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.
Table 9.1 provides a summary of the Budget and Forward Estimates allocations for key deliverables being undertaken by the Department.
|
|
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 |
…. |
…. |
|
|
|
|
|
|
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
The 2021‑22 Budget reflects the transfer of the Strategic Growth Output (formally Output Group 7) to the Department of State Growth.
|
|
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 |
|
|
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.
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.
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.
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.
|
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 |
|
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.
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.
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.
This Output includes a courier service providing incoming and outgoing mail facilities to Government and regional offices.
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.
|
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 |
|
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.
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.
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.
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.
|
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.
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.
|
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.
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.
|
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).
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.
|
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.
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.
|
|
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 |
|
|
|
|
|
|
|
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.
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.
|
|
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 |
5 |
4 |
4 |
1 |
|
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.
|
|
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 |
|
|
|
|
|
|
|
|
|
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 |
.... |
.... |
.... |
.... |
|
|
|
|
|
|
|
|
|
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.
|
|
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.
|
|
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.