The Department of Premier and Cabinet is a central agency of the Tasmanian Government. The Department is responsible to the Premier, Hon Jeremy Rockliff MP; the Deputy Premier and the Minister for Planning, Hon Michael Ferguson MP; the Minister for Local Government, Hon Nic Street MP; and the Minister for Science and Technology, Hon Madeleine Ogilvie 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 will continue to manage the Public Health Hotline in 2022‑23, providing support to the Tasmanian community as it transitions to living with COVID‑19. This support includes assisting the management of outbreaks and supporting delivery of the vaccination program for Tasmania.
The Department is continuing to manage the State’s COVID‑19 recovery through coordinating agency activities and ensuring that a consistent approach is applied, and providing advice and reporting on the Government recovery plan.
The Department will continue to deliver on the Government’s planning reform agenda through the State Planning Office, which develops planning regulations and policies, and provides advice to the Tasmanian Government and Councils.
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. Service Tasmania is currently developing a digital portal that will provide Tasmanians with a secure and easy‑to‑use access point for government services, providing anywhere, anytime, any device access to Government services.
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.
Other functions supported by the Department include providing 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. The Department includes corporate functions such as Human Resources, Information and Technology Services, Property and Procurement and Financial Management Services.
The Department takes carriage of some of the Government’s key priority programs of work, such as the implementation of the independent reports into both the State Service Review and Pathway to Truth‑Telling and Treaty; provides support for the Government’s Literacy Advisory Panel; and the Child and Youth Wellbeing Strategy. The Department continues to support the Government’s Transparency Agenda for Tasmania through reporting of routine disclosures by Government agencies and supporting Right to Information reform.
This chapter provides the Department’s financial information for 2022‑23 and over the Forward Estimates (2023‑24 to 2025‑26). Further information on the Department is provided at www.dpac.tas.gov.au.
Table 10.1 provides a summary of the Budget and Forward Estimates allocations for key deliverables being undertaken by the Department.
|
|
2022‑23
Budget |
2023‑24 Forward Estimate |
2024‑25 Forward Estimate |
2025‑26 Forward Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
COVID‑19 Public Health Hotline |
3 000 |
.... |
.... |
.... |
|
Literacy Advisory Panel |
360 |
.... |
.... |
.... |
|
Pathway to Truth‑Telling and Treaty |
500 |
.... |
.... |
.... |
|
Planning System Reforms |
710 |
585 |
385 |
385 |
|
Premier’s Fund for Children and Young People |
250 |
500 |
.... |
.... |
|
Recovery Tasmania |
200 |
200 |
.... |
.... |
|
Royal Commission into National Natural Disaster ‑ Tasmania’s Participation |
2 098 |
2 118 |
749 |
.... |
|
Service Tasmania ICT |
760 |
610 |
610 |
610 |
|
TasALERT |
.... |
250 |
.... |
.... |
|
The Future of Local Government |
990 |
646 |
.... |
.... |
|
State Service Review |
|
|
|
|
|
Building Shared Capability for Serious Investigations |
240 |
.... |
.... |
.... |
|
Changes to the State Service Act 2000 and Employment Directions |
200 |
200 |
.... |
.... |
|
Improving the Right to Information Process |
250 |
250 |
.... |
.... |
|
State Service Review Implementation Coordination |
350 |
350 |
175 |
.... |
|
|
|
|
|
|
As part of the Government’s continued commitment to support the Tasmanian community and its transition to living with COVID‑19, funding is provided to continue the operation of the COVID‑19 Public Health Hotline in 2022‑23.
The 2022‑23 Budget provides funding for the continuation of the Literacy Advisory Panel. In 2021, the Government announced a comprehensive review of current literacy policies, approaches and supports in place in Tasmania spanning the early years, schools and adult learning. A community‑wide framework to improve literacy in Tasmania is being developed and undertaken by a Panel appointed by the Premier, with secretariat support provided by the Department. The timeframe for development of the framework has been extended to the end of March 2023.
The 2022‑23 Budget provides funding to support and coordinate the implementation of recommendations provided by Professor Kate Warner AC and Professor Tim McCormack in the Pathway to Truth‑Telling and Treaty report. The report which was tabled by the Premier on 25 November 2021 presented 24 recommendations. This funding will support a small project team to progress these recommendations.
The 2022‑23 Budget provides funding over four years to continue the Government’s 2021 election commitment to reform Tasmania’s planning system and to ensure it is fit for purpose, contemporary and efficient. Funding provided in the 2021‑22 Budget supported building the foundational components of the planning system reforms. This funding will support the ongoing work to reform the planning system and the development and establishment of a regional planning framework to provide consistent, equitable and efficient reviews of the three regional land use strategies through 2023 and 2024.
This initiative will expand funding provided for the Premier’s Fund for Children and Young People over two years. The Fund delivers on actions developed through the Government’s Child and Youth Wellbeing Strategy. The Fund provides more opportunities for children and young people and will create more recreational and social opportunities for children and young people, in the areas where they live.
This initiative provides funding over two years to provide the Government with ongoing capability to coordinate ongoing priority recovery activities from COVID‑19. This funding will build upon disaster recovery capability in Tasmania for future events.
The 2022‑23 Budget provides funding over three years to deliver on Tasmania’s commitment to implement recommendations of the Royal Commission into National Natural Disaster Arrangements that have been prioritised by National Cabinet. The implementation of these recommendations will assist in mitigating risks related to natural disasters and support building resilience in Tasmania in response to natural disasters. The Department will lead the implementation of these recommendations which will be actioned across Government agencies.
The 2022‑23 Budget provides funding over four years, to provide an immediate uplift in information technology support levels for Service Tasmania. This funding will enable the development of an application uplift program and provide the operational flexibility required to integrate systems across government and to digital services into the future.
The 2022‑23 Budget provides funding in 2023‑24 for the operation of TasALERT, ensuring the continuation of a robust emergency management communication service across Tasmania. TasALERT will function as the single emergency alert site for the Tasmanian Government from the end of 2022. It provides whole‑of‑government information that is essential to Tasmanians across all hazards such as: bushfires; floods and severe weather; terrorism; and pandemic or biosecurity threats.
The Government has committed to a review of Local Government over two years to create a more robust and capable system of Local Government that is ready for the challenges and opportunities of the future. The review will be undertaken by the Local Government Board and will make recommendations on the future role, functions and design of local government and the structural, legislative financial reforms required to meet this objective.
The Review will deliver to the Tasmanian Government a clear, credible, and actionable set of reform recommendations for the future role, function, and design of the Tasmanian local government sector. These recommendations will be based on the findings of a detailed, and comprehensive community engagement and research program, in which all interested stakeholders have been given adequate opportunity to contribute to the reform discussion.
The final report of the independent Review of the Tasmanian State Service undertaken by Dr Ian Watt AC was completed in July 2021. The objective of the Review was to identify the changes required to ensure the Tasmanian State Service is fit‑for‑purpose for Tasmania, now and into the future, through transforming current structures, services and practices to deliver a more efficient and effective public service. The Final Report of the Review makes 77 recommendations across five key domain areas. The key domains being: Principles and Values; Leadership; Capability; Workforce; and Service Delivery. Each domain can be considered individually, but the inter‑relationships between the reforms mean that success relies on attention across all five.
The Government has supported implementing the recommendations in three stages across the next five years. The Department will lead the implementation of the recommendations with Stage 1 to commence in 2022‑23.
The 2022‑23 Budget provides funding for the following initiatives to support the implementation of recommendations.
This initiative addresses recommendation 58 of the Review which stated that the government should create a shared capability for the investigation of Code of Conduct breaches. Through this funding the effectiveness of the current decentralised approach to such investigations will be reviewed, with the aim to determine the best method for resourcing and investigating Code of Conduct breaches in the long‑term.
The 2022‑23 Budget provides funding over two years to support the implementation of the Review’s recommendations three, six, 37, 43, 48, 55, 56, 57, 59 and 60 to amend the State Service Act, Regulations, and Employment Directions. This will clarify the employment powers and provide greater delegation for Heads of Agency decision‑making and clearer accountability within the TSS employment framework.
The 2022‑23 Budget provides funding over two years to support the significant uplift of RTI capability and practice in the TSS delivering further on the Government’s Transparency agenda. It will facilitate the provision of centralised training, building skilled RTI practitioners and will reduce key person dependencies in agencies. This will promote supported and consistent practice and deliver enhanced processes and systems for right to information.
This funding will deliver resources, over three years, to coordinate the implementation of the recommendations of the Review. Implementation of the review will be overseen by Heads of Agency, reconstituted into a Secretaries’ Board. The Secretaries’ Board will comprise all Secretaries of Government Departments, to be chaired by the Secretary of the Department of Premier and Cabinet.
The Department is responsible for the implementation of the recommendations. A dedicated project team will be engaged to support the Governance of the project and co‑ordinate the implementation of the recommendations.
During the 2021‑22 financial year, the Department was restructured in accordance with relevant State Service Restructuring Orders. Refer to chapter 1 of this Budget Paper for further information.
At an output level, the restructures resulted in the following changes effective 31 October 2021:
· Output 1.2 Climate Change was transferred from the Department of Premier and Cabinet to the Department of Treasury and Finance as part of the establishment of Renewables, Climate and Future Industries Tasmania. Further information on ReCFIT is provided in chapter 12 of this Budget Paper.
· Output 6.2 State Planning Office transferred from the Department of Justice to the Department of Premier and Cabinet.
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; and
· Output Group 90 ‑ COVID‑19 Response and Recovery
Table 10.2 provides an Output Group Expense Summary for the Department.
|
|
2021‑22 |
2022‑23 |
2023‑24 |
2024‑25 |
2025‑26 |
|
|
|
|
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 |
11 943 |
15 156 |
14 639 |
14 237 |
14 351 |
|
|
11 943 |
15 156 |
14 639 |
14 237 |
14 351 |
|
Output Group 2 ‑ Government Processes and Services |
|
|
|
|
|
|
2.1 Management of Executive Government Processes |
8 195 |
8 118 |
7 907 |
7 758 |
7 898 |
|
2.2 Principal and Subordinate Legislation |
3 445 |
3 537 |
3 643 |
3 727 |
3 830 |
|
2.3 Tasmanian Government Courier |
729 |
748 |
769 |
792 |
813 |
|
2.4 Corporate Support to Ministerial and Parliamentary Offices and the Office of the Governor |
2 542 |
2 591 |
2 636 |
2 678 |
2 720 |
|
|
14 911 |
14 994 |
14 955 |
14 955 |
15 261 |
|
Output Group 3 ‑ Electronic Services for Government Agencies and the Community |
|
|
|
|
|
|
3.2 Management and Ongoing Development of Service Tasmania2 |
19 008 |
21 367 |
21 133 |
20 962 |
19 948 |
|
|
19 008 |
21 367 |
21 133 |
20 962 |
19 948 |
|
Output Group 4 ‑ State Service Management |
|
|
|
|
|
|
4.1 State Service Employment and Management3 |
5 954 |
6 553 |
6 183 |
5 903 |
5 844 |
|
|
5 954 |
6 553 |
6 183 |
5 903 |
5 844 |
|
Output Group 5 ‑ Security and Emergency Management |
|
|
|
|
|
|
5.1 Security and Emergency Management4 |
3 363 |
6 783 |
6 036 |
3 040 |
2 302 |
|
|
3 363 |
6 783 |
6 036 |
3 040 |
2 302 |
|
Output Group 90 ‑ COVID‑19 Response and Recovery |
|
|
|
|
|
|
90.2 Essential Communications5 |
.... |
3 074 |
.... |
.... |
.... |
|
90.4 Regionally‑based Model for Coordinating the Recovery from COVID‑196 |
501 |
50 |
.... |
.... |
.... |
|
|
501 |
3 124 |
.... |
.... |
.... |
|
|
|
|
|
|
|
|
Capital Investment Program |
250 |
250 |
250 |
250 |
250 |
|
|
|
|
|
|
|
|
|
2021‑22 |
2022‑23 |
2023‑24 |
2024‑25 |
2025‑26 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
Minister for Science and Technology |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 3 ‑ Electronic Services for Government Agencies and the Community |
|
|
|
|
|
|
3.1 Information, Technology and Digital Services Strategy and Policy Development |
2 425 |
2 536 |
2 609 |
1 896 |
1 930 |
|
3.3 Delivery of IT Services |
23 306 |
23 994 |
23 987 |
24 040 |
24 029 |
|
|
25 731 |
26 530 |
26 596 |
25 936 |
25 959 |
|
|
|
|
|
|
|
|
Minister for Local Government |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 6 ‑ Local Government |
|
|
|
|
|
|
6.1 Local Government7 |
2 849 |
3 955 |
2 801 |
2 171 |
2 230 |
|
|
2 849 |
3 955 |
2 801 |
2 171 |
2 230 |
|
|
|
|
|
|
|
|
Minister for Planning |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 6 ‑ Local Government |
|
|
|
|
|
|
6.2 State Planning Office8 |
2 830 |
3 860 |
3 570 |
1 905 |
1 958 |
|
|
2 830 |
3 860 |
3 570 |
1 905 |
1 958 |
|
|
|
|
|
|
|
|
Minister for Environment and Climate Change |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 1 ‑ Support for Executive Decision Making |
|
|
|
|
|
|
1.2 Climate Change9 |
559 |
.... |
.... |
.... |
.... |
|
|
559 |
.... |
.... |
.... |
.... |
|
|
|
|
|
|
|
|
TOTAL |
87 899 |
102 572 |
96 163 |
89 359 |
88 103 |
|
|
|
|
|
|
|
Notes:
1. The increase in Strategic Policy and Advice in 2022‑23 primarily reflects funding for the Child and Youth Wellbeing Strategy, announced in the 2021‑22 Budget, and new funding for the Premier’s Fund for Children and Young People, and Pathway to Truth‑Telling and Treaty initiatives.
2. The increase in Management and Ongoing Development of Service Tasmania in 2022‑23 primarily reflects additional funding for Service Tasmania ICT improvements and funding for the continuation of the Service Tasmania Digital Portal project.
3. The increase in State Service Employment and Management in 2022‑23 primarily reflects funding for the coordination of implementing recommendations from the State Service Review.
4. The increase in Security and Emergency Management in 2022‑23 primarily reflects new funding for implementation of recommendations from the Royal Commission into National Natural Disaster Arrangements and additional funding for Recovery Tasmania. The decrease over the Forward Estimates reflects the completion of this fixed‑term funding.
5. The increase in Essential Communications in 2022‑23 reflects funding for the continued operation of the COVID‑19 Public Health Hotline.
6. The decrease in Regionally‑based Model for Coordinating the Recovery from COVID‑19 reflects the completion of this activity.
7. The increase in Local Government in 2022‑23 primarily reflects new funding for the Future of Local Government initiative.
8. The increase in State Planning Office in 2022‑23 primarily reflects new funding for Planning System Reforms. The decrease in 2024-25 primarily reflects the completion of the Regional Land Use Strategies initiative.
9. Output 1.2 Climate Change transferred to the Department of Treasury and Finance effective 31 October 2021. This reflects the adjusted appropriation of the Output following the restructure.
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.
|
Performance Measure |
Unit of Measure |
2019‑20 Actual |
2020‑21 Actual |
2021‑22 Target |
2022‑23 Target |
|
|
|
|
|
|
|
|
Strategic Policy and Advice1 |
|
|
|
|
|
|
Policy, project and program advice and implementation meets the expectations of stakeholders |
% |
na |
80 |
85 |
90 |
|
The Premier and Cabinet receive high quality, rigorous and timely policy advice2,3 |
% |
na |
100 |
75 |
100 |
|
DPAC collaborates with stakeholders to deliver key government priorities to make a significant difference for the people of Tasmania |
Satisfactory/ Unsatisfactory |
na |
Satisfactory |
Satisfactory |
Satisfactory |
|
|
|
|
|
|
|
Notes:
1. During 2020‑21, a review of Performance Information of the Department was undertaken and a new set of performance measures was developed to better reflect the Department’s Strategic Plan and Vision. Due to this change, actual results are not available for 2019‑20.
2. Cabinet advisories that were submitted outside of the due date were provided the following day. All advisories were provided in time for Cabinet consideration. A significant contributing factor to timeliness was the heavy workload for the Division in supporting the Government’s response to COVID‑19, particularly support for National Cabinet.
3. The 2021‑22 Target has been revised to better reflect year to date performance and likely 2021‑22 outcomes.
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 |
2019‑20 Actual |
2020‑21 Actual |
2021‑22 Target |
2022‑23 Target |
|
|
|
|
|
|
|
|
Management of Executive Government Processes1 |
|
|
|
|
|
|
Right to Information Requests responded to within statutory timeframes |
% |
100 |
100 |
100 |
100 |
|
Documents provided to Cabinet within agreed timeframes |
% |
na |
95 |
100 |
100 |
|
Draft responses to routine Ministerial correspondence actioned within ten days of receipt |
% |
na |
82 |
90 |
90 |
|
|
|
|
|
|
|
|
Principal and Subordinate Legislation1 |
|
|
|
|
|
|
Proportion of key clients that are satisfied that the legislation drafted for the client meets the relevant, and implementable policy intentions in a legally effective manner |
% |
99 |
99 |
99 |
99 |
|
Percentage of achievable legislative timings that have been met to enable the legislative priorities and other critical legal or political obligations of the Government to be met |
% |
na |
100 |
95 |
100 |
|
|
|
|
|
|
|
|
Performance Measure |
Unit of Measure |
2019‑20 Actual |
2020‑21 Actual |
2021‑22 Target |
2022‑23 Target |
|
|
|
|
|
|
|
|
Tasmanian Government Courier |
|
|
|
|
|
|
Client satisfaction2 |
% |
na |
na |
95 |
95 |
|
|
|
|
|
|
|
|
Corporate Support to Ministerial and Parliamentary Offices and the Office of the Governor1 |
|
|
|
|
|
|
Percentage of Payroll and HR functions provided to Government House and MPS in agreed timeframes |
% |
na |
98 |
100 |
100 |
|
Percentage of IT requests from Government House and MPS met within agreed service level agreement timeframes |
% |
na |
94 |
100 |
100 |
|
|
|
|
|
|
|
Notes:
1. During 2020‑21, a review of Performance Information of the Department was undertaken and a new set of performance measures was developed to better reflect the Department’s Strategic Plan and Vision. Due to this change, actual results may not be available for 2019‑20.
2. During 2021‑22 the Department has undertaken a review of its performance information relating to the Tasmanian Government Courier Service and changed its methodology to better reflect and report on the operations of the service. Due to this change, actual results are not available for 2019‑20 or 2020‑21.
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 |
2019‑20 Actual |
2020‑21 Actual |
2021‑22 Target |
2022‑23 Target |
|
|
|
|
|
|
|
|
Information, Technology and Digital Services Strategy and Policy Development |
|
|
|
|
|
|
Percentage of Tasmanian Government Departments that are adopting key digital policies1 |
% |
na |
100 |
100 |
100 |
|
|
|
|
|
|
|
|
Delivery of IT Services |
|
|
|
|
|
|
Service level agreement performance and compliance |
% |
87 |
89 |
>90 |
>90 |
|
Proportion of whole‑of‑government contracts managed by Digital Strategy and Services that are validated and current |
% |
100 |
100 |
100 |
100 |
|
Customer satisfaction2 |
% |
83 |
na |
>90 |
>90 |
|
|
|
|
|
|
|
|
Management and ongoing development of Service Tasmania |
|
|
|
|
|
|
Online Transactions |
|
|
|
|
|
|
Customer satisfaction3 |
% |
na |
54 |
80 |
80 |
|
Service Centres |
|
|
|
|
|
|
Customer satisfaction |
% |
95 |
75 |
90 |
90 |
|
Contact Centre |
|
|
|
|
|
|
Customer satisfaction |
% |
69 |
95 |
80 |
90 |
|
|
|
|
|
|
|
Notes:
1. During 2020‑21, a review of Performance Information of the Department was undertaken and a new set of performance measures was developed to better reflect the Department’s Strategic Plan and Vision. Due to this change, actual results are not available for 2019‑20.
2. The 2020‑21 Actual result is not available due to the survey that informs this measure not being conducted during 2020‑21 as a number of key services for Digital Strategy Services were being changed during 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.
This Output covers the activities of the State Service Management Office to support the Minister administering the State Service Act and the Head of the State Service in performing functions and powers under the 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 |
2019‑20 Actual |
2020‑21 Actual |
2021‑22 Target |
2022‑23 Target |
|
|
|
|
|
|
|
|
State Service Employment and Management |
|
|
|
|
|
|
Percentage of assessment/approvals completed within 15 working days1 |
% |
na |
na |
na |
75 |
|
Number of public data releases2 |
Number |
5 |
5 |
4 |
5 |
|
Percentage of planned projects (key policies, tools and frameworks) developed during the reporting period2 |
% |
na |
95 |
100 |
95 |
|
|
|
|
|
|
|
|
Diversity and Inclusion |
|
|
|
|
|
|
Enabling the Aboriginal Employment Strategy ‑ participation rate of Senior Leaders in scheduled Cultural Respect Training3
|
% |
na |
6 |
9 |
20 |
|
Youth recruitment ‑ number of appointments |
|
|
|
|
|
|
Graduates4 |
Number |
17 |
31 |
20 |
24 |
|
School Based Trainees2,5 |
Number |
9 |
na |
11 |
12 |
|
|
|
|
|
|
|
Notes:
1. This Performance Measure replaces the previously reported measure ‘Number of assessments/approvals made under delegation from the HoSS as Employer.’ A better measure to reflect the effectiveness of SSMO in this area is to measure the timing of assessments and approvals completed.
2. 2021‑22 Targets have been revised to better reflect year to date performance and likely 2021‑22 outcomes.
3. Since launching the Cultural Respect training in 2020‑21, 14 sessions have been delivered for 269 participants.
4. This reflects the graduate intake to the Tasmanian State Service central graduate pool recruitment program and excludes any separate agency recruitment programs.
5. 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 |
2019‑20 Actual |
2020‑21 Actual |
2021‑22 Target |
2022‑23 Target |
|
|
|
|
|
|
|
|
Security and Emergency Management |
|
|
|
|
|
|
Response time to Local Government or State Agencies in grant activation1,2 |
Business Days |
1.22 |
1.25 |
2.00 |
<5 |
|
Policy, project and program advice and implementation meets the expectations of stakeholders3 |
% |
na |
na |
>80 |
>80 |
|
Low ineligibility rate in the Tasmanian Government’s Disaster Recovery Funding Arrangements claim2,4 |
% |
2.27 |
1.04 |
0.49 |
<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.
2. 2021‑22 Targets have been revised to better reflect year to date performance and likely 2021‑22 outcomes.
3. A survey methodology is being developed to facilitate reporting on this Performance Measure beginning in 2021‑22.
4. 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.
This Output provides advice to assist the Minister for Planning on the formation of strategic policy and the development of legislation.
It provides support to the Minister in the discharge of parliamentary and statutory and Ministerial planning duties. This includes the development and maintenance of the Tasmanian Planning System including the development and maintenance of the Tasmanian Planning Scheme, and the preparation of Tasmanian Planning Policies and a regional planning framework. This will lead to a review of Tasmania’s three Regional Land Use Strategies.
The Office also processes, on behalf of the Minister, the rezoning of Crown Land and other acquired land under the Housing Land Supply Act 2018. It also provides advice to local government and other bodies on planning policy matters relating to the work of the Department and the Resource Management and Planning System.
|
Performance Measure |
Unit of Measure |
2019‑20 Actual |
2020‑21 Actual |
2021‑22 Target |
2022‑23 Target |
|
|
|
|
|
|
|
|
Local Government1 |
|
|
|
|
|
|
Proportion of Councils that comply with the statutory requirements for Strategic Planning Documentation |
% |
na |
59 |
70 |
80 |
|
Business days taken to complete a preliminary assessment of a complaint and provide advice to the complainant |
days |
na |
52 |
40 |
35 |
|
|
|
|
|
|
|
Note:
1. During 2020‑21, a review of 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 2019‑20.
Table 10.9 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 |
2022‑23 |
2023‑24 |
2024‑25 |
2025‑26 |
|
|
Total |
|
Forward |
Forward |
Forward |
|
|
Cost |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Existing Projects |
|
|
|
|
|
|
|
|
|
|
|
|
|
Premier |
|
|
|
|
|
|
Service Tasmania Shop Capital Investment |
Ongoing |
250 |
250 |
250 |
250 |
|
|
|
|
|
|
|
|
Minister for Science and Technology |
|
|
|
|
|
|
Cyber Security |
2 710 |
1 588 |
605 |
…. |
…. |
|
|
|
|
|
|
|
|
Total CIP Allocations |
|
1 838 |
855 |
250 |
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 third year of a four‑year project to fund a centralised uplift project to build cyber security capability across government to prevent, respond and recover from cyber security incidents.
|
|
2021‑22 |
2022‑23 |
2023‑24 |
2024‑25 |
2025‑26 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Revenue and other income |
|
|
|
|
|
|
Appropriation revenue ‑ operating1 |
52 590 |
65 139 |
62 260 |
56 006 |
54 742 |
|
Appropriation revenue ‑ capital2 |
1 288 |
1 838 |
855 |
250 |
250 |
|
Other revenue from government |
2 842 |
1 805 |
.... |
.... |
.... |
|
Grants3 |
.... |
1 118 |
351 |
135 |
135 |
|
Sales of goods and services |
30 134 |
30 804 |
30 883 |
30 917 |
30 950 |
|
Other revenue4 |
3 080 |
1 377 |
1 379 |
1 164 |
1 166 |
|
Total revenue |
89 934 |
102 081 |
95 728 |
88 472 |
87 243 |
|
Total income |
89 934 |
102 081 |
95 728 |
88 472 |
87 243 |
|
|
|
|
|
|
|
|
Expenses |
|
|
|
|
|
|
Employee benefits5 |
47 647 |
53 168 |
49 408 |
46 265 |
46 537 |
|
Depreciation and amortisation |
504 |
483 |
483 |
483 |
483 |
|
Supplies and consumables6 |
33 308 |
37 580 |
34 426 |
32 951 |
32 080 |
|
Grants and subsidies7 |
6 186 |
9 382 |
9 822 |
8 823 |
8 824 |
|
Borrowing costs |
5 |
4 |
4 |
1 |
1 |
|
Other expenses8 |
249 |
1 955 |
2 020 |
836 |
178 |
|
Total expenses |
87 899 |
102 572 |
96 163 |
89 359 |
88 103 |
|
|
|
|
|
|
|
|
Net result |
2 035 |
(491) |
(435) |
(887) |
(860) |
|
|
|
|
|
|
|
|
Other comprehensive income |
|
|
|
|
|
|
Other movements taken directly to equity |
(280) |
.... |
.... |
.... |
.... |
|
Total other comprehensive income |
(280) |
.... |
.... |
.... |
.... |
|
Comprehensive result |
1 755 |
(491) |
(435) |
(887) |
(860) |
|
|
|
|
|
|
|
Notes:
1. The increase in Appropriation revenue ‑ operating in 2022‑23 primarily reflects additional funding for 2022‑23 Budget initiatives, and funding for the Child and Youth Wellbeing Strategy initiative provided in the 2020‑21 Budget. The decrease over the Forward Estimates reflects the completion of these initiatives.
2. The variation in Appropriation revenue ‑ capital reflects the funding profile for the Cyber Security initiative.
3. The variation in Grants reflects the funding profile of the Future Drought Fund ‑ Regional Drought Resilience Planning Program provided by the Australian Government.
4. The decrease in Other revenue in 2022‑23 primarily reflects revised estimates of Digital Strategy Services revenue.
5. The increase in Employee benefits in 2022‑23 reflects additional staffing costs for 2022‑23 Budget initiatives. The decrease over the Forward Estimates reflects the completion of these initiatives.
6. The increase in Supplies and consumables in 2022‑23 primarily reflects additional expenses for 2022‑23 Budget initiatives, and expenditure profiles for activities and initiatives undertaken by DSS and Service Tasmania. The decrease over the Forward Estimates reflects the completion of these initiatives.
7. The variation in Grants and subsidies in 2022‑23 primarily reflects expenditure relating to the Child and Youth Wellbeing Strategy and the Premier’s Fund for Children and Young People.
8. The increase in Other expenses primarily reflects costs associated with the implementation of recommendations from the Royal Commission into National Natural Disaster Arrangements. The decrease in 2023‑24 reflects the completion of this initiative.
|
|
2021‑22 |
2022‑23 |
2023‑24 |
2024‑25 |
2025‑26 |
|
|
|
|
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 |
10 503 |
14 674 |
14 627 |
14 228 |
14 359 |
|
|
10 503 |
14 674 |
14 627 |
14 228 |
14 359 |
|
Output Group 2 ‑ Government Processes and Services |
|
|
|
|
|
|
2.1 Management of Executive Government Processes |
5 786 |
5 413 |
5 201 |
5 052 |
5 191 |
|
2.2 Principal and Subordinate Legislation |
3 434 |
3 526 |
3 632 |
3 716 |
3 819 |
|
2.3 Tasmanian Government Courier |
730 |
749 |
770 |
793 |
814 |
|
2.4 Corporate Support to Ministerial and Parliamentary Offices and the Office of the Governor |
1 959 |
2 010 |
2 070 |
2 116 |
2 171 |
|
|
11 909 |
11 698 |
11 673 |
11 677 |
11 995 |
|
Output Group 3 ‑ Electronic Services for Government Agencies and the Community |
|
|
|
|
|
|
3.2 Management and Ongoing Development of Service Tasmania2 |
15 012 |
16 477 |
17 397 |
17 215 |
16 179 |
|
|
15 012 |
16 477 |
17 397 |
17 215 |
16 179 |
|
Output Group 4 ‑ State Service Management |
|
|
|
|
|
|
4.1 State Service Employment and Management3 |
3 810 |
4 715 |
4 317 |
4 006 |
3 917 |
|
|
3 810 |
4 715 |
4 317 |
4 006 |
3 917 |
|
Output Group 5 ‑ Security and Emergency Management |
|
|
|
|
|
|
5.1 Security and Emergency Management4 |
3 002 |
5 255 |
5 312 |
2 958 |
2 217 |
|
|
3 002 |
5 255 |
5 312 |
2 958 |
2 217 |
|
Output Group 90 ‑ COVID‑19 Response and Recovery |
|
|
|
|
|
|
90.2 Essential Communications5 |
.... |
3 074 |
.... |
.... |
.... |
|
90.4 Regionally‑based Model for Coordinating the Recovery from COVID‑196 |
501 |
50 |
.... |
.... |
.... |
|
|
501 |
3 124 |
.... |
.... |
.... |
|
|
|
|
|
|
|
|
Capital Investment Program |
250 |
250 |
250 |
250 |
250 |
|
|
|
|
|
|
|
|
Operating Services |
44 737 |
55 943 |
53 326 |
50 084 |
48 667 |
|
Capital Services |
250 |
250 |
250 |
250 |
250 |
|
|
44 987 |
56 193 |
53 576 |
50 334 |
48 917 |
|
|
|
|
|
|
|
|
|
2021‑22 |
2022‑23 |
2023‑24 |
2024‑25 |
2025‑26 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
Minister for Science and Technology |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 3 ‑ Electronic Services for Government Agencies and the Community |
|
|
|
|
|
|
3.1 Information, Technology and Digital Services Strategy and Policy Development |
2 404 |
2 535 |
2 612 |
1 896 |
1 938 |
|
|
2 404 |
2 535 |
2 612 |
1 896 |
1 938 |
|
|
|
|
|
|
|
|
Capital Investment Program |
1 038 |
1 588 |
605 |
.... |
.... |
|
|
|
|
|
|
|
|
Operating Services |
2 404 |
2 535 |
2 612 |
1 896 |
1 938 |
|
Capital Services |
1 038 |
1 588 |
605 |
.... |
.... |
|
|
3 442 |
4 123 |
3 217 |
1 896 |
1 938 |
|
|
|
|
|
|
|
|
Minister for Local Government |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 6 ‑ Local Government |
|
|
|
|
|
|
6.1 Local Government7 |
2 459 |
3 525 |
2 751 |
2 120 |
2 178 |
|
|
2 459 |
3 525 |
2 751 |
2 120 |
2 178 |
|
|
|
|
|
|
|
|
Operating Services |
2 459 |
3 525 |
2 751 |
2 120 |
2 178 |
|
|
2 459 |
3 525 |
2 751 |
2 120 |
2 178 |
|
|
|
|
|
|
|
|
Minister for Planning |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 6 ‑ Local Government |
|
|
|
|
|
|
6.2 State Planning Office8 |
2 431 |
3 136 |
3 571 |
1 906 |
1 959 |
|
|
2 431 |
3 136 |
3 571 |
1 906 |
1 959 |
|
|
|
|
|
|
|
|
Operating Services |
2 431 |
3 136 |
3 571 |
1 906 |
1 959 |
|
|
2 431 |
3 136 |
3 571 |
1 906 |
1 959 |
|
|
|
|
|
|
|
|
Minister for Environment and Climate Change |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 1 ‑ Support for Executive Decision Making |
|
|
|
|
|
|
1.2 Climate Change9 |
559 |
.... |
.... |
.... |
.... |
|
|
559 |
.... |
.... |
.... |
.... |
|
|
|
|
|
|
|
|
Operating Services |
559 |
.... |
.... |
.... |
.... |
|
|
559 |
.... |
.... |
.... |
.... |
|
|
2021‑22 |
2022‑23 |
2023‑24 |
2024‑25 |
2025‑26 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Department of Premier and Cabinet |
|
|
|
|
|
|
Total Operating Services |
52 590 |
65 139 |
62 260 |
56 006 |
54 742 |
|
Total Capital Services |
1 288 |
1 838 |
855 |
250 |
250 |
|
|
53 878 |
66 977 |
63 115 |
56 256 |
54 992 |
|
|
|
|
|
|
|
|
Appropriation Rollover |
2 842 |
1 805 |
.... |
.... |
.... |
|
|
|
|
|
|
|
|
Total Revenue from Appropriation |
56 720 |
68 782 |
63 115 |
56 256 |
54 992 |
|
|
|
|
|
|
|
|
Controlled Revenue from Appropriation |
56 720 |
68 782 |
63 115 |
56 256 |
54 992 |
|
|
56 720 |
68 782 |
63 115 |
56 256 |
54 992 |
|
|
|
|
|
|
|
Notes:
1. The increase in Strategic Policy and Advice in 2022‑23 primarily reflects funding for the Child and Youth Wellbeing Strategy, announced in the 2021‑22 Budget, and new funding for the Premier’s Fund for Children and Young People, and Pathway to Truth‑Telling and Treaty initiatives.
2. The increase in Management and Ongoing Development of Service Tasmania in 2022‑23 primarily reflects additional funding for Service Tasmania ICT improvements and funding for the continuation of the Service Tasmania Digital Portal project.
3. The increase in State Service Employment and Management in 2022‑23 primarily reflects funding for the coordination of implementing recommendations from the State Service Review.
4. The increase in Security and Emergency Management in 2022‑23 primarily reflects new funding for implementation of recommendations from the Royal Commission into National Natural Disaster Arrangements and additional funding for Recovery Tasmania. The decrease over the Forward Estimates reflects the completion of this fixed‑term funding.
5. The increase in Essential Communications in 2022‑23 reflects funding for the operation of the COVID‑19 Public Health Hotline.
6. The decrease in Regionally‑based Model for Coordinating the Recovery from COVID‑19 reflects the completion of this activity.
7. The increase in Local Government in 2022‑23 primarily reflects new funding for the Future of Local Government initiative. The decrease in 2024‑25 reflects the completion of this fixed‑term funding.
8. The increase in State Planning Office in 2022‑23 primarily reflects new funding for Planning System Reforms. The decrease in 2024‑25 reflects the completion of this fixed‑term funding.
9. The Climate Change Output transferred to the Department of Treasury and Finance effective 31 October 2021. This reflects the adjusted appropriation of the Output following the restructure.
|
|
2022 |
2023 |
2024 |
2025 |
2026 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Assets |
|
|
|
|
|
|
Financial assets |
|
|
|
|
|
|
Cash and deposits1 |
12 648 |
10 856 |
10 104 |
9 506 |
8 833 |
|
Receivables2 |
753 |
1 528 |
1 443 |
1 358 |
1 273 |
|
Other financial assets2 |
2 137 |
3 335 |
3 382 |
3 429 |
3 476 |
|
|
15 538 |
15 719 |
14 929 |
14 293 |
13 582 |
|
|
|
|
|
|
|
|
Non‑financial assets |
|
|
|
|
|
|
Property, plant and equipment |
658 |
457 |
353 |
248 |
244 |
|
Infrastructure3 |
1 217 |
3 347 |
3 952 |
3 952 |
3 952 |
|
Intangibles |
405 |
132 |
126 |
120 |
114 |
|
Other assets4 |
3 434 |
3 998 |
3 888 |
3 778 |
3 668 |
|
|
5 714 |
7 934 |
8 319 |
8 098 |
7 978 |
|
|
|
|
|
|
|
|
Total assets |
21 252 |
23 653 |
23 248 |
22 391 |
21 560 |
|
|
|
|
|
|
|
|
Liabilities |
|
|
|
|
|
|
Payables2 |
1 843 |
1 641 |
1 682 |
1 723 |
1 764 |
|
Interest bearing liabilities4 |
1 147 |
2 376 |
2 218 |
2 060 |
1 901 |
|
Employee benefits |
9 961 |
9 994 |
10 118 |
10 242 |
10 366 |
|
Other liabilities |
944 |
1 289 |
1 312 |
1 335 |
1 358 |
|
Total liabilities |
13 895 |
15 300 |
15 330 |
15 360 |
15 389 |
|
|
|
|
|
|
|
|
Net assets (liabilities) |
7 357 |
8 353 |
7 918 |
7 031 |
6 171 |
|
|
|
|
|
|
|
|
Equity |
|
|
|
|
|
|
Contributed capital |
(280) |
.... |
.... |
.... |
.... |
|
Accumulated funds |
7 637 |
8 353 |
7 918 |
7 031 |
6 171 |
|
Total equity |
7 357 |
8 353 |
7 918 |
7 031 |
6 171 |
|
|
|
|
|
|
|
Notes:
1. The decrease in Cash and deposits reflects revisions to agency retained own‑source revenue and associated expenditure, particularly in relation to activities delivered by the Digital Strategy and Services Division.
2. The variation in Receivables, Other financial assets and Payables in 2023 reflects revised estimates based on 30 June 2021 actuals.
3. The increase in Infrastructure from 2023 reflects the Cyber Security initiative.
4. The increase in Other assets and Interest bearing liabilities in 2023 primarily reflects revised estimates of office lease arrangements for the Department in accordance with AASB16 Leases.
|
|
2021‑22 |
2022‑23 |
2023‑24 |
2024‑25 |
2025‑26 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Cash flows from operating activities |
|
|
|
|
|
|
Cash inflows |
|
|
|
|
|
|
Appropriation receipts ‑ operating |
52 590 |
65 139 |
62 260 |
56 006 |
54 742 |
|
Appropriation receipts ‑ capital |
1 288 |
1 838 |
855 |
250 |
250 |
|
Appropriation receipts ‑ other |
2 842 |
1 805 |
.... |
.... |
.... |
|
Grants |
.... |
1 118 |
351 |
135 |
135 |
|
Sales of goods and services |
30 195 |
30 865 |
30 944 |
30 978 |
31 011 |
|
GST receipts |
4 442 |
4 165 |
4 165 |
4 165 |
4 165 |
|
Other cash receipts |
3 080 |
1 377 |
1 379 |
1 164 |
1 166 |
|
Total cash inflows |
94 437 |
106 307 |
99 954 |
92 698 |
91 469 |
|
|
|
|
|
|
|
|
Cash outflows |
|
|
|
|
|
|
Employee benefits |
(42 176) |
(46 973) |
(43 507) |
(40 641) |
(40 777) |
|
Superannuation |
(5 347) |
(6 071) |
(5 777) |
(5 500) |
(5 636) |
|
Borrowing costs |
(5) |
(4) |
(4) |
(1) |
(1) |
|
GST payments |
(4 442) |
(4 165) |
(4 165) |
(4 165) |
(4 165) |
|
Grants and subsidies |
(6 186) |
(9 382) |
(9 822) |
(8 823) |
(8 824) |
|
Supplies and consumables |
(33 317) |
(37 589) |
(34 435) |
(32 960) |
(32 089) |
|
Other cash payments |
(247) |
(1 953) |
(2 018) |
(834) |
(176) |
|
Total cash outflows |
(91 720) |
(106 137) |
(99 728) |
(92 924) |
(91 668) |
|
|
|
|
|
|
|
|
Net cash from (used by) operating activities |
2 717 |
170 |
226 |
(226) |
(199) |
|
|
|
|
|
|
|
|
Cash flows from investing activities |
|
|
|
|
|
|
Payments for acquisition of non‑financial assets |
(1 487) |
(1 704) |
(820) |
(214) |
(315) |
|
Equity injections and cash flows from restructuring |
(407) |
.... |
.... |
.... |
.... |
|
Net cash from (used by) investing activities |
(1 894) |
(1 704) |
(820) |
(214) |
(315) |
|
|
|
|
|
|
|
|
Cash flows from financing activities |
|
|
|
|
|
|
Net borrowings |
(206) |
(157) |
(158) |
(158) |
(159) |
|
Net cash from (used by) financing activities |
(206) |
(157) |
(158) |
(158) |
(159) |
|
|
|
|
|
|
|
|
Net increase (decrease) in cash and cash equivalents held |
617 |
(1 691) |
(752) |
(598) |
(673) |
|
|
|
|
|
|
|
|
Cash and deposits at the beginning of the reporting period |
12 031 |
12 547 |
10 856 |
10 104 |
9 506 |
|
Cash and deposits at the end of the reporting period |
12 648 |
10 856 |
10 104 |
9 506 |
8 833 |
|
|
|
|
|
|
|