10    Department of Premier and Cabinet

Agency Outline

The Department of Premier and Cabinet is a central agency of the Tasmanian Government. The Department is responsible to the Premier, 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.

 


 

Key Deliverables

Table 10.1 provides a summary of the Budget and Forward Estimates allocations for key deliverables being undertaken by the Department.

Table 10.1:       Key Deliverables Statement

 

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

....

 

 

 

 

 

COVID‑19 Public Health Hotline

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.

Literacy Advisory Panel

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.


 

Pathway to Truth‑Telling and Treaty

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.

Planning System Reforms

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.

Premier’s Fund for Children and Young People

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.

Recovery Tasmania

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.

Royal Commission into National Natural Disaster ‑ Tasmania’s Participation

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.

Service Tasmania ICT

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.


 

TasALERT

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 Future of Local Government

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.

State Service Review

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.

Building Shared Capability for Serious Investigations

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.


 

Changes to the State Service Act 2000 and Employment Directions

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.

Improving the Right to Information Process

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.

State Service Review Implementation Coordination

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.


 

Output Group Restructure

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.

Output Information

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

·       Output Group 1 ‑ Support for Executive Decision Making;

·       Output Group 2 ‑ Government Processes and Services;

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

·       Output Group 4 ‑ State Service Management;

·       Output Group 5 ‑ Security and Emergency Management;

·       Output Group 6 ‑ Local Government; and

·       Output Group 90 ‑ COVID‑19 Response and Recovery

Table 10.2 provides an Output Group Expense Summary for the Department.


Table 10.2:       Output Group Expense Summary

 

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 

 

 

 

 

 

 

 


 

Table 10.2:       Output Group Expense Summary (continued)

 

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.

 

Output Group 1:    Support for Executive Decision Making

1.1 Strategic Policy and Advice

This Output assists the Government to achieve its vision for Tasmania by providing high quality policy services to the Premier and Cabinet, and leading strategic engagement across Government and externally to develop and implement key Government priorities. The Department of Premier and Cabinet’s Policy Division leads and supports the development and implementation of whole‑of‑government processes and policies. It also manages and coordinates intergovernmental relations, including: Tasmania’s engagement with National Cabinet and the Council for the Australian Federation; intergovernmental agreements; inquiries; and international treaties.

Table 10.3:       Performance Information ‑ Output Group 1

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.

Output Group 2:    Government Processes and Services

2.1 Management of Executive Government Processes

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

2.2 Principal and Subordinate Legislation

This Output provides:

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

·       advice on legislative matters;

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

·       printing of Gazettes and legislation.

This Output is provided by the Office of Parliamentary Counsel.

2.3 Tasmanian Government Courier

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

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

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

Table 10.4:       Performance Information ‑ Output Group 2

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 

 

 

 

 

 

 

Table 10.4:       Performance Information ‑ Output Group 2 (continued)

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.

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

3.1 Information, Technology and Digital Services Strategy and Policy Development

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

3.2 Management and Ongoing Development of Service Tasmania

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

3.3 Delivery of IT Services

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

Table 10.5:       Performance Information ‑ Output Group 3

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.

Output Group 4:    State Service Management

4.1 State Service Employment and Management

This Output covers the activities of the State Service Management Office to support the Minister administering the State Service Act 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.

Table 10.6:       Performance Information ‑ Output Group 4

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 

20 

Youth recruitment ‑ number of appointments

 

 

 

 

 

Graduates4

Number

17 

31 

20 

24 

School Based Trainees2,5

Number

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.

Output Group 5:    Security and Emergency Management

5.1 Security and Emergency Management

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


Table 10.7:       Performance Information ‑ Output Group 5

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).

Output Group 6:    Local Government

6.1 Local Government

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

The Division works with stakeholders to:

·       provide expert policy advice on local government matters;

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

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

·       deliver education and training;

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

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

6.2 State Planning Office

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.

Table 10.8:       Performance Information ‑ Output Group 6

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.


 

Capital Investment Program

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.

Table 10.9:       Capital Investment Program

 

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

 

 

 

 

 

 

Service Tasmania Shop Capital Investment

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

Cyber Security

This is the 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.


 

Detailed Budget Statements

Table 10.10:      Statement of Comprehensive Income

 

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

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.


 

Table 10.11:      Revenue from Appropriation by Output

 

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 

 

 

 

 

 

 

Table 10.11:      Revenue from Appropriation by Output (continued)

 

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 

.... 

.... 

.... 

.... 

Table 10.11:      Revenue from Appropriation by Output (continued)

 

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.


 

Table 10.12:      Statement of Financial Position as at 30 June

 

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.


 

Table 10.13:      Statement of Cash Flows

 

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