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 Minister for Climate Change, Hon Peter Gutwein MP; the Minister for Local Government, Hon Roger Jaensch MP; and the Minister for Science and Technology, Hon Michael Ferguson MP. The Premier is also the Minister administering the State Service Act 2000.

The Department provides a broad range of services to Cabinet, other Members of Parliament, Government agencies and the community. The Department works closely with the State 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. In addition, it provides a legislative drafting service to Government through the Office of Parliamentary Counsel.

The State Service Management Office, supports the Premier, as the Minister administering the State Service Act and the Head of the State Service to undertake the functions and powers of the Employer. This is achieved through the development and administration of policies and programs that support the Employment Framework and governance within the areas of workforce management, workforce development, and workplace relations.

The Department assists Government by providing impartial and high‑quality advice to the Premier and Cabinet on matters of State and national significance. It collaborates with all agencies across Government and Local Government to provide considered, balanced and timely strategic advice on areas such as economic, social and strategic policy and intergovernmental relations.

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. The Department is continuing to manage the Public Health Hotline, through 2021‑22, providing critical support for the Government’s response to the COVID‑19 pandemic. This support includes assisting the management of outbreaks and supporting delivery of the vaccination program for Tasmania.

Responding and adapting to climate change continues to be a priority for the Government. The Department is continuing to progress initiatives under the Climate Action 21 of Tasmania’s Climate Change Action Plan 2017‑2021


 

Through Service Tasmania, the Department provides a central point of contact for government services and transactions to the Tasmanian people. It works closely with State Government agencies to deliver transaction and information solutions to the community as well as forming partnerships with Australian Government and Local Government organisations to deliver their services throughout Tasmania.

The Department provides fit‑for‑purpose digital policy and technology solutions to the Tasmanian Government and its agencies to achieve priority objectives and core business outcomes. Through this activity the Department supports the vision and objective of the Government’s Our Digital Future by building stronger foundations to support ‘anytime, anywhere’ services and information.

The Department takes carriage of some of the Government’s key priority programs of work such as the Child and Youth Wellbeing Strategy, annual reporting and whole‑of‑government communications and provides support to the Government of the day through the Cabinet Office, support to Executive Council, electorate office support, Ministerial Driver Services and the Government Courier Service. Other functions of the Department includes corporate functions such as Human Resources, Information and Technology Services, Property and Procurement and Financial Management Services.

The Premier announced a bolder Transparency Agenda for Tasmania in late 2020. Scoping has begun on key initiatives including a whole‑of‑government searchable Central Portal at www.tas.gov.au; Right to Information reform, in collaboration with the Tasmanian Ombudsman and an increased suite of routine disclosures by Government agencies. Government will consider resourcing required for this suite of measures once scoping work is substantively progressed, later in this financial year.

This chapter provides the Department’s financial information for 2021-22 and over the Forward Estimates (2022-23 to 2024-25). 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.

Table 9.1:         Key Deliverables Statement

 

2021‑22

 

Budget

2022‑23

Forward

Estimate

2023‑24

Forward

Estimate

2024‑25

Forward

Estimate

 

$'000

$'000

$'000

$'000

Election Commitments

 

 

 

 

Business Resource Efficiency Program

200

….

….

….

Carbon Farming Pilot Program

250

….

….

….

Charge Smart Grants Program

600

….

….

….

Literacy Advisory Panel

300

….

….

….

Service Tasmania Digital Portal

570

872

1 472

1 472

 

 

 

 

 

Other Initiatives

 

 

 

 

Additional Service Tasmania operational costs

125

125

125

125

Child and Youth Wellbeing Strategy

5 000

7 000

9 000

9 000

Tasmania’s Climate Change Action Plan 2021‑26

2 000

7 000

500

500

Expert Panel Review of Local Government

500

500

….

….

Protective Security Policy Framework

1 100

130

….

….

Regional Recovery Committees

50

50

….

….

 

 

 

 

 

Election Commitments

Business Resource Efficiency Program

This funding will deliver a second Business Resource Efficiency Program to aid Tasmanian businesses to audit and review their use of resources and find ways to achieve improvements.

Carbon Farming Pilot Program

This funding will provide rebates of up to $10 000 on carbon farming advice sought from experts to create carbon credits for sale in national or international markets and will be delivered in partnership with the Department of Primary Industries, Parks, Water and Environment.

Charge Smart Grants Program

This funding will build on the Government’s previous program and facilitate the launch of a second Electric Vehicle Charge Smart Grants program. These grants will provide more electric vehicles faster and destination charging stations across regional Tasmania and at key tourist destinations.

Literacy Advisory Panel

The Government has announced a comprehensive review of current literacy policies, approaches and supports in place in Tasmania spanning across the early years, schools and adult learning. This will be undertaken by a Panel that will be co‑chaired by the Secretary of the Department of Premier and Cabinet and the Director of the Peter Underwood Centre for Educational Attainment, with Secretariat support provided by the Department of Premier and Cabinet. A publicly advertised Expression of Interest process has commenced to appoint further panel members.

Service Tasmania Digital Portal

This initiative will begin the development of a digital Service Tasmania portal to provide Tasmanians with a secure and easy‑to‑use access point for government services accessed through a single login. This portal will provide anywhere, anytime, any device access to Government services through an accessible and user‑friendly interface. 

Other Initiatives

Additional Service Tasmania Operational Costs

Additional operational funding has been provided to Service Tasmania to enable it to continue to provide the Tasmanian community with one‑stop access to government transactions, services and information. This will assist Service Tasmania to meet rising operational costs.

Child and Youth Wellbeing Strategy

Investing in the wellbeing of children and young Tasmanians is critical for the State’s future. Funding will be provided to implement Tasmania’s first comprehensive long-term whole-of-government Child and Youth Wellbeing Strategy (the Strategy).

The Strategy, spanning from conception to 25 year olds, will include a specific focus on the first 1 000 days of life, because there is very clear evidence that a good start from conception to age two is vitally important to a child’s development.

The Strategy has been informed by a comprehensive consultation process including over 3 500 contributions from children and young people, parents, carers, advocates and service providers across all parts of Tasmania. It will be implemented in collaboration with the community sector using a similar model to Tasmania’s family violence reforms, through the Departments of Premier and Cabinet, Communities Tasmania, Health, Justice and Police, Fire and Emergency Management.

Tasmania’s Climate Change Action Plan 2021-26

This initiative will be provided over four years to implement a whole‑of‑government plan to guide the Government’s activity on climate change. Tasmania’s Climate Change Action Plan 2021‑26 will identify practical actions to support business, industry, community and government to reduce emissions and build resilience to the impacts of climate change in a way that boosts productivity and supports economic growth. The Plan has three priority areas: information and knowledge; transition and innovation; and adaptation and resilience.

Expert Panel Review of Local Government

Funding is provided over two years to implement recommendations 48 and 49 from the final report of the Premier’s Economic and Social Recovery Advisory Council should Parliament agree to the recommendations from the final report.

Protective Security Policy Framework

This initiative delivers a resource to establish a Protective Security Policy Framework for the Tasmanian Government and upgrades to existing security infrastructure. Improving security requirements will assist Government agencies in protecting their people, information and assets and align it to the standard required to access the Australian Secure Network. 

Regional Recovery Committees

This funding is provided for the operational costs of the Regional Recovery Committees established by the Government to ensure that Tasmania’s recovery from the COVID‑19 pandemic supports the needs of all communities across the State by identifying Tasmania’s medium and long‑term recovery efforts.


 

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 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.

Output Group Updates

The 2021‑22 Budget reflects the transfer of the Strategic Growth Output (formally Output Group 7) to the Department of State Growth.

 


 

Table 9.2:         Output Group Expense Summary

 

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 ‑ Support for Executive Decision Making

 

 

 

 

 

1.1 Strategic Policy and Advice1

6 815 

11 943 

11 925 

14 019 

14 095 

 

6 815 

11 943 

11 925 

14 019 

14 095 

Output Group 2 ‑ Government Processes and Services

 

 

 

 

 

2.1 Management of Executive Government Processes

7 950 

8 195 

8 166 

7 685 

7 784 

2.2 Principal and Subordinate Legislation

3 363 

3 445 

3 525 

3 611 

3 680 

2.3 Tasmanian Government Courier

710 

729 

745 

765 

780 

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

2 487 

2 542 

2 585 

2 633 

2 673 

 

14 510 

14 911 

15 021 

14 694 

14 917 

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

 

 

 

 

 

3.2 Management and Ongoing Development of Service Tasmania2

17 472 

19 008 

19 647 

20 760 

20 256 

 

17 472 

19 008 

19 647 

20 760 

20 256 

Output Group 4 ‑ State Service Management

 

 

 

 

 

4.1 State Service Employment and Management

6 010 

5 954 

6 014 

5 883 

5 790 

 

6 010 

5 954 

6 014 

5 883 

5 790 

Output Group 5 ‑ Security and Emergency Management

 

 

 

 

 

5.1 Security and Emergency Management3

4 408 

3 363 

2 098 

2 033 

1 551 

 

4 408 

3 363 

2 098 

2 033 

1 551 

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 Support

1 000 

.... 

.... 

.... 

.... 

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

225 

501 

50 

.... 

.... 

 

1 225 

501 

50 

.... 

.... 

 

 

 

 

 

 

Capital Investment Program

250 

250 

250 

250 

250 


 

Table 9.2:         Output Group Expense Summary (continued)

 

2020‑21 

2021‑22 

2022‑23 

2023‑24 

2024‑25 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Minister for Local Government and Planning

 

 

 

 

 

 

 

 

 

 

 

Output Group 6 ‑ Local Government

 

 

 

 

 

6.1 Local Government4

2 294 

2 849 

2 595 

2 141 

2 092 

 

2 294 

2 849 

2 595 

2 141 

2 092 

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 Development5

1 928 

2 425 

2 548 

2 614 

1 895 

3.3 Delivery of IT Services

25 993 

23 306 

23 516 

23 831 

23 831 

 

27 921 

25 731 

26 064 

26 445 

25 726 

 

 

 

 

 

 

Minister for Climate Change

 

 

 

 

 

 

 

 

 

 

 

Output Group 1 ‑ Support for Executive Decision Making

 

 

 

 

 

1.2 Climate Change6

2 977 

6 159 

10 041 

2 478 

2 108 

 

2 977 

6 159 

10 041 

2 478 

2 108 

 

 

 

 

 

 

Minister for Strategic Growth7

 

 

 

 

 

 

 

 

 

 

 

Output Group 7 ‑ Strategic Growth

 

 

 

 

 

7.1 Strategic Growth

2 680 

.... 

.... 

.... 

.... 

 

2 680 

.... 

.... 

.... 

.... 

Output Group 90 ‑ COVID‑19 Response and Recovery

 

 

 

 

 

90.6 Glenorchy Jobs Hub

650 

.... 

.... 

.... 

.... 

90.7 Sorell Employment Hub Extension

300 

.... 

.... 

.... 

.... 

90.8 Hamlet

235 

.... 

.... 

.... 

.... 

90.9 Troublesmiths

220 

.... 

.... 

.... 

.... 

 

1 405 

.... 

.... 

.... 

.... 

 

 

 

 

 

 

TOTAL

88 294 

90 669 

93 705 

88 703 

86 785 

 

 

 

 

 

 

Notes:

1.    The increase in Strategic Policy and Advice in 2021-22 primarily reflects new funding for the Child and Youth Wellbeing Strategy.

2.    The increase in Management and Ongoing Development of Service Tasmania in 2021‑22 primarily reflects funding for the Service Tasmania Digital Portal and Additional Service Tasmania operational cost initiatives. 

3.    The decrease in Security and Emergency Management over the Forward Estimates reflects the completion of fixed-term initiatives provided for in previous Budgets and the completion of the Protective Security Policy Framework initiative.

4.    The increase in Local Government in 2021‑22 primarily reflects new funding for the Expert Panel Review of Local Government.

5.    The increase in Information, Technology and Digital Services Strategy and Policy Development in 2021‑22 reflects funding for the 2020‑21 Budget Cyber Security initiative.

6.    The increase in Climate Change in 2021‑22 and 2022‑23 primarily reflects additional funding for the Carbon Farming Pilot Program, Charge Smart Grants Program and Climate Change Action Plan initiatives.

7.    Funding that was previously allocated to the Minister for Strategic Growth has been transferred to the Department of State Growth.

Performance Information

During 2020‑21, a review of the Performance Information of the Department was undertaken and a new set of performance measures were developed to better reflect the Department’s Strategic Plan and Vision. Due to this change, actual results are not available for 2018‑19 and 2019‑20. Where possible, actual results for the new performance measures are provided for 2020‑21 and targets provided for 2021‑22.

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 Cabinet’s Policy Division leads and supports the development and implementation of whole‑of‑government processes and policies. It also manages and coordinates intergovernmental relations, including: Tasmania’s engagement with National Cabinet and the Council for the Australian Federation; intergovernmental agreements; inquiries; and international treaties.

1.2 Climate Change

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

Table 9.3:         Performance Information ‑ Output Group 1

Performance Measure

Unit of

 Measure

2018‑19 Actual

2019‑20 Actual

2020‑21 Actual

2021‑22 Target

 

 

 

 

 

 

Strategic Policy and Advice

 

 

 

 

 

Policy, project and program advice and implementation meets expectations of stakeholders

%

na

na

80

85

Premier and Cabinet receive high quality, rigorous and timely policy advice

%

na

na

100

100

DPAC collaborates with stakeholders to deliver key government priorities to make a significant difference for the people of Tasmania

Satisfactory/

Unsatisfactory

na

na

Satisfactory

Satisfactory

 

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

Performance Measure

Unit of

 Measure

2018‑19 Actual

2019‑20 Actual

2020‑21 Actual

2021‑22 Target

 

 

 

 

 

 

Climate Change

 

 

 

 

 

Policy, project and program advice and implementation meets expectations of stakeholders1

%

na

na

na

90

Progress towards meeting the Government Electric Vehicle Fleet target of 100 per cent by 20302

%

na

na

13

50

Progress towards implementing the initiatives, projects and actions in the Climate Change Action Plan3,4

%

na

na

97

90

 

 

 

 

 

 

Notes:

1.    No actuals are available for this Performance Measure as they will be determined through an annual stakeholder’s survey, which will commence for 2021‑22.

2.    The term Electric vehicles includes battery electric vehicles, plug‑in hybrid and hydrogen fuel cell vehicles. It does not include non‑plug in hybrid vehicles. It also only includes those vehicles held by agencies and not those on order or awaiting delivery.

3.    Of the 37 actions outlined in the Climate Change Action Plan, only one action has been discontinued. All other actions are in progress, complete or ongoing.

4.    The Climate Action 21 Plan expires in 2021. The 2021‑22 Target relates to actions for Tasmania’s Climate Change Action Plan 2021‑2026.

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 protocols; 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

2018‑19 Actual

2019‑20 Actual

2020 ‑21 Actual

2021‑22 Target

 

 

 

 

 

 

Management of Executive Government Processes

 

 

 

 

 

Right to Information Requests responded to within statutory timeframes

%

na

na

100

100

Documents provided to Cabinet within agreed timeframes

%

na

na

95

100

Draft responses to routine Ministerial correspondence actioned within ten days of receipt

%

na

na

82

90

 

 

 

 

 

 

Principal and Subordinate Legislation

 

 

 

 

 

Proportion of key clients that are satisfied that the legislation drafted meets the relevant, and implementable policy intentions in a legally effective manner

%

95

99

99

99

Percentage of achievable legislative timings that have been met to enable legislative priorities and other critical legal or political obligations of the Government to be met

%

na

na

100

95

 

 

 

 

 

 

Tasmanian Government Courier

 

 

 

 

 

Percentage change of delivery costs1

%

(61.2)

(74.8)

(82.7)

≤GOE

 

 

 

 

 

 

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

 

 

 

 

 

Percentage of Payroll and HR functions provided to Government house and MPS in agreed timeframes

%

na

na

98

100

 


 

Table 9.4:         Performance Information ‑ Output Group 2 (continued)

Performance Measure

Unit of

Measure

2018‑19 Actual

2019‑20 Actual

2020 ‑21 Actual

2021‑22 Target

 

 

 

 

 

 

Percentage of IT requests from Government House and MPS met within agreed service level agreement timeframes

%

na

na

94

100

 

 

 

 

 

 

Note:

1.    The target relates to the percentage change of the cost per delivery/collection point is less than or equal to indexation of general operational 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 the Digital Strategy and Services Division which aims to improve and modernise cyber security, technology and the 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 Tasmania’s 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

2018‑19 Actual

2019‑20 Actual

2020 ‑21 Actual

2021‑22 Target

 

 

 

 

 

 

Information, Technology and Digital Services Strategy and Policy Development

 

 

 

 

 

Percentage of Tasmanian Government Departments that are adopting key digital policies.

%

na

na

100

100

 

 

 

 

 

 

Delivery of IT Services

 

 

 

 

 

Service level agreement performance and compliance

%

84

87

89

>90

Proportion of whole‑of‑government contracts managed by Digital Strategy and Services that are validated and current1

%

 

 

na

 

 

100

 

 

100

 

 

100

Customer satisfaction2

%

na

83

na

>90

 

 

 

 

 

 

Management and ongoing development of Service Tasmania3

 

 

 

 

 

Online Transactions4

 

 

 

 

 

Customer satisfaction

%

na

na

54

80

Service Centres

 

 

 

 

 

Customer satisfaction

%

96.2

95

75

90

Contact Centre

 

 

 

 

 

Customer satisfaction

%

79.6

69

95

80

 

 

 

 

 

 

Notes:

1.    This measure was previously titled TMD Supplier Performance. The Telecommunications Management Division no longer exists and the functions are now managed under the Digital Strategy and Services Division.

2.    The 2020‑21 Actual result is not available as the survey that informs this measure was not conducted during 2020‑21 due to key service changes for the DSS Division in 2020‑21.

3.    The customer survey collection method for this group of measures was changed in 2020‑21. This has resulted in some targets being adjusted to reflect the new methodology.

4.    This performance measure has been renamed from Automated Transactions to Online Transactions as the title better reflects the source of this information. The basis of measurement for this measure has changed to capture website, email and social channels.


 

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. 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 relations.

Table 9.6:         Performance Information ‑ Output Group 4

Performance Measure

Unit of

 Measure

2018‑19 Actual

2019‑20 Actual

2020 ‑21 Actual

2021‑22 Target

 

 

 

 

 

 

State Service Employment and Management

 

 

 

 

 

Number of assessments/approvals made under delegation from the HoSS as Employer1

Number

190

163

174

TBD

Number of public data releases

Number

5

5

5

5

 

 

 

 

 

 

Percentage of planned projects (key policies, tools and frameworks) developed during the reporting period

%

na

na

95

95

 

 

 

 

 

 

Diversity and Inclusion

 

 

 

 

 

Enabling the Aboriginal Employment Strategy ‑ participation rate of Senior Leaders in scheduled Cultural Respect Training2

%

na

na

6

75

 

 

 

 

 

 

Youth Recruitment ‑ Number of Appointments

 

 

 

 

 

Graduates3

Number

35

17

24

20

School Based Trainees4

Number

14

9

na

9

 

 

 

 

 

 

Notes:

1.    This measure will be reframed in 2021‑22 to reflect new reporting methodology that captures the quality of the service.

2.    This training was launched in 2020‑21 with five sessions conducted during 2020‑21. The 2020‑21 actual reflects the percentage of Senior Leaders that have participated in these training sessions.

3.    This reflects the graduate intake to the Tasmanian State Service central graduate pool recruitment program and excludes recruitment programs in other agencies.

4.    The 2020‑21 School Based Trainee recruitment program was disrupted due to the COVID‑19 pandemic.


 

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 Measure

Unit of

 Measure

2018‑19 Actual

2019‑20 Actual

2020 ‑21 Actual

2021‑22 Target

 

 

 

 

 

 

Security and Emergency Management

 

 

 

 

 

Response time to Local Government or State Agencies in grant activation1

Business Days

na

1.22

1.25

< 5

Policy, project and program advice and implementation meets expectations of stakeholders2

%

na

na

na

> 80

Low ineligibility rate in the Tasmanian Government’s Disaster Recovery Funding Arrangement Claims3

%

0.6

2.3

1

< 5

 

 

 

 

 

 

Notes:

1.    This Performance Measure refers to the average number of full business days, or part thereof, between a request from a Local Government or State Government agency and the beginning of activation processes, or the closing of a request due to ineligibility. This might include providing advice about eligibility or requesting additional information to progress the activation process. Cases where contact is initiated by the Department are counted as one day. Data for this measure has been collected for the first time in 2020-21. An estimate is provided for 2019‑20 based on available data.

2.    A survey methodology is being developed to facilitate reporting on this Performance Measure commencing in 2021‑22.

3.    This Performance Measure refers to the ineligibility rate for the most recently acquitted claim. This is typically for two financial years before the year of reporting (i.e. the 2020-21 Actual refers to the acquittal of the 2018-19 claim).

Output Group 6:    Local Government

6.1 Local Government

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


 

The Division works with stakeholders to:

·       provide expert policy advice on local government matters;

·       administer and ensure the sector’s compliance with relevant legislative and regulatory provisions;

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

·       deliver education and training;

·       support the Local Government Board and Boards of Inquiry; and

·       ensure regular contact between the State Government and local government so that the sector’s views inform key regulatory and policy decisions, including through supporting the Premier’s Local Government Council.

Table 9.8:         Performance Information ‑ Output Group 6

Performance Measure

Unit of

 Measure

2018‑19 Actual

2019‑20 Actual

2020 ‑21 Actual

2021‑22 Target

 

 

 

 

 

 

Local Government

 

 

 

 

 

Level of satisfaction of local government (Mayors and General Managers) with timeliness and quality of policy advice and support provided by the Department1

Satisfied/Not Satisfied

na

na

Satisfied

Satisfied

Proportion of Councils that comply with statutory requirements for Strategic Planning Documentation2

%

na

na

59

70

Business days taken to complete a preliminary assessment of a complaint and provide advice to the complainant3

days

na

na

52

40

 

 

 

 

 

 

Notes:

1.    During 2020‑21, consultation was undertaken directly with the Local Government Association Tasmania due to limited timeframes to gather the information from Local Government.

2.    The normal strategic planning and review cycles for Local Government councils were disrupted by the COVID‑19 pandemic, impacting the 2020‑21 result.

3.    The 2020‑21 result was impacted by the reprioritisation of staff to support the Government’s response to the COVID‑19 pandemic.


 

Capital Investment Program

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

Table 9.9:         Capital Investment Program

 

Estimated 

2021‑22 

2022‑23 

2023‑24 

2024‑25 

 

Total 

 

Forward 

Forward 

Forward 

 

Cost 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Premier

 

 

 

 

 

 

 

 

 

 

 

Service Tasmania Shop Capital Investment

Ongoing 

250 

250 

250 

250 

 

 

 

 

 

 

Minister for Science and Technology

 

 

 

 

 

 

 

 

 

 

 

Cyber Security

2 710 

1 217 

888 

605 

.... 

 

 

 

 

 

 

Total CIP Allocations

 

1 467 

1 138 

855 

250 

 

 

 

 

 

 

Service Tasmania Shop Capital Investment

This Capital Investment Program allocation provides ongoing funding to Service Tasmania for a refurbishment and upgrade program that enables regular replacement and/or upgrade of essential Service Tasmania related technology and infrastructure.

Cyber Security

This is the second year of a four-year project to fund a centralised uplift program to build cyber security capability across government to prevent, respond and recover from cyber security incidents. 


 

Detailed Budget Statements

Table 9.10:       Statement of Comprehensive Income

 

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

50 596 

55 657 

60 842 

55 348 

53 911 

Appropriation revenue ‑ capital2

429 

1 288 

1 138 

855 

250 

Other revenue from government

1 746 

2 542 

.... 

.... 

.... 

Grants3

327 

.... 

.... 

.... 

.... 

Sales of goods and services

28 560 

30 134 

30 165 

30 306 

30 923 

Other revenue

3 381 

3 080 

3 080 

3 080 

2 225 

Total revenue

85 039 

92 701 

95 225 

89 589 

87 309 

Total income

85 039 

92 701 

95 225 

89 589 

87 309 

 

 

 

 

 

 

Expenses

 

 

 

 

 

Employee benefits4

46 660 

48 301 

47 934 

48 269 

46 382 

Depreciation and amortisation

580 

506 

485 

485 

485 

Supplies and consumables5

37 334 

32 622 

30 483 

30 349 

30 746 

Grants and subsidies6

3 431 

8 982 

14 549 

9 332 

8 916 

Borrowing costs

22 

Other expenses

267 

253 

250 

264 

255 

Total expenses

88 294 

90 669 

93 705 

88 703 

86 785 

 

 

 

 

 

 

Net result

(3 255)

2 032 

1 520 

886 

524 

 

 

 

 

 

 

Comprehensive result

(3 255)

2 032 

1 520 

886 

524 

 

 

 

 

 

 

Notes:

1.    The increase in Appropriation revenue ‑ operating in 2021‑22 primarily reflects additional funding for 2021 election commitments and other initiatives detailed in the Table 9.1 Key Deliverables Statement, partially offset by the completion of fixed‑term initiatives provided for in previous Budgets.

2.    The increase in Appropriation revenue ‑ capital in 2021‑22 reflects funding for the 2020‑21 Budget Cyber Security initiative.

3.    The decrease in Grants in 2021‑22 reflects the completion of upgrades and maintenance to Service Tasmania buildings funded through the Public Building Maintenance Program.

4.    The increase in Employee benefits in 2021‑22 reflects additional expenses for election commitments and other initiatives that require additional staffing to deliver the new programs.

5.    The decrease in Supplies and consumables in 2021‑22 reflects a reduction in information technology expenditure and a review of lease valuations which has resulted in a reduction in the lease expenditure and an increase in the interest bearing liabilities shown in the Statement of Financial Position.

6.    The increase in Grants and subsidies in 2021‑22 reflects expenditure relating to the Charge Smart Grant Program, Child and Youth Wellbeing Strategy and Tasmania’s Climate Change Action Plan initiatives.

 

Table 9.11:       Revenue from Appropriation by Output

 

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 - Support for Executive Decision Making

 

 

 

 

 

1.1 Strategic Policy and Advice1

6 775 

10 503 

11 885 

13 979 

14 055 

 

6 775 

10 503 

11 885 

13 979 

14 055 

Output Group 2 - Government Processes and Services

 

 

 

 

 

2.1 Management of Executive Government Processes

5 754 

5 786 

5 927 

5 447 

5 547 

2.2 Principal and Subordinate Legislation

3 352 

3 434 

3 514 

3 600 

3 669 

2.3 Tasmanian Government Courier

711 

730 

746 

766 

781 

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

1 904 

1 959 

2 002 

2 050 

2 090 

 

11 721 

11 909 

12 189 

11 863 

12 087 

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

 

 

 

 

 

3.2 Management and Ongoing Development of Service Tasmania2

13 457 

15 012 

15 656 

16 640 

16 372 

 

13 457 

15 012 

15 656 

16 640 

16 372 

Output Group 4 - State Service Management

 

 

 

 

 

4.1 State Service Employment and Management3

3 534 

3 810 

3 892 

3 712 

3 773 

 

3 534 

3 810 

3 892 

3 712 

3 773 

Output Group 5 - Security and Emergency Management

 

 

 

 

 

5.1 Security and Emergency Management4

2 713 

3 002 

2 099 

2 034 

1 552 

 

2 713 

3 002 

2 099 

2 034 

1 552 

Output Group 90 - COVID-19 Response and Recovery

 

 

 

 

 

90.1 State Sector - Casual Worker Support

1 000 

.... 

.... 

.... 

.... 

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

225 

501 

50 

.... 

.... 

 

1 225 

501 

50 

.... 

.... 

 

 

 

 

 

 

Capital Investment Program

250 

250 

250 

250 

250 

 

 

 

 

 

 

Operating Services

39 425 

44 737 

45 771 

48 228 

47 839 

Capital Services

250 

250 

250 

250 

250 

 

39 675 

44 987 

46 021 

48 478 

48 089 

 

 

 

 

 

 

 


Table 9.11:       Revenue from Appropriation by Output (continued)

 

2020‑21 

2021‑22 

2022‑23 

2023‑24 

2024‑25 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Minister for Local Government and Planning

 

 

 

 

 

 

 

 

 

 

 

Output Group 6 - Local Government

 

 

 

 

 

6.1 Local Government5

2 204 

2 459 

2 505 

2 051 

2 092 

 

2 204 

2 459 

2 505 

2 051 

2 092 

 

 

 

 

 

 

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 Development6

1 907 

2 404 

2 527 

2 593 

1 874 

 

1 907 

2 404 

2 527 

2 593 

1 874 

 

 

 

 

 

 

Capital Investment Program7

179 

1 038 

888 

605 

.... 

 

 

 

 

 

 

Operating Services

1 907 

2 404 

2 527 

2 593 

1 874 

Capital Services

179 

1 038 

888 

605 

.... 

 

2 086 

3 442 

3 415 

3 198 

1 874 

 

 

 

 

 

 

Minister for Climate Change

 

 

 

 

 

 

 

 

 

 

 

Output Group 1 - Support for Executive Decision Making

 

 

 

 

 

1.2 Climate Change8

2 975 

6 057 

10 039 

2 476 

2 106 

 

2 975 

6 057 

10 039 

2 476 

2 106 

 

 

 

 

 

 

Minister for Strategic Growth9

 

 

 

 

 

 

 

 

 

 

 

Output Group 7 - Strategic Growth

 

 

 

 

 

7.1 Strategic Growth

2 680 

.... 

.... 

.... 

.... 

 

2 680 

.... 

.... 

.... 

.... 

Output Group 90 - COVID-19 Response and Recovery

 

 

 

 

 

90.6 Glenorchy Jobs Hub

650 

.... 

.... 

.... 

.... 

90.7 Sorell Employment Hub Extension

300 

.... 

.... 

.... 

.... 

90.8 Hamlet

235 

.... 

.... 

.... 

.... 

90.9 Troublesmiths

220 

.... 

.... 

.... 

.... 

 

1 405 

.... 

.... 

.... 

.... 

 

 

 

 

 

 

 


Table 9.11:       Revenue from Appropriation by Output (continued)

 

2020‑21 

2021‑22 

2022‑23 

2023‑24 

2024‑25 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Operating Services

4 085 

.... 

.... 

.... 

.... 

 

4 085 

.... 

.... 

.... 

.... 

 

 

 

 

 

 

Department of Premier and Cabinet

 

 

 

 

 

Total Operating Services

50 596 

55 657 

60 842 

55 348 

53 911 

Total Capital Services

429 

1 288 

1 138 

855 

250 

 

51 025 

56 945 

61 980 

56 203 

54 161 

 

 

 

 

 

 

Appropriation Rollover

1 746 

2 542 

.... 

.... 

.... 

 

 

 

 

 

 

Total Revenue from Appropriation

52 771 

59 487 

61 980 

56 203 

54 161 

 

 

 

 

 

 

Controlled Revenue from Appropriation

52 771 

59 487 

61 980 

56 203 

54 161 

 

52 771 

59 487 

61 980 

56 203 

54 161 

 

 

 

 

 

 

Notes:

1.    The increase in Strategic Policy and Advice in 2021‑22 primarily reflects new funding for the Child and Youth Wellbeing Strategy initiative.

2.    The increase in Management and Ongoing Development of Service Tasmania in 2021‑22 reflects new funding for the Service Tasmania Digital Portal election commitment and Service Tasmania’s operational costs. 

3.    The increase in State Service Employment and Management in 2021‑22 reflects funding for the Tasmanian State Service Aboriginal and Youth Employment Strategy initiative.

4.    The decrease in Security and Emergency Management over the Forward Estimates reflect the completion of fixed-term initiatives provided for in previous Budgets and the completion of the Protective Security Policy Framework initiative.

5.    The increase in Local Government in 2021‑22 primarily reflects new funding for the Expert Panel Review of Local Government.

6.    The increase in Information, Technology and Digital Services Strategy and Policy Development in 2021‑22 reflects funding for the Cyber Security initiative.

7.    The increase in the Capital Investment Program in 2021‑22 reflects funding for the Cyber Security initiative.

8.    The increase in Climate Change in 2021‑22 and 2022‑23 primarily reflects additional funding for the Business Resource Efficiency Program, Carbon Farming Pilot Program, Charge Smart Grants Program and the Climate Change Action Plan initiatives.

9.    Funding that was previously allocated to the Minister for Strategic Growth has been transferred to the Department of State Growth.

 


 

Table 9.12:       Statement of Financial Position as at 30 June

 

2021 

2022 

2023 

2024 

2025 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Assets

 

 

 

 

 

Financial assets

 

 

 

 

 

Cash and deposits1

4 892 

13 056 

13 926 

14 444 

15 204 

Receivables2

1 996 

826 

741 

656 

571 

Other financial assets

2 497 

2 137 

2 184 

2 231 

2 278 

 

9 385 

16 019 

16 851 

17 331 

18 053 

 

 

 

 

 

 

Non‑financial assets

 

 

 

 

 

Property, plant and equipment

857 

707 

636 

565 

494 

Infrastructure3

260 

1 217 

2 105 

2 710 

2 710 

Intangibles

630 

407 

421 

435 

449 

Other assets4

1 297 

3 450 

3 340 

3 230 

3 120 

 

3 044 

5 781 

6 502 

6 940 

6 773 

 

 

 

 

 

 

Total assets

12 429 

21 800 

23 353 

24 271 

24 826 

 

 

 

 

 

 

Liabilities

 

 

 

 

 

Payables2

630 

1 853 

1 894 

1 935 

1 976 

Interest bearing liabilities4

615 

1 150 

995 

839 

682 

Provisions

431 

.... 

.... 

.... 

.... 

Employee benefits

9 957 

10 219 

10 343 

10 467 

10 591 

Other liabilities

706 

944 

967 

990 

1 013 

Total liabilities

12 339 

14 166 

14 199 

14 231 

14 262 

 

 

 

 

 

 

Net assets (liabilities)

90 

7 634 

9 154 

10 040 

10 564 

 

 

 

 

 

 

Equity

 

 

 

 

 

Accumulated funds1

90 

7 634 

9 154 

10 040 

10 564 

Total equity

90 

7 634 

9 154 

10 040 

10 564 

 

 

 

 

 

 

Notes:

1.    The increases in Cash and deposits and Accumulated funds in 2022 reflects the impact of lower than planned project expenditure and increased revenue for activities undertaken under Output Group 3 ‑ Electronic Services for Government Agencies and the Community.

2.    The variation in Receivables and Payables in 2022 reflects revised estimates based on 30 June 2020 actuals.

3.    The increase in Infrastructure from 2022 reflects the Cyber Security initiative.

4.    The increase in Other assets and Interest bearing liabilities in 2022 primarily reflects revised estimates of the lease arrangements for the Department.


 

Table 9.13:       Statement of Cash Flows

 

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

50 596 

55 657 

60 842 

55 348 

53 911 

Appropriation receipts ‑ capital

429 

1 288 

1 138 

855 

250 

Appropriation receipts ‑ other

1 746 

2 542 

.... 

.... 

.... 

Grants

327 

.... 

.... 

.... 

.... 

Sales of goods and services

28 621 

30 195 

30 226 

30 367 

30 984 

GST receipts

4 442 

4 442 

4 442 

4 442 

4 442 

Other cash receipts

3 381 

3 080 

3 080 

3 080 

2 225 

Total cash inflows

89 542 

97 204 

99 728 

94 092 

91 812 

 

 

 

 

 

 

Cash outflows

 

 

 

 

 

Employee benefits

(41 655)

(42 828)

(42 359)

(42 440)

(40 615)

Superannuation

(4 881)

(5 349)

(5 451)

(5 705)

(5 643)

Borrowing costs

(22)

(5)

(4)

(4)

(1)

GST payments

(4 442)

(4 442)

(4 442)

(4 442)

(4 442)

Grants and subsidies

(3 431)

(8 982)

(14 549)

(9 332)

(8 916)

Supplies and consumables

(37 343)

(32 631)

(30 492)

(30 358)

(30 755)

Other cash payments

(265)

(251)

(248)

(262)

(253)

Total cash outflows

(92 039)

(94 488)

(97 545)

(92 543)

(90 625)

 

 

 

 

 

 

Net cash from (used by) operating activities

(2 497)

2 716 

2 183 

1 549 

1 187 

 

 

 

 

 

 

Cash flows from investing activities

 

 

 

 

 

Payments for acquisition of non‑financial assets1

(449)

(1 487)

(1 158)

(875)

(270)

Net cash from (used by) investing activities

(449)

(1 487)

(1 158)

(875)

(270)

 

 

 

 

 

 

Cash flows from financing activities

 

 

 

 

 

Net borrowings

(220)

(204)

(155)

(156)

(157)

Net cash from (used by) financing activities

(220)

(204)

(155)

(156)

(157)

 

 

 

 

 

 

Net increase (decrease) in cash and cash equivalents held

(3 166)

1 025 

870 

518 

760 

 

 

 

 

 

 

Cash and deposits at the beginning of the reporting period

8 058 

12 031 

13 056 

13 926 

14 444 

Cash and deposits at the end of the reporting period

4 892 

13 056 

13 926 

14 444 

15 204 

 

 

 

 

 

 

Note:

1.    The increase in Payments for acquisition of non‑financial assets reflects infrastructure purchases for the Cyber Security initiative.