The Department of Health is responsible for purchasing and delivering integrated services that maintain and improve the health and wellbeing of Tasmanians. The Department reports to the Minister for Health and Minister for Mental Health and Wellbeing, Hon Jeremy Rockliff MP.
The Department coordinates the delivery of public health services across Tasmania through a network of facilities, community services and home‑based care.
The principal responsibilities of the Department include:
· planning and purchasing high quality, safe and efficient health services through the public hospital system; primary and community health services, including mental health, oral health, correctional health services and ambulance services;
· delivering health protection through emergency and pandemic management, environmental health, chronic disease prevention and other public health and health improvement services; and
· funding a network of alcohol and drug abuse prevention and treatment services.
The functions of the THS include:
· improving, promoting, protecting and maintaining the health of Tasmanians as required by its Service Plan;
· managing public hospitals, health institutions, health services and health support services;
· achieving and maintaining standards of patient care and delivery of services;
· providing training and education relevant to the provision of health services;
· undertaking research and development relevant to the provision of health services; and
· collecting and providing health data for reporting and research purposes.
Funding for the THS is provided by both the State and Australian Governments. Australian Government Activity Based Funding and Block Funding, and State ABF, flows through the National Health Funding Pool, which is overseen by an independent statutory office holder known as the Administrator. Block funding for some activities is paid to the THS via a State‑managed Fund. In addition to State and Australian Government funding, the THS also generates its own revenue to fund some of its activities.
This chapter provides the Department’s financial information for 2022‑23 and over the Forward Estimates (2023‑24 to 2025‑26). Further information about the Department is provided at www.health.tas.gov.au.
The National Health Reform Agreement sets out arrangements for the Tasmanian and Australian Government contributions for the provision of health services in Tasmania, as primarily delivered by the THS.
In May 2020, the Australian Government and all states and territories signed the current NHRA, which applies from 1 July 2020 to 30 June 2025. The current NHRA provides for a continuation of existing public hospital funding arrangements.
Under the NHRA, State and Australian Governments provide ABF wherever practicable. Where ABF is not practical, funding is provided on a Block basis. Block funded services include smaller regional or rural hospitals; teaching, training and research; and non‑admitted mental health services.
The Australian Government’s funding contribution in each year is its prior year contribution plus 45 per cent of the efficient growth in the price and volume of activity under the NHRA. The Independent Hospital Pricing Authority determines the efficient price of ABF and the efficient cost of Block grants. Growth in Australian Government funding to the states and territories is capped at 6.5 per cent per year. The NHRA is a cost‑sharing arrangement and the amount of funding to be received through the Agreement is dependent on the annual level of activity.
Throughout the COVID‑19 pandemic, the National Partnership Agreement on COVID‑19 Response has been in place, under which specified eligible COVID‑19 costs are shared on a 50:50 basis by the State and Australian Government. This Agreement is due to expire on 30 September 2022.
Table 5.1 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 |
|
|
|
|
|
|
|
Additional Paramedic Crews ‑ Hobart and Launceston1 |
3 500 |
3 500 |
3 500 |
3 500 |
|
Adoption of Bedside Medication Management across the THS2 |
1 638 |
3 064 |
.... |
.... |
|
Allied Health Education and Training Program |
1 500 |
1 500 |
1 500 |
1 500 |
|
Ambulance Tasmania ‑ Upgrade Huonville and Sorell Double Branch Stations to Career Stations |
1 650 |
1 650 |
1 650 |
1 650 |
|
Community Based Health Care1,3 |
7 500 |
7 500 |
7 500 |
7 500 |
|
Community, Mental Health and Wellbeing Safety and Quality Positions2 |
630 |
646 |
662 |
678 |
|
Correctional Primary Health Services |
1 500 |
2 000 |
2 000 |
2 000 |
|
Demand ‑ Major Hospitals |
50 000 |
.... |
.... |
.... |
|
Digital Health Transformation4 |
30 000 |
40 000 |
40 000 |
40 000 |
|
Drug Education Network |
225 |
225 |
225 |
225 |
|
Emergency Mental Health Co‑response model (PACER) |
.... |
3 000 |
3 000 |
3 000 |
|
Extend the Tasmanian Child Health and Parenting Service capability2 |
350 |
350 |
350 |
350 |
|
Home and Community Based Palliative Care1 |
3 000 |
3 000 |
3 000 |
3 000 |
|
1 043 |
992 |
1 012 |
1 033 |
|
|
Implementation of the Action Plans for Improving Aboriginal Cultural Respect Across Tasmania's Health System2 |
365 |
365 |
365 |
365 |
|
Improve the Respiratory Unit Capacity LGH2 |
612 |
619 |
627 |
635 |
|
Mental Health Integration and Reform |
3 200 |
3 280 |
.... |
.... |
|
Mersey Community Hospital ‑ Rural Medical Workforce Centre1 |
1 800 |
1 000 |
1 000 |
1 000 |
|
Motor Neuron Disease Association Tasmania Inc.2 |
70 |
70 |
75 |
75 |
|
Muscular Dystrophy Association of Tasmania |
100 |
100 |
.... |
.... |
|
New Mornings Inc.2 |
82 |
84 |
86 |
88 |
|
New Paramedics1 |
7 000 |
7 000 |
7 000 |
7 000 |
|
North West Regional Hospital Domestic Services2 |
1 979 |
2 028 |
2 099 |
2 173 |
|
North West Regional Hospital Second Linear Accelerator1 |
2 300 |
2 300 |
2 300 |
2 300 |
|
Older Persons Mental Health Services (Roy Fagan Centre Review) |
2 500 |
4 000 |
6 000 |
8 000 |
|
Oral Health ‑ Reduce Waiting List |
1 500 |
.... |
.... |
.... |
|
Outpatient Transformation Program |
1 800 |
1 800 |
1 800 |
1 800 |
|
Public Private Partnerships to deliver care sooner |
12 155 |
.... |
.... |
.... |
|
Reform Agenda for the Alcohol and Drug Sector in Tasmania |
3 700 |
3 793 |
…. |
…. |
|
Rethink 2020‑2025 |
500 |
500 |
500 |
.... |
|
Royal Flying Doctor Service ‑ Regional Oral Health Support |
300 |
.... |
.... |
.... |
|
Royal Hobart Hospital ‑ New Angiography Suite1 |
.... |
2 250 |
5 250 |
250 |
|
|
2022‑23
Budget |
2023‑24 Forward Estimate |
2024‑25 Forward Estimate |
2025‑26 Forward Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
Rural Hospital Boost ‑ additional staff1 |
800 |
1 000 |
1 000 |
1 000 |
|
Safe Staffing Model for Tasmanian District Hospitals1 |
4 500 |
4 400 |
4 400 |
4 400 |
|
Supporting Access to Cutting Edge Treatments for Children with Cancer |
600 |
.... |
.... |
.... |
|
Tasmanian Drug Strategy2 |
310 |
310 |
320 |
330 |
|
|
|
|
|
|
Notes:
1. The 2022‑23 to 2024‑25 allocations for this initiative were funded in the 2021‑22 Budget. Ongoing funding from 2025‑26 is provided in this Budget.
2. This initiative will be funded from within the Department’s existing resources.
3. Community Based Health Care annual funding of $7.5 million consists of $5.8 million of State Government funding plus an Australian Government Activity Based Funding component of $1.7 million.
4. Digital Health Transformation funding of $150 million consists of $110 million of State Government funding and $40 million from within the Department’s existing resources.
Ongoing funding is provided from 2025‑26 for the 2021‑22 Budget initiative to deliver two new paramedic crews. This initiative supports the recruitment of 24 full‑time equivalent staff, with 12 FTEs in both Launceston and Hobart, and new ambulance vehicles.
The Department has committed funding over two years to implement an extended Bedside Medication Management trial across the THS. This contemporary approach will shift the technical and administrative process of ordering, administering and monitoring of medication within wards to pharmacy technicians and therefore reduce workload for nurses. The anticipated improvements from this change include reduced incidence of delayed medication treatment, reduced waste, improved patient flow and an increase in nursing capacity for patient care.
This initiative provides ongoing funding to meet the increase in demand for professional experience placements with the Department of Health and the Department of Education under the University of Tasmania’s new Allied Health Expansion Program. The Allied Health Education and Training Program will provide capacity for more local placements of UTAS students (including Physiotherapy and Occupational Therapy) so that Tasmania will become successful in growing and retaining its own Allied Health Professional workforce.
This initiative provides ongoing funding to recruit an additional 11 paramedics for the upgrade of the Sorell and Huonville double branch stations to career stations. The stations are subject to high demand and this increased resourcing will provide significant support to these rapidly growing urban fringe communities.
Ongoing funding is provided from 2025‑26 to continue the Community Rapid Response Service which provides a hospital‑in‑the‑home service in all regions of the State. This primary care initiative supports people who need short‑term intermediate care that can be safely delivered in the community or in the home. The annual funding consists of $5.8 million of State funding and an estimated $1.7 million from the Australian Government. This service was established by the Government as a statewide service from 2019‑20.
Commencing in 2022‑23, the Department will establish a dedicated Safety and Quality Team within Community, Mental Health and Wellbeing to strengthen regulatory oversight and to improve clinical safety and quality outcomes.
This initiative supports the Department of Health’s Strategic Priorities 2021‑2023 and links to the maintenance of National Standards Accreditation, BreastScreen National Accreditation, NDIS Quality and Safeguards Accreditation and compliance with the Department’s Quality Governance Framework.
This initiative provides ongoing funding to increase clinical staffing resources within Correctional Primary Health Services to provide an improved service to meet the mental health needs of inmates.
This initiative will also assist in meeting recommendations from the Coroner, Custodial Inspectorate and Prisoner Mental Health Taskforce and is essential to the functioning of the Southern Remand Centre to ensure remanded persons receive required health care in a timely manner.
Additional funding is provided in 2022‑23 to meet the significant acute medical demand faced by major hospitals, particularly during the COVID‑19 pandemic. This allocation ensures that beds that were opened early to prepare for the State border opening on 15 December 2021 remain open. This commitment builds upon funding provided in the 2021‑22 Budget for the Beds and Demand ‑ Major Hospitals initiative.
Following an initiation phase in 2021‑22, $150 million is allocated over four years to commence the Department’s 10‑year Digital Health Transformation. The Improving Patient Outcomes Digital Strategy 2022‑2032 has undergone an extensive consultation process and sets out a plan to modernise Tasmania’s public health ICT infrastructure and drive further adoption of digital health technologies to improve patient, clinician and support staff experiences.
Digital Health will allow for increased care to be provided at home and across Tasmania's geographically dispersed population. It will deliver a fully integrated patient‑centric healthcare system that will seamlessly share critical health information across clinical and organisational boundaries, through implementation of a single Electronic Medical Record for Tasmanian patients.
The Strategy will address the unique challenges Tasmania faces over the next 10 years and outlines a statewide roadmap that aims to empower consumers and enable healthcare workers to deliver better patient outcomes through system wide, digitally enabled technologies.
It is anticipated more than $475 million will be allocated to this project over the next 10 years to 2032, as it is further scoped and developed by the Department.
Ongoing funding is provided for the Drug Education Network from 2022‑23 to meet the ongoing increased demand for services and education in the community, including continued outreach activities to support staff and students across Tasmanian schools to improve understanding of early intervention and prevention.
The 2021‑22 Budget provided funding over two years to pilot the Emergency Mental Health Co‑response model in Southern Tasmania, also known as the Police, Ambulance and Clinical Emergency Response (PACER) service. Given the early success of PACER, additional ongoing funding is provided to continue this important initiative. The Department will also commence a North West PACER pilot in early 2023 as the next phase in evolving PACER to a statewide model.
The PACER Team comprises mental health workers, including clinicians, who travel with police and ambulance officers to attend mental health‑specific “triple‑0” calls. Secondary triage clinicians have been trained in specialist mental health triage to support police and ambulance dispatch officers.
The Department has allocated funding to extend the scope of the Tasmanian Child Health and Parenting Service. CHaPS provides free child health and development assessments for all children aged 0‑5 years. This initiative will support vulnerable parents during their child’s first 1 000 days, which has been identified as a focus area in Tasmania’s Child and Youth Wellbeing Strategy.
Ongoing funding is provided from 2025‑26 to strengthen in‑home palliative care and after hours care services to improve end of life care, with a particular focus on rural and regional areas.
Our Healthcare Future will build a sustainable health system by connecting and rebalancing care across acute, subacute, rehabilitation, mental health and primary health to care in the community.
The Department has allocated additional resources to establish permanent support resources to drive and implement the Our Healthcare Future reforms, including strategic and clinical service planning activities and clinical and consumer engagement.
The Department has allocated funding to help build a culturally respectful health system that supports improved health outcomes for Tasmanian Aboriginal people. The Department has developed the Improving Aboriginal Cultural Respect Across Tasmania’s Health System Action Plan 2020‑2026 to support health services, environments and workplaces across the Department to be culturally safe for Tasmanian Aboriginals.
The Department has allocated funding to increase the capacity of the Respiratory Unit at the Launceston General Hospital to deliver inpatient and outpatient services for the management of respiratory disease. Funding for three additional positions is provided, commencing in 2022‑23.
A further two years of funding is provided from 2022‑23 to address priority areas in the Mental Health Reform Agenda as identified in the 2020‑21 Budget. The continuation of the funding will allow for rollout of adult acute care and continuing care models of service in the North and North West.
The 2021‑22 Budget provided funding to establish a new Rural Medical Workforce Centre at the Mersey Community Hospital. The 2022‑23 Budget provides ongoing funding of $1 million per annum from 2025‑26 for operational costs.
This initiative provides grant funding over four years to the Motor Neuron Disease Association Tasmania Inc. to assist people living with Motor Neurone Disease and their carers. The funding will be used to support an MND Advisor Service for those Tasmanians living with MND or Kennedy’s disease.
Funding is provided over two years to the Muscular Dystrophy Association to help support people and families with muscular dystrophies and allied conditions.
Funding is provided over four years to support the grief support services of New Mornings Inc., a not for profit mental health service supporting the North West Tasmanian community.
Ongoing funding is provided from 2025‑26 for the 2021‑22 Budget initiative to recruit 24 additional paramedics in rural and regional areas of Tasmania.
Commencing in 2022‑23, this initiative provides ongoing funding for 24 North West Regional Hospital Domestic Service Officer positions to fully implement recommendations from the COVID‑19 North West Regional Hospital Outbreak Interim Report April 2020.
This initiative will implement new cleaning rosters designed to limit the spread of infection and to provide for an increase in the frequency and quality of environmental cleaning.
Ongoing funding is provided from 2025‑26 to permanently staff and operate a second Linear Accelerator at the North West Cancer Centre, which will double capacity to keep up with increasing demand.
The purchase of an additional Linear Accelerator was previously funded by the Australian Government through its Community Health and Hospitals Program.
Ongoing funding is provided from 2022‑23 to continue implementation of the recommendations of the Review of Roy Fagan Centre: Older Persons Mental Health Services ‑ June 2021.
This initiative will significantly improve the overall level of care and treatment provided to older Tasmanians, with a specific focus on mental illness, including increased community based services statewide.
Additional funding is provided in 2022‑23 to continue the Department’s successful Oral Health graduate program, which will deliver a further estimated 5 350 dental appointments statewide, across emergency dental, general dental care and denture clinics.
Ongoing funding is provided to implement an Outpatient Transformation Program. This Program will establish a permanent clinical support team dedicated to statewide outpatient service enhancement and development to ensure Tasmanians receive best practice and contemporary outpatient services within clinically appropriate time frames, regardless of where they live.
The Program will also implement a Statewide Outpatient Administration Hub and digital portal to improve the outpatient experience and ensure a consistent, efficient and effective service.
Additional funding is provided in 2022‑23 to support the purchase of beds from private hospitals to improve patient flow and access to care, facilitate increased levels of elective surgery to reduce public waiting lists and help with demand in other areas, including community nursing and home care to avoid hospital presentations.
Additional funding is provided in 2022‑23 and 2023‑24 to support the Reform Agenda for the Alcohol and Other Drug Sector in Tasmania. This high priority funding builds on existing Government investment into alcohol and other drug services and continues to address the reform directions in the Reform Agenda for the Alcohol and Drug Sector in Tasmania launched in November 2020, which aims to reduce the harms associated with the use of alcohol, tobacco and other drugs.
The Department will also commit funding over two years from within existing resources for a grants program to allow organisations in the Alcohol and Other Drug sector to employ peer workers to enhance their service delivery through the sharing of lived experience.
Additional funding is committed over three years for the implementation and evaluation of Rethink 2020‑2025, Tasmania’s new overarching mental health plan that strengthens the State’s initial 2015 plan and focuses on new areas, including suicide prevention initiatives. Rethink 2020‑2025 is a shared, whole of sector approach to improving mental health outcomes for all Tasmanians.
Further programs and initiatives to address the priorities in the plan are funded from the Mental Health Integration and Reform budget and via Australian Government funding mechanisms.
Funding is provided in 2022‑23 for the Royal Flying Doctor Service to extend the current oral health care program in regional Tasmania. This program is conducted alongside existing Oral Health Service programs.
Ongoing funding is provided from 2025‑26 to permanently staff a new Angiography Suite at the Royal Hobart Hospital. A second suite at the Royal Hobart Hospital will meet increasing patient demand and support better care for patients requiring interventional neuroradiology, stroke services and vascular procedures.
Ongoing funding is provided from 2025‑26 to permanently boost staffing at rural hospitals across the State, including New Norfolk District Hospital, West Coast District Hospital, St Helens District Hospital, May Shaw at Swansea and North East Soldiers Memorial Hospital at Scottsdale.
Ongoing funding is provided from 2025‑26 to permanently implement the safe staffing model for Tasmanian District Hospitals. The safe staffing model will result in a net increase in staff statewide, as well as an increase in the mix of skills available to those seeking care in regional locations. District hospitals play a key role in Tasmania’s health system providing care in rural communities and supporting the major hospitals to meet the increasing demands for acute care services. Across Tasmania, the THS has 13 District Hospitals providing sub‑acute beds, aged care and emergency beds.
Funding is provided in 2022‑23 to extend local access to clinical trials by Tasmanian children with aggressive forms of cancer.
Funding is provided over four years to support the whole‑of‑government Tasmanian Drug Strategy 2021‑2027. The Strategy, developed in response to the National Drug Strategy 2017‑2026, aims to prevent and reduce the health, economic, and social costs and harmful effects of alcohol, tobacco and other drugs in Tasmania.
Outputs of the Department of Health are provided under the following Output Groups:
· Output Group 1 ‑ System Management;
· Output Group 2 ‑ Health Services;
· Output Group 89 ‑ Public Building Maintenance Program; and
· Output Group 90 ‑ COVID‑19 Response and Recovery.
Table 5.2 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 |
|
|
|
|
|
|
|
|
Minister for Health |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 1 ‑ System Management |
|
|
|
|
|
|
1.1 System Management ‑ Health1 |
186 778 |
171 994 |
163 541 |
162 232 |
161 243 |
|
|
186 778 |
171 994 |
163 541 |
162 232 |
161 243 |
|
Output Group 2 ‑ Health Services |
|
|
|
|
|
|
2.1 Admitted Services2 |
1 259 700 |
1 346 821 |
1 409 329 |
1 560 218 |
1 611 011 |
|
2.2 Non‑admitted Services3 |
262 282 |
278 423 |
284 552 |
291 050 |
296 370 |
|
2.3 Emergency Department Services |
187 592 |
196 020 |
200 912 |
205 783 |
210 232 |
|
2.4 Community Health Services4 |
269 295 |
264 044 |
265 775 |
270 105 |
266 655 |
|
2.6 Ambulance Services5 |
135 810 |
142 812 |
144 003 |
146 444 |
150 274 |
|
2.7 Public Health Services6 |
37 925 |
30 941 |
31 529 |
30 963 |
28 610 |
|
|
2 152 604 |
2 259 061 |
2 336 100 |
2 504 563 |
2 563 152 |
|
Output Group 89 ‑ Public Building Maintenance Program |
|
|
|
|
|
|
89.1 Public Building Maintenance Program |
6 000 |
.... |
.... |
.... |
.... |
|
|
6 000 |
.... |
.... |
.... |
.... |
|
Output Group 90 ‑ COVID‑19 Response and Recovery |
|
|
|
|
|
|
90.6 Community Healthcare |
2 300 |
.... |
.... |
.... |
.... |
|
90.7 Elective Surgery |
20 000 |
.... |
.... |
.... |
.... |
|
|
22 300 |
.... |
.... |
.... |
.... |
|
|
|
|
|
|
|
|
|
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 Mental Health and Wellbeing |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 1 ‑ System Management |
|
|
|
|
|
|
1.2 System Management ‑ Mental Health and Wellbeing7 |
45 380 |
38 612 |
31 504 |
28 655 |
29 039 |
|
|
45 380 |
38 612 |
31 504 |
28 655 |
29 039 |
|
Output Group 2 ‑ Health Services |
|
|
|
|
|
|
2.5 Statewide and Mental Health Services8 |
171 294 |
171 025 |
180 415 |
185 757 |
186 702 |
|
|
171 294 |
171 025 |
180 415 |
185 757 |
186 702 |
|
|
|
|
|
|
|
|
TOTAL |
2 584 356 |
2 640 692 |
2 711 560 |
2 881 207 |
2 940 136 |
|
|
|
|
|
|
|
Notes:
1. The decrease in System Management ‑ Health from 2022‑23 primarily reflects the funding profile of prior year initiatives, including Public Private Partnerships to deliver care sooner and Health ICT ‑ Digital Transformation ‑ Initiation Phase; and expenditure relating to Australian Government funding allocations.
2. The increase in Admitted Services primarily reflects the profile of expenditure, including Demand ‑ Major Hospitals and Public Private Partnerships to deliver care sooner and prior year initiatives for Beds and Demand ‑ Major Hospitals and Elective Surgery.
3. The increase in Non‑admitted Services in 2022‑23 primarily reflects an internal reallocation between Departmental Outputs, a forecast increase in own source revenue, a National Health Reform Funding update and an internal transfer between Departmental Outputs to more accurately reflect anticipated expenditure for the North West Regional Hospital Second Linear Accelerator initiative.
4. The decrease in Community Health Services in 2022‑23 primarily reflects the funding profile of prior year initiatives, including Oral Health ‑ One‑off Funding Injection. The decrease in 2025‑26 primarily relates to current estimates for Commonwealth Own Purpose Expenditure.
5. The increase in Ambulance Services in 2022‑23 primarily reflects additional funding to upgrade Huonville and Sorell Double Branch Stations to Career Stations, and an internal reallocation between Outputs to more accurately reflect anticipated expenditure.
6. The decrease in Public Health Services in 2022‑23 reflects the completion of the prior year initiative for COVID‑19 Response ‑ Vaccine Costs. The decrease in 2025‑26 primarily reflects the completion of prior year initiatives.
7. The decrease in System Management ‑ Mental Health and Wellbeing from 2022‑23 primarily reflects an inter‑Departmental transfer of $4.4 million per annum to the Department of Communities Tasmania to meet the State’s commitments under the National Disability Insurance Scheme. The decrease over the Forward Estimates primarily reflects the profile of prior year initiatives including Residential Rehabilitation Beds, Community Mental Health ‑ Addressing Increasing Demand and COVID‑19 continued mental health services.
8. The increase in Statewide and Mental Health Services from 2023‑24 primarily reflects additional funding including for the Emergency Mental Health Co‑response model (PACER); Older Persons Mental Health Services (Roy Fagan Centre Review) and Correctional Primary Health Services; and prior year initiatives including the Mental Health Hospital in the Home Pilot that commences in 2023‑24.
This Output provides specialist clinical advice on health professional, policy, regulatory and clinical issues impacting the Tasmanian health system; the management of intergovernmental relations; and core health services system management functions of strategy and planning, purchasing, monitoring, performance management, analysis, evaluation and reporting.
This Output provides specialist clinical advice on mental health and wellbeing professional, policy, regulatory and clinical issues impacting the Tasmanian health system; the management of intergovernmental relations; and core mental health and wellbeing services system management functions of strategy and planning, purchasing, monitoring, performance management, analysis, evaluation and reporting in the context of mental health and wellbeing.
|
Performance Measure |
Unit of Measure |
2019‑20 Actual |
2020‑21 Actual |
2021‑22 Target |
2022‑23 Target |
|
|
|
|
|
|
|
|
System Management ‑ Health |
|
|
|
|
|
|
Implementation of Government reform agenda goals achieved within published timeframe1 |
% |
72 |
100 |
100 |
100 |
|
Service Plan developed and administered in accordance with the THS Act, and policy settings endorsed by the Minister for Health2 |
Number |
1 |
1 |
1 |
1 |
|
|
|
|
|
|
|
|
System Management ‑ Mental Health and Wellbeing |
|
|
|
|
|
|
Implementation of Government reform agenda goals achieved within published timeframe1 |
% |
na |
100 |
100 |
100 |
|
|
|
|
|
|
|
Notes:
1. The reform agenda goals for 2020‑21 and 2021‑22 are those specified in the Government’s First 100 Days Plan. The targets for 2022‑23 are based on next steps actions outlined in Our Healthcare Future ‑ Advancing Tasmania’s Health Exposure Draft, actions from the upcoming 2022‑23 Healthy Tasmania Action Plan and actions to be delivered by the Department of Health under Rethink 2020: A state plan for mental health in Tasmania 2020–2025 (as will be detailed in the upcoming annual update of the Rethink 2020 Implementation Plan).
2. The Tasmanian Health Service Act 2018 requires a Service Plan to be prepared by the Secretary of the Department.
This Output provides services to acute, sub‑acute and non‑acute admitted patients (inpatients) through Tasmania’s major public hospitals. It excludes admitted services provided by designated mental health wards in major public hospitals (Output 2.5 Statewide and Mental Health Services) or district hospitals (Output 2.4 Community Health Services).
This Output provides services to non‑admitted patients through Tasmania’s major public hospitals. It includes services provided in outpatient clinics, as well as a number of other health services provided by Tasmania’s major public hospitals, including forensic medicine services, that are neither admitted services nor emergency department services.
This Output provides services relating to emergency presentations at Tasmania’s major public hospital emergency departments.
This Output provides community health services, hospital services and aged care services to patients and residents outside Tasmania’s major public hospitals. These services are provided through a broad range of service centres, including community health centres, child health centres, parenting centres, dental clinics, district hospitals and multi‑purpose centres.
This Output supports a wide range of clients including people experiencing complex and chronic disease, severe mental illness, alcohol and drug issues and people within the corrections and justice system. Services include the provision of inpatient, hospital‑based and community‑based services, with many provided in partnership with community sector organisations.
This Output provides integrated pre‑hospital emergency and medical services, health transport, aero‑medical and medical retrieval services to the Tasmanian community. It provides these services through a system of paramedics, doctors, patient transport officers, volunteer officers and the support and partnership of independent non‑government services around the State.
This Output provides public health services that improve and protect the health of all Tasmanians by enabling Tasmanians to make positive health choices and live in safe environments. This is achieved through an integrated network of practice and programs led by public health specialist practitioners, doctors and scientists, with the support of local government, other agencies of government and non‑government organisations.
|
Performance Measure |
Unit of Measure |
2019‑20 Actual |
2020‑21 Actual |
2021‑22 Target |
2022‑23 Target |
|
|
|
|
|
|
|
|
Admitted Services1 |
|
|
|
|
|
|
Admitted patients ‑ National Weighted Activity Unit2 |
Number |
117 745 |
123 310 |
132 300 |
136 800 |
|
Elective surgery patients seen on time3,4 |
|
|
|
|
|
|
Category 1 |
% |
68.0 |
64.0 |
100.0 |
100.0 |
|
Category 2 |
% |
36.7 |
36.2 |
45.0 |
50.0 |
|
Category 3 |
% |
59.2 |
35.2 |
65.0 |
70.0 |
|
Elective surgery patients ‑ average overdue wait time for those waiting beyond the recommended time3,4 |
|
|
|
|
|
|
Category 1 |
Days |
84.9 |
105.6 |
0.0 |
0.0 |
|
Category 2 |
Days |
161.4 |
231.0 |
120.0 |
100.0 |
|
Category 3 |
Days |
150.2 |
273.0 |
92.0 |
80.0 |
|
Elective surgery admissions3,4 |
Number |
15 065 |
18 313 |
22 800 |
19 771 |
|
Hand hygiene compliance5 |
% |
82.8 |
80.1 |
≥80.0 |
≥80.0 |
|
Healthcare associated staphylococcus aureus (including MRSA) bacteraemia (rate per 10 000 patient days)5,6 |
Rate |
0.9 |
0.8 |
≤1.0 |
≤1.0 |
|
Cost per weighted separation7 |
$ |
6 432 |
6 602 |
na |
na |
|
|
|
|
|
|
|
|
Non‑admitted Services1 |
|
|
|
|
|
|
Outpatient attendances5,8 |
Number |
532 802 |
590 395 |
581 000 |
591 000 |
|
|
|
|
|
|
|
|
Emergency Department Services1 |
|
|
|
|
|
|
Emergency Department presentations5,9,10,11 |
Number |
153 738 |
170 287 |
171 500 |
173 000 |
|
ED patients who are admitted, referred for treatment or discharged within four hours9,11,12 |
% |
60.0 |
58.0 |
≥90.0 |
≥90.0 |
|
Percentage of all ED patients seen within the recommended triage time9,11 |
% |
64.6 |
58.9 |
≥80.0 |
≥80.0 |
|
|
|
|
|
|
|
|
Community Health Services1 |
|
|
|
|
|
|
District hospitals ‑ separations5 |
Number |
3 921 |
3 934 |
4 150 |
4 150 |
|
District hospitals ‑ occupancy rate5,11 |
% |
53.5 |
49.2 |
≥60.0 |
≥60.0 |
|
Community nursing ‑ occasions of service5 |
Number |
171 913 |
177 928 |
173 000 |
173 000 |
|
Residential aged care ‑ occupancy rate11 |
% |
89.6 |
88.3 |
≥90.0 |
≥90.0 |
|
Aged Care Assessment Program ‑ completed assessments13 |
Number |
4 644 |
4 634 |
4 700 |
4 700 |
|
Mothers attending the eight‑week Child Health Assessment5 |
% |
91.2 |
89.5 |
91.0 |
92.0 |
|
Performance Measure |
Unit of Measure |
2019‑20 Actual |
2020‑21 Actual |
2021‑22 Target |
2022‑23 Target |
|
|
|
|
|
|
|
|
Oral Health14 |
|
|
|
|
|
|
Adults ‑ occasions of service ‑ general |
Number |
7 054 |
3 283 |
7 900 |
10 900 |
|
Adults ‑ occasions of service ‑ episodic5 |
Number |
28 588 |
32 211 |
32 300 |
32 300 |
|
Adults ‑ occasions of service ‑ dentures5 |
Number |
13 960 |
14 760 |
15 400 |
15 400 |
|
Children ‑ occasions of service5 |
Number |
49 909 |
50 555 |
57 700 |
60 050 |
|
General (adults) waiting list |
Number |
15 381 |
17 518 |
17 600 |
14 400 |
|
Dentures waiting list |
Number |
647 |
759 |
300 |
150 |
|
|
|
|
|
|
|
|
Statewide and Mental Health Services |
|
|
|
|
|
|
Inpatient Separations5 |
Number |
1 917 |
2 292 |
2 100 |
2 300 |
|
28‑day readmission rate5 |
% |
13.4 |
15.9 |
≤14.0 |
≤14.0 |
|
Average length of acute inpatient stay |
Days |
13.1 |
12.2 |
12.0 |
12.0 |
|
Community and Residential ‑ active clients5 |
Number |
8 202 |
8 531 |
7 800 |
8 600 |
|
Proportion of persons with a mental illness whose needs are met by the Tasmanian Mental Health Service5,15 |
% |
71.5 |
74.9 |
63.0 |
70.0 |
|
Alcohol and Drug Services ‑ closed episodes of treatment5 |
Number |
3 431 |
3 406 |
4 000 |
4 000 |
|
Pharmacotherapy Program ‑ total active participants5 |
Number |
866 |
844 |
930 |
900 |
|
Withdrawal Unit ‑ bed occupancy5 |
% |
55.7 |
46.5 |
75.0 |
75.0 |
|
Withdrawal Unit ‑ average length of stay5 |
Days |
5.4 |
5.5 |
7.0 |
7.0 |
|
|
|
|
|
|
|
|
Ambulance Services |
|
|
|
|
|
|
Total Ambulance Responses5,16 |
Number |
93 165 |
105 327 |
114 891 |
119 482 |
|
Emergency Ambulance Responses5,16 |
Number |
46 302 |
50 579 |
57 523 |
59 824 |
|
Satisfaction with Ambulance Services5,17 |
% |
98.0 |
97.0 |
98.0 |
98.0 |
|
Median Emergency Response Times (Statewide)5,18 |
Mins |
13.8 |
14.0 |
14.0 |
14.0 |
|
Median Emergency Response Times (Hobart)18 |
Mins |
13.1 |
13.8 |
13.8 |
13.8 |
|
Median Emergency Response Times (Launceston)18 |
Mins |
12.3 |
12.4 |
12.4 |
12.4 |
|
Median Emergency Response Times (Devonport)5,18 |
Mins |
11.0 |
10.8 |
10.8 |
10.8 |
|
Median Emergency Response Times (Burnie)5,18 |
Mins |
11.0 |
11.1 |
11.1 |
11.1 |
|
Ambulance Services expenditure per person19 |
$ |
215.29 |
251.55 |
na |
na |
|
|
|
|
|
|
|
|
Performance Measure |
Unit of Measure |
2019‑20 Actual |
2020‑21 Actual |
2021‑22 Target |
2022‑23 Target |
|
|
|
|
|
|
|
|
Public Health Services |
|
|
|
|
|
|
Eligible women screened for breast cancer20 |
Number |
29 487 |
35 995 |
35 860 |
36 500 |
|
BreastScreen ‑ percentage of clients assessed within 28 days of screening21 |
% |
94.3 |
89.8 |
90.0 |
90.0 |
|
|
|
|
|
|
|
|
Radiation Protection |
|
|
|
|
|
|
Radiation Management Plan ‑ Notifying of a review22 |
% |
78.0 |
80.0 |
95.0 |
95.0 |
|
Radiation Source Certification ‑ Recertified prior to expiry |
% |
95.0 |
94.0 |
95.0 |
95.0 |
|
|
|
|
|
|
|
|
Immunisation |
|
|
|
|
|
|
Vaccine coverage in children aged 5 years23 |
% |
95.0 |
95.0 |
95.0 |
95.0 |
|
|
|
|
|
|
|
|
Move Well Eat Well24 |
|
|
|
|
|
|
Primary School Program Membership |
% |
82.0 |
83.3 |
83.0 |
83.0 |
|
Primary School Program Awarded |
% |
26.0 |
27.1 |
28.0 |
28.0 |
|
Early Childhood Program Membership |
% |
80.6 |
78.6 |
80.0 |
80.0 |
|
Early Childhood Program Awarded |
% |
34.7 |
35.7 |
36.0 |
36.0 |
|
|
|
|
|
|
|
Notes:
1. The 2022‑23 THS Service Plan will be finalised following the passage of the Budget. Further amendments can occur at any time in the financial year. The performance measures and associated targets included in the final Service Plan will supersede those included in this chapter.
2. National Weighted Activity Units are measured differently each year. The measure is therefore not directly comparable between years. The 2021‑22 figure is preliminary and subject to change following final reconciliation by the National Health Funding Body. Similarly, the 2020‑21 result in the 2021‑22 Budget Paper was preliminary with the actual for 2020‑21 reported here. The 2022‑23 target is preliminary and will be refined in the 2022‑23 Service Plan. The increase from 2020‑21 actual primarily reflects an uplift in elective surgery and estimated increases in hospital activity levels associated with new bed openings across the system.
3. Actual figures for 2019‑20 and 2020‑21 were affected by the COVID‑19 pandemic. All non‑urgent elective surgery was suspended between 25 March 2020 and 27 April 2020 due to decisions by National Cabinet and the State’s COVID‑19 response. Only Category 1 and some exceptional Category 2 surgery was performed during this period. From mid‑May 2020, elective surgery began being restored to normal activity. The 2020‑21 preliminary actual figures have been revised to reflect the final end of year result. The 2022‑23 target is preliminary and may change following finalisation of the 2022‑23 Service Plan.
4. The four‑year Statewide Elective Surgery Plan, commencing in 2021‑22, outlines strategies to achieve a sustainable elective surgery wait list by 2024‑25, supported by the Government’s investment over the same period. The 2021‑22 and 2022‑23 elective surgery admission targets reflect an uplift in admissions as outlined in the Plan. Similarly, the 2021‑22 and 2022‑23 seen on time and average overdue wait time targets represent progression towards achievement of the sustainable elective surgery wait list target by 2024‑25. The 2022‑23 target is preliminary and may change following finalisation of the 2022‑23 Service Plan.
5. The 2020‑21 preliminary actual estimate has been revised to reflect the final end of year result.
6. The 2019-20 figure has been replaced with a final figure, which includes the whole financial year.
7. The 2019‑20 figure has been revised to reflect the final result as per the Round 24 National Hospital Cost Data Collection. The 2020‑21 figure is a preliminary result and will be revised after the completion of the Round 25 National Hospital Cost Data Collection, scheduled for November 2022. Targets are not set for this indicator as historical cost does not provide a good indicator of future costs.
8. The 2021‑22 target for outpatient occasions of service have been set at pre‑COVID‑19 activity levels. The 2022‑23 target has increased in response to the Outpatient Transformation Program, which will improve patient access.
9. The 2019‑20 Emergency Department presentations were affected by the COVID‑19 pandemic, which had a significant impact on the volume of Emergency Department presentations from late March 2020 until June 2020.
10. The Emergency Department targets shown here are a projection of expected demand, they are not a measure of performance.
11. The Target for 2021‑22 included in the 2021‑22 Budget has been revised.
12. This is the National Emergency Access Target and is consistent with the presentation in the Productivity Commission’s Annual Report on Government Services.
13. Data is sourced from Australian Government ‑ My Aged Care, and measures performance against contract. The 2019‑20 and 2020‑21 Actuals included in the 2021‑22 Budget have been updated.
14. The 2019‑20 and 2020‑21 activity was impacted by the COVID‑19 pandemic. The service transitioned to an emergency only service from April to June 2020 and then resumed at reduced capacity under a Recovery Plan. The 2021‑22 and 2022‑23 targets are an increase on the 2020‑21 targets due to the Government’s key deliverable funding for Oral Health and the Royal Flying Doctor Service.
15. This indicator is based on the estimated three per cent of the Tasmanian population with severe mental illness. The Department of Treasury and Finance’s population projection for Tasmania in 2022 is 538 509, giving an estimated 16 155 people with a severe and persistent mental illness in 2022‑23.
16. Total Ambulance Responses include emergency, urgent and non‑urgent responses. This indicator is a measure of demand not performance. The estimate for 2020‑21 has been replaced with a final full‑year figure. The 2021‑22 target is calculated by extrapolating eight months of data out to June 2022 and assumes the same rate of caseload increase will continue through to the end of the period. Target figures for 2022‑23 are calculated using four per cent expected growth on the previous year’s figures.
17. A Patient Satisfaction Survey is undertaken in May/June each year. The results for 2021‑22 will be available in October 2022.
18. The ambulance emergency response time is the difference in time between an emergency 000 call being received at the Ambulance Tasmania Communications Centre and the first vehicle arriving at the location to treat the sick or injured patient. The Median Emergency Response Time is the middle time value when all the response times are ordered from the shortest to the longest. The MERT can be broadly interpreted as the time within which approximately 50 per cent of the first responding ambulance resources arrive at the scene of an emergency. The 2021‑22 MERT figures are calculated on year‑to‑date performance as at 22 February 2022.
19. Ambulance Services expenditure per person is as published in the Productivity Commission’s Annual Report on Government Services. Each year, the Productivity Commission adjusts the time series financial data to current year dollars. Figures are as published in the RoGS and may differ from those in previous reports due to statistical parameter adjustments. Consequently, figures reported in this Budget differ from those reported previously. Targets are not set for this indicator as historical expenditure does not provide a good indicator of future expenditure.
20. The 2021‑22 and 2022‑23 targets for eligible women (aged 40 and over) screened for breast cancer are based on incremental growth in screening required to achieve 65 per cent biennial participation of women in the 50‑74 years target age group by 2024‑25. The 2019‑20 Actual reflects impacts of service closures in response to the COVID‑19 pandemic. It is noted that the Australian Government directly funded service provision in the 70‑74 age group through a partnership agreement until 2020‑21, and for 2021‑22 onwards this funding is now rolled into the National Health Reform Agreement.
21. The 2020‑21 actual figure for percentage of clients assessed within 28 days of screening has been updated with a final full‑year figure. It is noted that the Australian Government directly funded service provision in the 70‑74 age group through a partnership agreement until 2020‑21, and for 2021‑22 onwards this funding is now rolled into the National Health Reform Agreement.
22. In 2019‑20, there was a reduction in businesses notifying that they had reviewed their Plan due to closures in response to the COVID‑19 pandemic. The 20 per cent of licence holders who have not notified that they have carried out a review are subject to follow up by the Radiation Protection Unit.
23. Vaccine coverage indicates the proportion of five‑year‑old children (aged 60‑63 months) who have been immunised against Diphtheria, Tetanus, Pertussis (Whooping Cough) and Polio due at four years of age. Data for 2020‑21 includes children turning five years in the 12 months between 1 January 2020 and 31 December 2020, as measured in the reporting period from 1 April 2020 to 31 March 2021.
24. Award and Member percentages for Early Childhood and Primary School fluctuate due to variance in the pool of eligible services and schools. In 2021, there was an increase in the number of eligible Long Day Care services, which makes up one component of Early Childhood Services resulting in a slight decrease in Early Childhood membership. There was also a decrease in the number of eligible Primary Schools, resulting in an increase in awarded Primary School.
Table 5.5 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 |
|
|
|
|
|
|
|
|
New Projects |
|
|
|
|
|
|
Minister for Health |
|
|
|
|
|
|
Digital Health Transformation1 |
150 000 |
30 000 |
40 000 |
40 000 |
40 000 |
|
|
|
|
|
|
|
|
Existing Projects |
|
|
|
|
|
|
Minister for Health |
|
|
|
|
|
|
Air Conditioning Upgrades ‑ Statewide2 |
5 900 |
2 411 |
.... |
.... |
.... |
|
Burnie and Glenorchy Ambulance Stations |
20 532 |
6 726 |
10 532 |
.... |
.... |
|
CHHP Acute Care facility NWRH |
10 000 |
4 000 |
5 000 |
.... |
.... |
|
CHHP Kings Meadows Community Centre |
10 000 |
4 000 |
5 000 |
.... |
.... |
|
Dover Helipad |
300 |
300 |
.... |
.... |
.... |
|
Hospital Equipment Fund2 |
20 000 |
10 000 |
4 198 |
.... |
.... |
|
Human Resources Information System2 |
21 600 |
14 000 |
.... |
.... |
.... |
|
Kingston Health Centre ‑ Stage 2 |
30 000 |
.... |
2 000 |
8 000 |
10 000 |
|
Launceston General Hospital Redevelopment ‑ Stage 12 |
87 331 |
11 247 |
20 000 |
7 000 |
.... |
|
Launceston General Hospital Redevelopment ‑ Stage 2 (including Mental Health Precinct)2 |
580 000 |
2 000 |
5 000 |
10 000 |
33 000 |
|
Maternity Services at the North West Regional Hospital |
5 800 |
1 500 |
.... |
.... |
.... |
|
Mersey Community Hospital ‑ Expanded Redevelopment |
20 000 |
1 000 |
4 000 |
5 000 |
10 000 |
|
Mersey Community Hospital ‑ Rural Medical Workforce Centre |
1 000 |
1 000 |
.... |
.... |
.... |
|
Mersey Community Hospital Capital Upgrades2 |
37 386 |
14 775 |
7 000 |
.... |
.... |
|
Midlands Multipurpose Health Centre Upgrade |
3 500 |
1 600 |
1 750 |
.... |
.... |
|
New Ambulance Vehicles and Equipment |
9 000 |
4 000 |
3 000 |
.... |
.... |
|
North West Regional Hospital ‑ Mental Health Precinct |
40 000 |
2 000 |
8 000 |
10 000 |
20 000 |
|
North West Regional Hospital Upgrade |
20 000 |
750 |
1 750 |
.... |
.... |
|
Regional Health and Ambulance Facilities Fund |
10 000 |
2 500 |
2 500 |
2 500 |
.... |
|
Royal Hobart Hospital ‑ New Angiography Suite and Equipment Upgrade |
7 000 |
.... |
2 000 |
5 000 |
.... |
|
Royal Hobart Hospital Pharmacy Redevelopment2 |
5 861 |
5 315 |
.... |
.... |
.... |
|
Royal Hobart Hospital Redevelopment ‑ Expanded Stage 22 |
110 000 |
.... |
30 000 |
40 000 |
40 000 |
|
Royal Hobart Hospital Stage 2 Redevelopment2 |
91 080 |
26 114 |
21 134 |
26 115 |
.... |
|
|
Estimated |
2022‑23 |
2023‑24 |
2024‑25 |
2025‑26 |
|
|
Total |
|
Forward |
Forward |
Forward |
|
|
Cost |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Rural Hospital Equipment Boost |
5 000 |
2 500 |
.... |
.... |
.... |
|
St Helens Helipad |
300 |
300 |
.... |
.... |
.... |
|
Statewide Hospital Critical Facility Upgrades2 |
6 990 |
918 |
.... |
.... |
.... |
|
Statewide Rural Health Facility Infrastructure Upgrades |
4 700 |
1 318 |
.... |
.... |
.... |
|
Statewide Rural Hospital and Ambulance Station Upgrade Fund2,3 |
15 435 |
735 |
2 000 |
.... |
.... |
|
THS Infrastructure Upgrades |
1 130 |
580 |
.... |
.... |
.... |
|
|
|
|
|
|
|
|
Minister for Mental Health and Wellbeing |
|
|
|
|
|
|
27 New Mental Health Beds in Southern Tasmania2 |
20 740 |
7 933 |
3 500 |
.... |
.... |
|
CHHP St Johns Park Eating Disorders Treatment Centre |
10 000 |
4 925 |
4 925 |
.... |
.... |
|
|
|
|
|
|
|
|
Total CIP Allocations |
|
164 447 |
183 289 |
153 615 |
153 000 |
|
|
|
|
|
|
|
Notes:
1. Further information on this project is included in the Key Deliverables section of this chapter.
2. Funding profiles over the Budget and Forward Estimates have been revised to reflect a more accurate expenditure profile.
3. The estimated total cost of the Statewide Rural Hospital and Ambulance Station Upgrade Fund has increased due to the transfer of the remaining budget from the completed Campbell Town Ambulance Station project.
Commencing in 2018‑19, funding was provided to undertake comprehensive air conditioning upgrades at the Royal Hobart Hospital, Launceston General Hospital and North West Regional Hospital. Remaining funding of $2.4 million is allocated to 2022‑23 to complete works at the Royal Hobart Hospital.
This project will deliver new Ambulance Stations in Burnie and Glenorchy. The Burnie Ambulance Station will replace ageing infrastructure and provide dedicated staff meeting/training rooms, amenities, and increased garage capacity to ensure that service vehicles do not have to park outside. The Glenorchy Ambulance Station will have a specific focus on state of the art training facilities, including contemporary administration, operations and staff amenities, better garaging of vehicles and parking spaces.
A site has been identified for the Burnie Ambulance Station on Brickport Road, on Department of Health land adjacent to the North West Regional Hospital. Preliminary designs have been completed and Parliamentary Standing Committee on Public Works and Burnie City Council development application approvals have been obtained. A construction tender has been issued, with construction scheduled to commence in the first quarter of 2022‑23, and operational commissioning in the first half of 2024.
A site has been identified for the Glenorchy Ambulance Station on the Brooker Highway at Goodwood and compulsory land acquisition has occurred. This project will be tendered in the first quarter of 2022‑23, with construction to commence by the end of the 2022 calendar year and operational commissioning in the first half of 2024.
The Australian Government provided $92 million in the 2019‑20 Australian Government Budget to support better health care for all Tasmanians, improving waiting times for elective surgery, boosting mental health and maternity services and increasing cancer diagnosis scans. Capital investment initiatives announced in this program include:
· $10 million to improve the Acute Care Facility at the North West Regional Hospital. This project will replace the HVAC system in the operating theatres and day surgery units. Work will be completed in 2023‑24;
· $400 000 for Birthing Suites Upgrades at the Launceston General Hospital (completed in 2021‑22);
· $10 million for the Kings Meadows Community Centre ‑ project planning and scoping is underway; and
· $10 million for a new residential eating disorder clinic in Hobart, to be co‑located at St Johns Park with the 27 New Mental Health Beds in Southern Tasmania project. Concept designs have been completed and the project is scheduled to go to tender in July 2022, following consideration by the Parliamentary Standing Committee on Public Works. Construction will commence in February 2023, with operational commissioning in April 2024.
Funding is provided in 2022‑23 for a new helipad at the Esperance Multi‑Purpose Centre in Dover to increase aeromedical support within the Huon Valley region.
This initiative will replace and upgrade critical hospital equipment across Tasmania, including diagnostic imaging and surgical equipment. Procurement totalling $5.8 million commenced in 2021‑22, following consultation with clinical streams and an initial equipment audit.
The 2020‑21 Budget provided funding of $21.6 million over three years to replace the Department’s existing Human Resources Information System and related processes with a fully integrated HRIS.
Existing key HR systems and practices require an urgent upgrade, supported by the development of an integrated HRIS. The new system will enable the Department to move away from paper‑based systems, improving the delivery of critical human resource management systems.
The HRIS project commenced in late 2020 with a tender being awarded in February 2022 to SAP Australia Pty Ltd and DXC Oxygen Pty Ltd. The project is currently in design phase. The project is expected to commence implementation of a Human Capital Management Suite in mid‑2022.
Funding is allocated to build Stage 2 of the Kingston Health Centre, to deliver increased community health facilities for the growing region. The second stage will be located at Kingston Park.
The Government will work closely with the Kingborough Council and surrounding health services, to ensure the benefits of the new Centre are maximised. Design work and consultation will commence in 2022‑23.
Commencing in 2018‑19, funding of $87.3 million was provided for a major redevelopment and expansion of the LGH campus, including improvements across medical, surgical, maternity, obstetric, paediatric and mental health units, with an additional $5 million of funding allocated to provide more car parking, completed in 2020, and $9.6 million for refurbishment and expansion of the Ward 4K Paediatric Inpatient Unit, completed in 2021.
In addition to ward 3D, which opened in 2021, Stage 1 works being completed in 2022 include the new Administration and Learning Hub which will have flexible use spaces for education and training activities including a new nursing education unit and simulation centre, additional negative pressure rooms in the Acute Medical Unit, new outpatient facilities on Levels 3 and 5 of the Women’s and Children’s Services tower and improvements to the Emergency Department ambulance bay.
A Masterplan for the remaining stages of work was released in October 2021.
Funding of $580 million is allocated from 2021‑22 to deliver the next stages of the Launceston General Hospital Redevelopment Masterplan. This is in addition to the $87.3 million Stage 1 redevelopment, due for completion in 2024. Planning and consultation commenced in 2021‑22, with final construction of the next stages estimated to be completed in 2031.
Forward planning for the construction of a new inpatient and outpatient tower will begin in 2022, ahead of construction commencement in 2027, following relocation of mental health services from the Northside building to the new Mental Health Precinct in 2027.
Planning for the purpose‑built mental health precinct will be completed and decanting and demolition of buildings on the existing Anne O’Byrne site will be undertaken in 2023. Construction of the new facility will commence in 2024 and be completed in 2027.
Funding has been provided to construct a purpose‑built Antenatal Clinic at the North West Regional Hospital as part of the Integrated North West Birthing Service. This Clinic will provide a contemporary facility to better support mums, babies and staff that operate the service.
Construction is expected to be completed by June 2022.
Additional funding was committed in the 2021‑22 Budget to expand the Mersey Community Hospital Redevelopment. This was in addition to the $35 million provided in 2017‑18, taking the total cost of the redevelopment of the Mersey Community Hospital to $57.4 million.
The scope of the projects includes a new kitchen and a new ward to increase bed capacity, in addition to the existing theatre redevelopment works. Construction is expected to commence in 2022‑23, with a projected completion date of 2026.
The 2021‑22 Budget provided funding to establish a new Rural Medical Workforce Centre at the Mersey Community Hospital. This funding included $1 million in capital funding to establish the Centre, which is expected to be completed in 2022‑23.
Funding of $35 million was provided in the 2017‑18 Budget to deliver significant capital upgrades at the Mersey Community Hospital. Lift replacement, car parking expansion works and utility services relocations have been completed. Redevelopment of the theatres/outpatient facilities will commence in 2021‑22, with completion scheduled for mid‑2024.
The 2021‑22 Budget provided $3.5 million to refurbish and upgrade the Midlands Multipurpose Centre at Oatlands. This project is focused on increasing the comfort of facilities for patients and residents, including delivering improved bathroom access and privacy, with completion expected during 2023‑24.
The 2021‑22 Budget provided funding to upgrade Ambulance Tasmania’s vehicle fleet. The funding will provide new vehicles, replace ageing stock, complete ambulance fit‑outs to provide an improved service, and upgrade and replace critical equipment to support paramedics.
Sixteen new ambulances have been delivered into service, with a further 10 scheduled for delivery by the end of 2021‑22. A further four units will be delivered in 2022‑23, bringing a total of 30 new ambulances into service.
Funding is provided from 2022‑23 for a new Mental Health Precinct adjacent to the North West Regional Hospital, to replace the ageing Spencer Clinic. This new contemporary facility will be a hub for delivery of integrated mental health services in the North West, and is expected to be completed in 2025‑26.
Health Services planning has commenced to inform the development of the North West Hospital Master Plan and the scope and location of the new Mental Health Precinct.
Funding is provided in 2022‑23 and 2023‑24 to deliver ward refurbishments to provide increased bed capacity to respond to future demand, utilising space freed up following relocation of the Spencer Clinic to the new Mental Health Precinct. Total funding of $20 million has been allocated for this project, including $10.5 million allocated to 2026‑27, with the project expected to be completed in 2027‑28.
As part of the Government’s COVID‑19 response, the 2020‑21 Budget provided an additional $10 million over four years for regional health and ambulance facilities. Procurement is being undertaken for new ambulance stations at Queenstown, Bridgewater and Oatlands.
Funding is provided to build, equip and staff a new Angiography Suite at the Royal Hobart Hospital. A second suite at the Royal Hobart Hospital will meet increasing patient demand and support improved care for patients requiring interventional neuroradiology, stroke services and vascular procedures. The new suite is anticipated to be delivered in 2024‑25.
This project will deliver a new, purpose built, sterile pharmaceutical production facility at the Royal Hobart Hospital. This facility will be a contemporary, safe, high capacity, sterile production suite that is able to meet patient throughput needs for chemotherapy and elective surgery, and other services as required.
Challenging market conditions resulted in a single tender that was not considered to provide value for money. The scope of the project and required staging is being reconsidered.
Funding has been provided from 2023‑24 to expand the Stage 2 Redevelopment of the Royal Hobart Hospital, including a full refurbishment of A‑Block. The expansion is part of a new 30‑year Masterplan for the Royal Hobart Hospital precinct.
The 2018‑19 and 2019‑20 Budgets provided funding of $91.1 million to commence Stage 2 of the Royal Hobart Hospital Redevelopment.
The funding will deliver:
· expansion of the Emergency Department to respond to growing patient demand. The first stage of the Emergency Department expansion, to deliver an additional 28 beds, has commenced and is scheduled for completion in December 2022 with all works scheduled to reach completion by 2025;
· expansion of the Intensive Care Unit in its current location, providing space for an additional 10 beds on the same floor by 2023, whilst retaining close physical linkage to medical imaging. This project is currently under construction with operational commissioning scheduled for February 2023;
· a refit of J‑Block to provide a contemporary space for Cardiology services and provide additional inpatient bed capacity. A construction contract has been awarded and the new cardiology unit is scheduled to be operational in November 2022; and
· relocation and upgrades of paediatric outpatients facilities.
This project will provide new and upgraded rural hospital and health facility equipment across Tasmania. Funding includes $600 000 each for the New Norfolk District Hospital and North East Soldiers Memorial Hospital and $400 000 each for the St Helens District Hospital and West Coast District Hospital. Additionally, funding of $2 million ($200 000 per hospital) has been provided to purchase new and upgraded equipment at regional hospitals and health facilities. Procurement totalling $1.3 million was initiated in 2021‑22, following consultation with local services.
This project will provide for a new helipad at the St Helens District Hospital to increase aeromedical support to the East Coast Regions. Comprehensive design and planning is underway.
The 2017‑18 Budget provided $10.5 million for critical upgrades at hospital facilities across the State. Expenditure to date has included emergency power backup at Launceston General Hospital, server upgrades at Royal Hobart Hospital, completion of the Cambridge Kitchen site, upgrading of the LGH Level 6 Mechanical Services Switchboard to reduce risk of heating and cooling system failure, and LGH Generator Replacement to improve backup power supply reliability. The remaining funds are allocated to a lift replacement program at the LGH in 2022‑23.
The 2017‑18 Budget provided $4.7 million for high priority infrastructure upgrades in rural health facilities across the State. Investment is primarily dedicated to roof upgrades and heating, ventilation and air‑conditioning units across the State that are in need of upgrade and replacement.
The remaining funds are allocated to a works program being developed as part of the transition of management of primary health facilities to a centralised strategic asset management approach in 2022‑23.
Commencing in 2018‑19, funding of $15 million was provided for capital improvements at Tasmania’s rural and regional hospitals and ambulance stations. Works include nurse call, body protection and hydraulic services at Ouse Community Health Centre; Campbell Town nurses accommodation upgrades; and hand basin upgrades at Flinders Island Multi‑purpose Centre and Deloraine District Hospital.
Funding of $250 000 has been allocated to upgrading works in the Emergency Department at the West Coast District Hospital, supplementing the CHHP funding. Funding of $450 000 has been allocated to the plant deck roof at the North West Regional Hospital.
Funding of $1.9 million was provided for significant infrastructure upgrades and replacements in the THS. Priority projects are identified as part of the Department’s internal Capital Programming and Delivery Essential Maintenance allocations process.
The remaining funds have been allocated to essential maintenance programs including fire and electrical services.
The Government has committed to deliver 27 extra mental health beds, with 15 new beds to be provided at St Johns Park and 12 new beds to be provided at the Peacock Centre.
This commitment will take pressure off the Royal Hobart Hospital by providing:
· safe, supportive “step down” care post hospitalisation;
· “step up” care to avoid hospitalisation for those whose condition has escalated; and
· community mental health services.
Works at the Peacock Centre commenced in March 2020, but were delayed due to a deliberately lit fire and are now scheduled for completion in December 2022. Works at St Johns Park are scheduled to commence in February 2023.
The Australian Government’s 2019‑20 Budget provided $10 million over five years to support treatment of Eating Disorders. Capital investment initiatives announced in this program included an Eating Disorders Treatment Centre located at St Johns Park, co‑located with the 27 New Mental Health Beds project.
This project is being constructed with the integrated mental health at St Johns Park, with construction commencing in February 2023.
|
|
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 |
1 612 569 |
1 683 794 |
1 732 536 |
1 863 813 |
1 906 046 |
|
Appropriation revenue ‑ capital |
101 907 |
129 043 |
158 364 |
143 615 |
143 000 |
|
Other revenue from government |
9 595 |
18 324 |
.... |
.... |
.... |
|
Grants2 |
617 899 |
589 873 |
614 658 |
629 075 |
647 703 |
|
Sales of goods and services |
236 524 |
241 981 |
249 355 |
258 218 |
260 775 |
|
Interest3 |
94 |
39 |
40 |
41 |
42 |
|
Other revenue4 |
47 845 |
43 927 |
43 702 |
44 989 |
44 264 |
|
Total revenue |
2 626 433 |
2 706 981 |
2 798 655 |
2 939 751 |
3 001 830 |
|
Net gain/(loss) on non‑financial assets |
183 |
183 |
184 |
104 |
34 |
|
Total income |
2 626 616 |
2 707 164 |
2 798 839 |
2 939 855 |
3 001 864 |
|
|
|
|
|
|
|
|
Expenses |
|
|
|
|
|
|
Employee benefits5 |
1 625 988 |
1 701 767 |
1 784 750 |
1 921 705 |
1 954 757 |
|
Depreciation and amortisation |
92 585 |
94 800 |
97 278 |
95 910 |
95 910 |
|
Supplies and consumables6 |
699 887 |
677 690 |
687 083 |
721 927 |
746 276 |
|
Grants and subsidies7 |
119 788 |
117 388 |
92 970 |
89 416 |
90 369 |
|
Borrowing costs8 |
385 |
288 |
521 |
387 |
387 |
|
Other expenses |
45 723 |
48 759 |
48 958 |
51 862 |
52 437 |
|
Total expenses |
2 584 356 |
2 640 692 |
2 711 560 |
2 881 207 |
2 940 136 |
|
|
|
|
|
|
|
|
Net result |
42 260 |
66 472 |
87 279 |
58 648 |
61 728 |
|
|
|
|
|
|
|
|
Other comprehensive income |
|
|
|
|
|
|
Changes in physical asset revaluation reserve |
48 878 |
52 167 |
51 964 |
51 964 |
51 964 |
|
Total other comprehensive income |
48 878 |
52 167 |
51 964 |
51 964 |
51 964 |
|
|
|
|
|
|
|
|
Comprehensive result |
91 138 |
118 639 |
139 243 |
110 612 |
113 692 |
|
|
|
|
|
|
|
Notes:
1. The increase in Appropriation revenue ‑ operating in 2022‑23 primarily reflects the profile of initiatives, including Demand ‑ Major Hospitals and Public Private Partnerships to deliver care sooner.
2. The decrease in Grants in 2022‑23 primarily reflects the profile of revenue for Australian Government National Partnership Agreement projects and revised estimates of National Health Reform Funding.
3. The decrease in Interest in 2022‑23 reflects a change to anticipated interest revenue within the Department’s Specific Purpose Accounts.
4. The decrease in Other revenue in 2022‑23 primarily reflects recoveries from the Tasmanian Risk Management Fund in 2021‑22 for the rebuild of the Peacock Centre mental health facility.
5. The increase in Employee benefits primarily reflects the profile of expenditure associated with initiatives, including Demand ‑ Major Hospitals, and prior year initiatives for Beds and Demand ‑ Major Hospitals and Elective Surgery, 250 beds for the Royal Hobart Hospital and Additional THS Funding.
6. The decrease in Supplies and consumables in 2022‑23 primarily reflects the profile of expenditure for Australian Government National Partnership Agreement projects and revised estimates of National Health Reform Funding, partially offset by an increase due to the Demand ‑ Major Hospitals initiative.
7. The decrease in Grants and subsidies primarily reflects the profile of expenditure associated with initiatives, in particular, the completion of Public Private Partnerships to deliver care sooner in 2022‑23 and the prior year initiatives: COVID‑19 continued mental health services, Residential Rehabilitation Beds, and Tasmanian Community Health and Wellbeing Networks. It also includes a reduction from 2022‑23 for an inter‑Departmental transfer to the Department of Communities Tasmania to meet the State’s commitments under the National Disability Insurance Scheme.
8. The variation in Borrowing costs primarily reflects the accounting treatment for leases in accordance with AASB 16 Leases.
|
|
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 Health |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 1 ‑ System Management |
|
|
|
|
|
|
1.1 System Management ‑ Health1 |
165 612 |
143 797 |
149 156 |
153 531 |
152 961 |
|
|
165 612 |
143 797 |
149 156 |
153 531 |
152 961 |
|
Output Group 2 ‑ Health Services |
|
|
|
|
|
|
2.1 Admitted Services2 |
739 118 |
846 937 |
876 012 |
988 493 |
1 015 751 |
|
2.2 Non‑admitted Services3 |
139 416 |
147 126 |
151 817 |
155 935 |
160 675 |
|
2.3 Emergency Department Services |
118 829 |
122 954 |
127 103 |
130 901 |
135 197 |
|
2.4 Community Health Services4 |
141 115 |
139 688 |
140 295 |
143 467 |
146 714 |
|
2.6 Ambulance Services5 |
110 074 |
116 665 |
118 328 |
119 820 |
123 831 |
|
2.7 Public Health Services6 |
24 672 |
16 512 |
16 879 |
17 103 |
15 523 |
|
|
1 273 224 |
1 389 882 |
1 430 434 |
1 555 719 |
1 597 691 |
|
Output Group 90 ‑ COVID‑19 Response and Recovery7 |
|
|
|
|
|
|
90.6 Community Healthcare |
2 300 |
.... |
.... |
.... |
.... |
|
90.7 Elective Surgery |
20 000 |
.... |
.... |
.... |
.... |
|
|
22 300 |
.... |
.... |
.... |
.... |
|
|
|
|
|
|
|
|
Capital Investment Program |
92 551 |
124 543 |
154 864 |
143 615 |
143 000 |
|
|
|
|
|
|
|
|
Operating Services |
1 461 136 |
1 533 679 |
1 579 590 |
1 709 250 |
1 750 652 |
|
Capital Services |
92 551 |
124 543 |
154 864 |
143 615 |
143 000 |
|
|
1 553 687 |
1 658 222 |
1 734 454 |
1 852 865 |
1 893 652 |
|
|
|
|
|
|
|
|
Minister for Mental Health and Wellbeing |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 1 ‑ System Management |
|
|
|
|
|
|
1.2 System Management ‑ Mental Health and Wellbeing8 |
40 968 |
35 229 |
28 844 |
25 952 |
26 255 |
|
|
40 968 |
35 229 |
28 844 |
25 952 |
26 255 |
|
Output Group 2 ‑ Health Services |
|
|
|
|
|
|
2.5 Statewide and Mental Health Services9 |
110 465 |
114 886 |
124 102 |
128 611 |
129 139 |
|
|
110 465 |
114 886 |
124 102 |
128 611 |
129 139 |
|
|
|
|
|
|
|
|
Capital Investment Program |
9 356 |
4 500 |
3 500 |
.... |
.... |
|
|
|
|
|
|
|
|
Operating Services |
151 433 |
150 115 |
152 946 |
154 563 |
155 394 |
|
Capital Services |
9 356 |
4 500 |
3 500 |
.... |
.... |
|
|
160 789 |
154 615 |
156 446 |
154 563 |
155 394 |
|
|
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 Health |
|
|
|
|
|
|
Total Operating Services |
1 612 569 |
1 683 794 |
1 732 536 |
1 863 813 |
1 906 046 |
|
Total Capital Services |
101 907 |
129 043 |
158 364 |
143 615 |
143 000 |
|
|
1 714 476 |
1 812 837 |
1 890 900 |
2 007 428 |
2 049 046 |
|
|
|
|
|
|
|
|
Appropriation Rollover |
9 595 |
18 324 |
.... |
.... |
.... |
|
|
|
|
|
|
|
|
Total Revenue from Appropriation |
1 724 071 |
1 831 161 |
1 890 900 |
2 007 428 |
2 049 046 |
|
|
|
|
|
|
|
|
Controlled Revenue from Appropriation |
1 724 071 |
1 831 161 |
1 890 900 |
2 007 428 |
2 049 046 |
|
|
1 724 071 |
1 831 161 |
1 890 900 |
2 007 428 |
2 049 046 |
|
|
|
|
|
|
|
Notes:
1. The decrease in System Management ‑ Health in 2022‑23 primarily reflects the funding profile of prior year initiatives including Public Private Partnerships to deliver care sooner, and Health ICT ‑ Digital Transformation ‑ Initiation Phase.
2. The increase in Admitted services primarily reflects the profile of expenditure for initiatives including Demand ‑ Major Hospitals and Public Private Partnerships to deliver care sooner and prior year initiatives for Beds and Demand ‑ Major Hospitals and Elective Surgery.
3. The increase in Non‑admitted Services in 2022‑23 primarily reflects an internal reallocation between Departmental outputs to more accurately reflect anticipated expenditure for the initiative North West Regional Hospital Second Linear Accelerator, and funding for initiatives including Reform Agenda for the Alcohol and Drug Sector in Tasmania, Mental Health Integration and Reform, and Outpatient Transformation Program.
4. The decrease in Community Health Services in 2022‑23 primarily reflects the funding profile of prior year initiatives including Oral Health ‑ One‑off Funding Injection, and an internal reallocation between Departmental outputs to more accurately reflect anticipated expenditure.
5. The increase in Ambulance Services in 2022‑23 primarily reflects additional funding for initiatives, including the upgrade of Huonville and Sorell Double Branch Stations to Career Stations, and an internal reallocation between Departmental outputs to more accurately reflect anticipated expenditure.
6. The decrease in Public Health Services in 2022‑23 reflects the completion of the prior year initiative for COVID‑19 Response ‑ Vaccine Costs.
7. The decrease in COVID‑19 Response and Recovery Outputs reflects the completion of initiatives that were announced in the 2020‑21 Budget.
8. The decrease in System Management ‑ Mental Health and Wellbeing from 2022‑23 primarily reflects an inter‑Departmental transfer to the Department of Communities Tasmania to meet the State’s commitments under the National Disability Insurance Scheme. The decrease over the Forward Estimates primarily reflects the profile of prior year initiatives including Residential Rehabilitation Beds, Community Mental Health ‑ Addressing Increasing Demand and COVID‑19 continued mental health services.
9. The increase in Statewide and Mental Health Services primarily reflects additional funding for initiatives including ongoing funding for the Emergency Mental Health Co‑response model (PACER); Older Persons Mental Health Services (Roy Fagan Centre Review); and Correctional Primary Health Services; and prior year initiatives including the Mental Health Hospital in the Home Pilot that commences in 2023‑24.
|
|
2022 |
2023 |
2024 |
2025 |
2026 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Assets |
|
|
|
|
|
|
Financial assets |
|
|
|
|
|
|
Cash and deposits1,2 |
151 476 |
167 639 |
155 459 |
143 994 |
133 354 |
|
Receivables1 |
37 557 |
46 681 |
48 419 |
50 178 |
51 960 |
|
Other financial assets1 |
32 181 |
41 762 |
42 583 |
43 404 |
44 225 |
|
|
221 214 |
256 082 |
246 461 |
237 576 |
229 539 |
|
|
|
|
|
|
|
|
Non‑financial assets |
|
|
|
|
|
|
Inventories1 |
35 469 |
79 247 |
80 540 |
81 847 |
83 166 |
|
Property, plant and equipment1 |
1 814 107 |
1 861 668 |
1 980 019 |
2 069 202 |
2 160 408 |
|
Heritage and cultural assets |
4 305 |
4 433 |
4 504 |
4 575 |
4 646 |
|
Intangibles3 |
5 158 |
59 995 |
99 234 |
138 473 |
177 712 |
|
Other assets1,4 |
45 133 |
19 813 |
30 913 |
24 800 |
18 687 |
|
|
1 904 172 |
2 025 156 |
2 195 210 |
2 318 897 |
2 444 619 |
|
|
|
|
|
|
|
|
Total assets |
2 125 386 |
2 281 238 |
2 441 671 |
2 556 473 |
2 674 158 |
|
|
|
|
|
|
|
|
Liabilities |
|
|
|
|
|
|
Payables1 |
103 569 |
86 968 |
87 800 |
88 632 |
89 464 |
|
Interest bearing liabilities4 |
14 319 |
9 373 |
19 897 |
13 372 |
6 629 |
|
Employee benefits1 |
341 788 |
379 349 |
389 126 |
398 903 |
408 680 |
|
Superannuation1,5 |
6 155 |
(3 965) |
(3 907) |
(3 849) |
(3 791) |
|
Other liabilities1 |
36 650 |
45 157 |
45 156 |
45 204 |
45 273 |
|
Total liabilities |
502 481 |
516 882 |
538 072 |
542 262 |
546 255 |
|
|
|
|
|
|
|
|
Net assets (liabilities) |
1 622 905 |
1 764 356 |
1 903 599 |
2 014 211 |
2 127 903 |
|
|
|
|
|
|
|
|
Equity |
|
|
|
|
|
|
Reserves |
434 657 |
466 327 |
518 291 |
570 255 |
622 219 |
|
Accumulated funds |
1 188 248 |
1 298 029 |
1 385 308 |
1 443 956 |
1 505 684 |
|
Total equity |
1 622 905 |
1 764 356 |
1 903 599 |
2 014 211 |
2 127 903 |
|
|
|
|
|
|
|
Notes:
1. The variation in these items in 2023 primarily reflects a more accurate estimate based on the 30 June 2021 outcome.
2. The decrease in Cash and deposits across the Forward Estimates primarily reflects the allocation of existing Departmental resources to the Digital Health Transformation key deliverable from 2022‑23.
3. The increase in Intangibles reflects the purchase of ICT‑related assets, primarily for Digital Health Transformation and Human Resources Information System key deliverables.
4. The variation in
Other assets and Interest bearing liabilities reflects the accounting treatment
for leases in accordance with AASB 16 Leases.
5. The variation in Superannuation reflects a surplus balance consistent with the 30 June 2021 outcome. The State Actuary undertook a revaluation of the present value of the defined benefit obligation and the fair value of the plan assets as at 30 June 2021 using the process outlined in AASB 119 Employee Benefits. As a result of the revaluation, it was determined that the Tasmanian Ambulance Service Superannuation Scheme was in surplus by $4.1 million.
|
|
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 |
1 612 569 |
1 683 794 |
1 732 536 |
1 863 813 |
1 906 046 |
|
Appropriation receipts ‑ capital |
101 907 |
129 043 |
158 364 |
143 615 |
143 000 |
|
Appropriation receipts ‑ other |
9 595 |
18 324 |
.... |
.... |
.... |
|
Grants |
617 899 |
589 873 |
614 658 |
629 075 |
647 703 |
|
Sales of goods and services |
235 076 |
240 533 |
247 907 |
256 770 |
259 327 |
|
GST receipts |
108 605 |
110 777 |
112 993 |
115 253 |
117 558 |
|
Interest received |
94 |
39 |
40 |
41 |
42 |
|
Other cash receipts |
36 610 |
32 434 |
31 945 |
32 962 |
31 960 |
|
Total cash inflows |
2 722 355 |
2 804 817 |
2 898 443 |
3 041 529 |
3 105 636 |
|
|
|
|
|
|
|
|
Cash outflows |
|
|
|
|
|
|
Employee benefits |
(1 439 888) |
(1 504 983) |
(1 576 291) |
(1 692 208) |
(1 711 669) |
|
Superannuation |
(176 377) |
(187 061) |
(198 736) |
(219 774) |
(233 365) |
|
Borrowing costs |
(385) |
(288) |
(521) |
(387) |
(387) |
|
GST payments |
(109 664) |
(111 857) |
(114 095) |
(116 376) |
(118 704) |
|
Grants and subsidies |
(119 788) |
(117 388) |
(92 970) |
(89 416) |
(90 369) |
|
Supplies and consumables |
(700 217) |
(678 081) |
(687 443) |
(722 252) |
(746 592) |
|
Other cash payments |
(34 474) |
(37 252) |
(37 187) |
(39 821) |
(40 119) |
|
Total cash outflows |
(2 580 793) |
(2 636 910) |
(2 707 243) |
(2 880 234) |
(2 941 205) |
|
|
|
|
|
|
|
|
Net cash from (used by) operating activities |
141 562 |
167 907 |
191 200 |
161 295 |
164 431 |
|
|
|
|
|
|
|
|
Cash flows from investing activities |
|
|
|
|
|
|
Payments for acquisition of non‑financial assets1 |
(138 026) |
(174 067) |
(193 008) |
(163 840) |
(165 863) |
|
Proceeds from the disposal of non‑financial assets |
183 |
183 |
184 |
104 |
34 |
|
Net cash from (used by) investing activities |
(137 843) |
(173 884) |
(192 824) |
(163 736) |
(165 829) |
|
|
|
|
|
|
|
|
Cash flows from financing activities |
|
|
|
|
|
|
Net borrowings2 |
(7 601) |
(8 368) |
(10 556) |
(9 024) |
(9 242) |
|
Net cash from (used by) financing activities |
(7 601) |
(8 368) |
(10 556) |
(9 024) |
(9 242) |
|
|
|
|
|
|
|
|
Net increase (decrease) in cash and cash equivalents held |
(3 882) |
(14 345) |
(12 180) |
(11 465) |
(10 640) |
|
|
|
|
|
|
|
|
|
2021‑22 |
2022‑23 |
2023‑24 |
2024‑25 |
2025‑26 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Cash and deposits at the beginning of the reporting period |
155 358 |
181 984 |
167 639 |
155 459 |
143 994 |
|
Cash and deposits at the end of the reporting period |
151 476 |
167 639 |
155 459 |
143 994 |
133 354 |
|
|
|
|
|
|
|
Notes:
1. The variation in Payments for acquisition of non‑financial assets primarily reflects the anticipated timing of expenditure on major capital projects as detailed the Capital Investment Program section of this chapter.
2. The variation in Net borrowings primarily reflects the accounting treatment for leases in accordance with AASB 16 Leases.