Brand Tasmania is responsible for taking a best practice approach to ensure the Tasmanian Brand is strengthened locally, nationally and internationally, and is promoted as a key asset of the Tasmanian community.
Brand Tasmania’s broad objectives are to:
· develop, maintain, protect and promote a Tasmanian Brand that is differentiated and enhances our appeal and competitiveness nationally and internationally;
· strengthen Tasmania’s image and reputation locally, nationally and internationally; and
· nurture, enhance and promote the Tasmanian Brand as a shared public asset.
Brand Tasmania operates as a client‑service organisation, partnering with stakeholders across business, government and the community, to empower Tasmanians to tell their stories in words, in images and, most importantly, through action.
The work of Brand Tasmania is overseen by a Board and is led by the Chief Executive Officer.
Brand Tasmania supports the Premier, Hon Peter Gutwein MP.
This chapter provides financial information about the Output to be delivered by Brand Tasmania in 2021‑22 and over the Forward Estimates (2022‑23 to 2024‑25). Further information about Brand Tasmania is provided at www.brandtasmania.com.au and www.tasmanian.com.au.
Table 13.1 provides a summary of the Budget and Forward Estimates allocations for key deliverables being undertaken by Brand Tasmania.
|
|
2021‑22
Budget |
2022‑23 Forward Estimate |
2023‑24 Forward Estimate |
2024‑25 Forward Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
Initiatives |
|
|
|
|
|
Sentiment and Brand Measurement |
175 |
240 |
.... |
.... |
|
Tasmanian Brand: Youth Enterprise |
100 |
.... |
.... |
.... |
|
|
|
|
|
|
This initiative will provide up‑to‑date tracking of the Tasmanian Brand on and off‑island.
This initiative will pilot a Brand Tasmania’s Youth Enterprise program and be delivered in collaboration with key partners in the community sector, the Department of Education and in schools.
Brand Tasmania’s Output is provided under the following Output Group:
· Output Group 1 ‑ Brand Tasmania.
Table 13.2 provides an Output Group Expense Summary for Brand Tasmania.
|
|
2020‑21 |
2021‑22 |
2022‑23 |
2023‑24 |
2024‑25 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Premier |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 1 ‑ Brand Tasmania |
|
|
|
|
|
|
1.1 Brand Tasmania1 |
1 896 |
2 328 |
2 141 |
1 925 |
1 948 |
|
|
1 896 |
2 328 |
2 141 |
1 925 |
1 948 |
|
|
|
|
|
|
|
|
TOTAL |
1 896 |
2 328 |
2 141 |
1 925 |
1 948 |
|
|
|
|
|
|
|
Note:
1. The variation over the Budget and Forward Estimates in Brand Tasmania reflects the funding profile for the Tasmanian Brand: Youth Enterprise and the Sentiment and Brand Measurement initiatives.
Brand Tasmania’s purpose is to bring more value to everything Tasmanian.
This Output delivers on the objectives of Brand Tasmania by ensuring Tasmania has a contemporary, best practice approach to managing, developing, promoting and protecting Tasmania’s Brand, in order to:
· strengthen Tasmania’s image and reputation locally, nationally and internationally;
· ensure Tasmania’s Brand is nurtured, enhanced and promoted as a key asset of the Tasmanian community;
· enhance the attractiveness of Tasmania as a place in which to live, work, study, visit, invest or trade; and
· maximise the profile, and the competitive position, of Tasmanian goods, services, experiences and products in local, national and international markets.
In 2021‑22, Brand Tasmania’s work will be focussed on the ongoing implementation of its 2019‑2024 Strategic Plan and delivering projects and collaborative activities with its partners across government, industry and the community.
|
|
2020‑21 |
2021‑22 |
2022‑23 |
2023‑24 |
2024‑25 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Revenue and other income |
|
|
|
|
|
|
Appropriation revenue ‑ operating1 |
1 824 |
2 232 |
2 129 |
1 913 |
1 936 |
|
Other revenue from government |
72 |
84 |
.... |
.... |
.... |
|
Sales of goods and services |
.... |
12 |
12 |
12 |
12 |
|
Total revenue |
1 896 |
2 328 |
2 141 |
1 925 |
1 948 |
|
Total income |
1 896 |
2 328 |
2 141 |
1 925 |
1 948 |
|
|
|
|
|
|
|
|
Expenses |
|
|
|
|
|
|
Employee benefits |
627 |
642 |
652 |
654 |
657 |
|
Supplies and consumables1 |
1 069 |
1 486 |
1 289 |
1 071 |
1 091 |
|
Grants and subsidies |
200 |
200 |
200 |
200 |
200 |
|
Total expenses |
1 896 |
2 328 |
2 141 |
1 925 |
1 948 |
|
|
|
|
|
|
|
|
Net result |
.... |
.... |
.... |
.... |
.... |
|
|
|
|
|
|
|
|
Comprehensive result |
.... |
.... |
.... |
.... |
.... |
|
|
|
|
|
|
|
Note:
1. The increase in Appropriation revenue ‑ operating and Supplies and consumables reflects the funding profile for the Tasmanian Brand: Youth Enterprise and the Sentiment and Brand Measurement initiatives.
|
|
2020‑21 |
2021‑22 |
2022‑23 |
2023‑24 |
2024‑25 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Premier |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 1 ‑ Brand Tasmania |
|
|
|
|
|
|
1.1 Brand Tasmania1 |
1 824 |
2 232 |
2 129 |
1 913 |
1 936 |
|
|
1 824 |
2 232 |
2 129 |
1 913 |
1 936 |
|
|
|
|
|
|
|
|
Brand Tasmania |
|
|
|
|
|
|
Total Operating Services |
1 824 |
2 232 |
2 129 |
1 913 |
1 936 |
|
|
1 824 |
2 232 |
2 129 |
1 913 |
1 936 |
|
|
|
|
|
|
|
|
Appropriation Rollover |
72 |
84 |
.... |
.... |
.... |
|
|
|
|
|
|
|
|
Total Revenue from Appropriation |
1 896 |
2 316 |
2 129 |
1 913 |
1 936 |
|
|
|
|
|
|
|
|
Controlled Revenue from Appropriation |
1 896 |
2 316 |
2 129 |
1 913 |
1 936 |
|
|
1 896 |
2 316 |
2 129 |
1 913 |
1 936 |
|
|
|
|
|
|
|
Note:
1. The increase in Appropriation for Brand Tasmania reflects funding for the Tasmanian Brand: Youth Enterprise and the Sentiment and Brand Measurement initiatives.
|
|
2021 |
2022 |
2023 |
2024 |
2025 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Assets |
|
|
|
|
|
|
Financial assets |
|
|
|
|
|
|
Cash and deposits1 |
12 |
.... |
.... |
.... |
.... |
|
Receivables |
6 |
2 |
2 |
2 |
2 |
|
|
18 |
2 |
2 |
2 |
2 |
|
|
|
|
|
|
|
|
Non‑financial assets |
|
|
|
|
|
|
Intangibles1 |
41 |
119 |
119 |
119 |
119 |
|
Other assets |
17 |
7 |
7 |
7 |
7 |
|
|
58 |
126 |
126 |
126 |
126 |
|
|
|
|
|
|
|
|
Total assets |
76 |
128 |
128 |
128 |
128 |
|
|
|
|
|
|
|
|
Liabilities |
|
|
|
|
|
|
Payables |
29 |
23 |
23 |
23 |
23 |
|
Employee benefits1 |
28 |
127 |
127 |
127 |
127 |
|
Total liabilities |
57 |
150 |
150 |
150 |
150 |
|
|
|
|
|
|
|
|
Net assets (liabilities) |
19 |
(22) |
(22) |
(22) |
(22) |
|
|
|
|
|
|
|
|
Equity |
|
|
|
|
|
|
Accumulated funds |
19 |
(22) |
(22) |
(22) |
(22) |
|
Total equity |
19 |
(22) |
(22) |
(22) |
(22) |
|
|
|
|
|
|
|
Note:
1. The
variation in Cash and deposits, Intangibles and Employee benefits in 2022
reflect revised estimates based on 30 June 2020 actuals.
|
|
2020‑21 |
2021‑22 |
2022‑23 |
2023‑24 |
2024‑25 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Cash flows from operating activities |
|
|
|
|
|
|
Cash inflows |
|
|
|
|
|
|
Appropriation receipts ‑ operating |
1 824 |
2 232 |
2 129 |
1 913 |
1 936 |
|
Appropriation receipts ‑ other |
72 |
84 |
.... |
.... |
.... |
|
Sales of goods and services |
.... |
12 |
12 |
12 |
12 |
|
Total cash inflows |
1 896 |
2 328 |
2 141 |
1 925 |
1 948 |
|
|
|
|
|
|
|
|
Cash outflows |
|
|
|
|
|
|
Employee benefits |
(567) |
(580) |
(588) |
(588) |
(588) |
|
Superannuation |
(60) |
(62) |
(64) |
(66) |
(69) |
|
Grants and subsidies |
(200) |
(200) |
(200) |
(200) |
(200) |
|
Supplies and consumables |
(1 069) |
(1 486) |
(1 289) |
(1 071) |
(1 091) |
|
Total cash outflows |
(1 896) |
(2 328) |
(2 141) |
(1 925) |
(1 948) |
|
|
|
|
|
|
|
|
Net increase (decrease) in cash and cash equivalents held |
.... |
.... |
.... |
.... |
.... |
|
|
|
|
|
|
|
|
Cash and deposits at the beginning of the reporting period |
12 |
.... |
.... |
.... |
.... |
|
Cash and deposits at the end of the reporting period |
12 |
.... |
.... |
.... |
.... |
|
|
|
|
|
|
|