflows

 

 

 

 

 

Employee benefits6

(37 493)

(41 655)

(41 703)

(41 984)

(43 549)

Superannuation

(4 515)

(4 881)

(4 954)

(4 987)

(5 191)

Borrowing costs

(24)

(22)

(13)

(9)

(9)

GST payments

(4 442)

(4 442)

(4 442)

(4 442)

(4 442)

Grants and subsidies7

(2 515)

(3 431)

(3 704)

(1 970)

(872)

Supplies and consumables8

(33 429)

(37 343)

(29 388)

(29 549)

(33 127)

Other cash payments

(228)

(265)

(249)

(248)

(262)

Total cash outflows

(82 646)

(92 039)

(84 453)

(83 189)

(87 452)

 

 

 

 

 

 

Net cash from (used by) operating activities

383 

(2 497)

102 

(285)

(242)

 

 

 

 

 

 

Cash flows from investing activities

 

 

 

 

 

Payments for acquisition of non‑financial assets

(270)

(449)

(1 308)

(1 158)

(875)

Net cash from (used by) investing activities

(270)

(449)

(1 308)

(1 158)

(875)

 

 

 

 

 

 

Cash flows from financing activities

 

 

 

 

 

Net borrowings

(365)

(220)

(204)

(155)

(156)

Net cash from (used by) financing activities

(365)

(220)

(204)

(155)

(156)

 

 

 

 

 

 

Net increase (decrease) in cash and cash equivalents held

(252)

(3 166)

(1 410)

(1 598)

(1 273)

 

 

 

 

 

 

Cash and deposits at the beginning of the reporting period

4 412 

8 058 

4 892 

3 482 

1 884 

Cash and deposits at the end of the reporting period

4 160 

4 892 

3 482 

1 884 

611 

 

 

 

 

 

 

Notes:

1.    The increase in Appropriation receipts - operating in 2020‑21 reflects funding provided for initiatives detailed in Table 9.1 Key Deliverables Statement, offset by the completion of funding for fixed‑term initiatives.

2.    The increase in Appropriation receipts - capital in 2020‑21 reflects new funding for Cyber Security.

3.    The increase in Grants, in 2020‑21, reflects expenditure under the Public Building Maintenance Program.

4.    The decrease in Sales of goods and services in 2020‑21 reflects the reduced revenue due to the transition to Microsoft 365 and a decrease in communication revenue; and a reduction in revenue for the Tasmanian Training Consortium due to COVID‑19.

5.    The increase in Other cash receipts in 2020‑21 reflects new reporting arrangements for Specific Purpose Accounts under the Financial Management Act 2016.

6.    The increase in Employee benefits in 2020‑21 relates to initiatives including Local Government Legislation Review; Cyber Security; Brand Tasmania Corporate Support; Inter‑Governmental Partnerships; Re‑shaping Tasmanian Service; and the transfer of funding from Legislature‑General.

7.    The increase in Grants and subsides in 2020‑21 primarily reflects funding for initiatives including Sorell Employment Hub Extension, Glenorchy Jobs Hub, Hamlet, Troublesmiths, Electric Vehicle Target for the Tasmanian Government Fleet, and Greening Australia - Youth Climate Leaders Program.

8.    The increase in Supplies and consumables, in 2020‑21, reflects a change in the accounting treatment for the recognition of leases and the rollover of appropriation funding from 2019‑20 for a number of initiatives.