Brand Tasmania is responsible for taking a best practice approach to ensure the Tasmanian Brand is promoted as a key asset of the Tasmanian community.
Brand Tasmania’s broad objectives are to:
• develop, maintain, protect and promote a Tasmanian Brand that is differentiated and enhances our appeal and competitiveness nationally and internationally;
• strengthen Tasmania’s image and reputation locally, nationally, and internationally; and
• nurture, enhance and promote the Tasmanian Brand as a shared public asset.
Brand Tasmania operates as a client service organisation, partnering with stakeholders across business, government, and the community, to empower Tasmanians to tell their stories in words, in images and, most importantly, through action.
The work of Brand Tasmania is overseen by a Board and is led by the Chief Executive Officer.
Brand Tasmania supports the Premier, Hon Jeremy Rockliff MP.
This chapter provides financial information about the Output to be delivered by Brand Tasmania in 2022‑23 and over the Forward Estimates (2023‑24 to 2025‑26). Further information about Brand Tasmania is provided at www.tasmanian.com.au.
Table 13.1 provides a summary of the Budget and Forward Estimates allocations for key deliverables within the Agency.
|
|
2022‑23
Budget |
2023‑24 Forward Estimate |
2024‑25 Forward Estimate |
2025‑26 Forward Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
Tasmanian Ideas Lab |
280 |
.... |
.... |
.... |
|
Tasmanian Mark Certification Scheme |
130 |
130 |
120 |
120 |
|
|
|
|
|
|
This initiative extends the Tasmanian Brand: Youth Enterprise pilot program developed for grades 9 and 10 in 2021‑22, to grades 7 and 8 in 2022‑23. The Tasmanian Ideas Lab is an initiative that will be delivered in collaboration with key partners in the community sector, the Department of Education and in schools.
The Tasmanian Mark is a resource for Brand Tasmania’s partners to promote the Tasmanian‑ness of their products, goods and services. This initiative will establish the Tasmanian Mark Certification Scheme, allowing the Tasmanian Mark to be better promoted as a symbol of the Tasmanian Brand.
The Output of Brand Tasmania is provided under:
· Output Group 1 ‑ Brand Tasmania.
Table 13.2 provides an Output Group Expense Summary for Brand Tasmania.
|
|
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 ‑ Brand Tasmania |
|
|
|
|
|
|
1.1 Brand Tasmania1 |
2 328 |
3 087 |
2 244 |
2 264 |
2 160 |
|
|
2 328 |
3 087 |
2 244 |
2 264 |
2 160 |
|
|
|
|
|
|
|
|
TOTAL |
2 328 |
3 087 |
2 244 |
2 264 |
2 160 |
|
|
|
|
|
|
|
1. The variation over the Budget and Forward Estimates in Brand Tasmania reflects the funding profile for the Tasmanian Ideas Lab and Tasmanian Mark Certification Scheme initiatives.
Brand Tasmania’s purpose is to bring more value to everything Tasmanian.
This Output delivers on the objectives of Brand Tasmania by ensuring Tasmania has a contemporary, best practice approach to managing, developing, promoting and protecting Tasmania’s Brand, in order to:
• strengthen Tasmania’s image and reputation locally, nationally and internationally;
• ensure Tasmania’s Brand is nurtured, enhanced and promoted as a key asset of the Tasmanian community;
• enhance the attractiveness of Tasmania as a place in which to live, work, study, visit, invest or trade; and
• maximise the profile and the competitive position of Tasmanian goods, services, experiences and products in local, national and international markets.
In 2022‑23, Brand Tasmania’s work will be focussed on the continued implementation of its 2019‑2024 Strategic Plan and delivering projects and collaborative activities with its partners across government, industry and the community.
|
Performance Measure |
Unit of Measure |
2019‑20 Actual |
2020‑21 Actual |
2021‑22 Target |
2022‑23 Target |
|
|
|
|
|
|
|
|
Brand Tasmania |
|
|
|
|
|
|
Policy, project and program advice and implementation meets expectations of stakeholders1 |
Satisfactory/ Unsatisfactory |
na |
na |
na |
Satisfactory |
|
Number of Tasmanian Partners |
Number |
na |
1 888 |
2 700 |
3 000 |
|
Number of workshops delivered |
Number |
27 |
27 |
15 |
20 |
|
Number of workshop participant registrations2 |
Number |
880 |
697 |
225 |
300 |
|
Number of approved users of the Tasmanian mark |
Number |
na |
62 |
75 |
100 |
|
Number of toolkit downloads |
Number |
na |
1 699 |
2 500 |
2 750 |
|
|
|
|
|
|
|
Notes:
1. This measure will be determined through an annual stakeholder survey commencing in 2022‑23.
2. This measure includes workshop and webinar participants.
|
|
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 |
2 232 |
2 807 |
2 060 |
2 080 |
2 116 |
|
Other revenue from government |
84 |
116 |
.... |
.... |
.... |
|
Sales of goods and services |
12 |
28 |
28 |
29 |
29 |
|
Other revenue |
.... |
176 |
196 |
196 |
56 |
|
Total revenue |
2 328 |
3 127 |
2 284 |
2 305 |
2 201 |
|
Total income |
2 328 |
3 127 |
2 284 |
2 305 |
2 201 |
|
|
|
|
|
|
|
|
Expenses |
|
|
|
|
|
|
Employee benefits |
642 |
722 |
726 |
730 |
737 |
|
Supplies and consumables1 |
1 486 |
1 885 |
1 318 |
1 334 |
1 223 |
|
Grants and subsidies |
200 |
480 |
200 |
200 |
200 |
|
Total expenses |
2 328 |
3 087 |
2 244 |
2 264 |
2 160 |
|
|
|
|
|
|
|
|
Net result |
.... |
40 |
40 |
41 |
41 |
|
|
|
|
|
|
|
|
Comprehensive result |
.... |
40 |
40 |
41 |
41 |
|
|
|
|
|
|
|
Note:
1. The increase in Appropriation revenue - operating and Supplies and consumables in 2022‑23 reflects the funding profile for the Tasmanian Ideas Lab and Tasmanian Mark Certification Scheme initiatives.
|
|
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 ‑ Brand Tasmania |
|
|
|
|
|
|
1.1 Brand Tasmania1 |
2 232 |
2 807 |
2 060 |
2 080 |
2 116 |
|
|
2 232 |
2 807 |
2 060 |
2 080 |
2 116 |
|
|
|
|
|
|
|
|
Brand Tasmania |
|
|
|
|
|
|
Total Operating Services |
2 232 |
2 807 |
2 060 |
2 080 |
2 116 |
|
|
2 232 |
2 807 |
2 060 |
2 080 |
2 116 |
|
|
|
|
|
|
|
|
Appropriation Rollover |
84 |
116 |
.... |
.... |
.... |
|
|
|
|
|
|
|
|
Total Revenue from Appropriation |
2 316 |
2 923 |
2 060 |
2 080 |
2 116 |
|
|
|
|
|
|
|
|
Controlled Revenue from Appropriation |
2 316 |
2 923 |
2 060 |
2 080 |
2 116 |
|
|
2 316 |
2 923 |
2 060 |
2 080 |
2 116 |
|
|
|
|
|
|
|
Note:
1. The variation over the Budget and Forward Estimates in Brand Tasmania reflects the funding profile for the Tasmanian Ideas Lab and Tasmanian Mark Certification Scheme initiatives.
|
|
2022 |
2023 |
2024 |
2025 |
2026 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Assets |
|
|
|
|
|
|
Financial assets |
|
|
|
|
|
|
Cash and deposits |
.... |
52 |
78 |
105 |
131 |
|
Receivables |
2 |
19 |
19 |
19 |
19 |
|
|
2 |
71 |
97 |
124 |
150 |
|
|
|
|
|
|
|
|
Non‑financial assets |
|
|
|
|
|
|
Inventories |
.... |
68 |
82 |
96 |
111 |
|
Intangibles1 |
119 |
507 |
507 |
507 |
507 |
|
Other assets |
7 |
33 |
33 |
33 |
33 |
|
|
126 |
608 |
622 |
636 |
651 |
|
|
|
|
|
|
|
|
Total assets |
128 |
679 |
719 |
760 |
801 |
|
|
|
|
|
|
|
|
Liabilities |
|
|
|
|
|
|
Payables |
23 |
20 |
20 |
20 |
20 |
|
Employee benefits |
127 |
187 |
187 |
187 |
187 |
|
Other liabilities |
.... |
4 |
4 |
4 |
4 |
|
Total liabilities |
150 |
211 |
211 |
211 |
211 |
|
|
|
|
|
|
|
|
Net assets (liabilities) |
(22) |
468 |
508 |
549 |
590 |
|
|
|
|
|
|
|
|
Equity |
|
|
|
|
|
|
Accumulated funds |
(22) |
468 |
508 |
549 |
590 |
|
Total equity |
(22) |
468 |
508 |
549 |
590 |
|
|
|
|
|
|
|
Note:
1. The increase in Intangibles in 2023 reflects revised estimates based on 30 June 2021 actuals.
|
|
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 |
2 232 |
2 807 |
2 060 |
2 080 |
2 116 |
|
Appropriation receipts ‑ other |
84 |
116 |
.... |
.... |
.... |
|
Sales of goods and services |
12 |
28 |
28 |
29 |
29 |
|
GST receipts |
.... |
65 |
67 |
68 |
69 |
|
Other cash receipts |
.... |
176 |
196 |
196 |
56 |
|
Total cash inflows |
2 328 |
3 192 |
2 351 |
2 373 |
2 270 |
|
|
|
|
|
|
|
|
Cash outflows |
|
|
|
|
|
|
Employee benefits |
(580) |
(650) |
(652) |
(653) |
(655) |
|
Superannuation |
(62) |
(72) |
(74) |
(77) |
(82) |
|
GST payments |
.... |
(65) |
(67) |
(68) |
(69) |
|
Grants and subsidies |
(200) |
(480) |
(200) |
(200) |
(200) |
|
Supplies and consumables |
(1 486) |
(1 899) |
(1 332) |
(1 348) |
(1 238) |
|
Total cash outflows |
(2 328) |
(3 166) |
(2 325) |
(2 346) |
(2 244) |
|
|
|
|
|
|
|
|
Net cash from (used by) operating activities |
.... |
26 |
26 |
27 |
26 |
|
|
|
|
|
|
|
|
Net increase (decrease) in cash and cash equivalents held |
.... |
26 |
26 |
27 |
26 |
|
|
|
|
|
|
|
|
Cash and deposits at the beginning of the reporting period |
.... |
26 |
52 |
78 |
105 |
|
Cash and deposits at the end of the reporting period |
.... |
52 |
78 |
105 |
131 |
|
|
|
|
|
|
|