DPAC Annual Report 2013–14
Department of Premier and Cabinet © Crown in the Right of the State of Tasmania For copies or further information regarding this Report please contact: Department of Premier and Cabinet GPO Box 123 Hobart TAS 7000
Telephone: 6232 7142 Email: [email protected] Website: www.dpac.tas.gov.au
ISSN 1448 9023 (print) ISSN 1448 9031 (online)
Department of Premier and Cabinet - Annual Report 2013-14 1 2 Department of Premier and Cabinet - Annual Report 2013-14 Will Hodgman MP PREMIER
Dear Premier
In accordance with the requirements of Section 36(1) of the State Service Act 2000 and Section 27 of the Financial Management and Audit Act 1990, I enclose for presentation to Parliament the 2013-14 Annual Report for the Department of Premier and Cabinet.
Yours sincerely
Greg Johannes Secretary 9 October 2014
Department of Premier and Cabinet - Annual Report 2013-14 3 Contents
Secretary’s report ...... 6 Departmental overview ...... 8 Financial and human resource summary ...... 9 Governance ...... 11 Current Output Group structure ...... 13 Output Group 1 Support for executive decision-making ...... 15 Output 1.1 Strategic policy and advice ...... 16 Output 1.2 Climate change ...... 20 Output 1.3 Social inclusion ...... 24 Output Group 2 Government processes and services ...... 26 Output 2.1 Management of Executive Government processes ...... 27 Output 2.2 Principal and subordinate legislation ...... 34 Output 2.3 Tasmanian Government courier ...... 36 Output 2.4 Corporate support to Ministerial and Parliamentary offices and the Office of the Governor ...... 37 Output Group 3 Electronic services for Government agencies and the community ...... 38 Output 3.1 Information and communications technology (ICT) policy development and implementation ...... 39 Output 3.2 Management and ongoing development of Service Tasmania ...... 42 Output 3.3 Delivery of information and communications technology services ...... 46 Output Group 4 State Service management ...... 50 Output 4.1 State Service employment and management ...... 51 Output Group 5 ...... 58 Output Group 6 Community development ...... 59 Output 6.1 Community development – policy advice and ongoing community development ...... 60 Output 6.2 Office of Aboriginal Affairs ...... 67 Output 6.3 Office of Veterans’ Affairs...... 69 Output Group 7 Development of local government, security and emergency management ...... 72 Output 7.1 Development of local government ...... 73 Output 7.2 Security and emergency management ...... 77 All Output Groups Corporate Services ...... 82 Corporate Services ...... 83 Supporting whole-of-government initiatives ...... 87 Carbon Emission Reduction Plan ...... 88 Disability Action Plan...... 89
4 Department of Premier and Cabinet - Annual Report 2013-14 Departmental information ...... 91 Right to Information (RTI) ...... 92 Legislation administered ...... 94 Departmental publications ...... 98 Websites ...... 100 Our people and policies ...... 101 Public access to agency decision-making ...... 117 Asset management, pricing and risk management policies ...... 118 Contributions and grants ...... 120 Government procurement ...... 155 Financial statements ...... 159 Appendix...... 223 Jim Bacon Foundation ...... 226 Abbreviations ...... 230 Compliance Index ...... 233 Contacting DPAC ...... 239
Department of Premier and Cabinet - Annual Report 2013-14 5 Secretary’s report
The Department of Premier and Cabinet's (DPAC’s) work in 2013-14 took place against the backdrop of the transition to a new Government in Tasmania. For much of the year, we concentrated on supporting the former government's policy, program, legislative, and service delivery agenda. Then after the March State election, our flexibility and adaptability to change were tested as we worked quickly to establish new machinery of government and help deliver the new Government's commitments in its first 100 days in office. A new Government creates tremendous change and DPAC staff, especially those in the Executive Division, Corporate Services and the Policy Division, made sure the transition was as smooth as possible. Caretaker conventions were updated, incoming government briefs were prepared, removalists were organised and support was provided for new and departing Ministerial staff. After six years as Secretary, Rhys Edwards moved to be a Special Adviser to help set up the new Department of State Growth (State Growth), and I stepped up from my position as Deputy Secretary (Policy) to lead the Department. Over the past 12 months DPAC has worked with government agencies and the broader community to deliver a range of important initiatives. The Policy Division, through the University of Tasmania and Tasmanian Government Partnership Agreement, assisted in the development of a pilot project to increase educational attainment and retention in the Huon Valley. This project, entitled ‘Bigger Things,’ is a collaborative effort involving the University and the Department of Education and will run for five years. The Community Development Division (now Communities, Sport and Recreation Tasmania) released a whole-of-government Community Engagement Framework which supports government agencies to undertake open, honest, and transparent engagement during the development of policy, programs and services. After a whole-of-government review and extensive consultation the new Tasmanian Multicultural Policy 2014 was released. The Policy aims to enhance social cohesion, social and economic participation and access to services in our State. We now have a clearer picture of Tasmania’s migrant population through the new report, People of Tasmania. The report helps governments and other agencies to respond to the challenges of providing services in a diverse cultural environment. Work on the Centenary of ANZAC progressed well over the past 12 months with the establishment of a steering committee, a state government working group, a community working group and a $250,000 grants program. The Local Government Division delivered a significant legislative reform package through the Local Government (Miscellaneous Amendments) Act 2013, and also helped to build a picture of council strengths and capability gaps through the Local Government Role Assessment Interim Report. Tasmanians now have better access to emergency information through the development of the TasALERT website. TasALERT was developed to provide a single source of reliable information from government agencies including Tasmania Police, Tasmania Fire Service and the State Emergency Service, while also tapping into the power of social media. The Bushfire Recovery Unit officially closed in June after the chair of the Bushfire Recovery Taskforce delivered the final report to Government. The Unit played a key role in supporting both the Taskforce and the Red Cross Appeal Distribution Committee which distributed donations received through the Tasmanian January 2013 Red Cross Bushfire Appeal. DPAC undertook some significant communications projects in the past year. These included the commencement of the Integrated Tasmanian Government Contact Centre project which will make it easier for Tasmanians to conduct their business with Government over the telephone through Service Tasmania.
6 Department of Premier and Cabinet - Annual Report 2013-14 The Modern Communications Program was implemented, resulting in more than 6,000 telephony services being transitioned from the redundant copper-based Spectrum services to the VoIP solution, Connect V. This resulted in hundreds of unused services being cancelled, delivering cost savings for Government. There were changes in State Service governance arrangements in the past year. The State Service Management Office had responsibility for implementing the revised governance and structural arrangements, as well as preparing the first Head of the State Service Annual Report to the Tasmanian Parliament. I am very pleased with the way DPAC staff have performed in the past year, especially through the change in Government. We are fortunate to have professional, dedicated people who are responsive to the challenges posed by an ever changing environment.
Greg Johannes Secretary
Department of Premier and Cabinet - Annual Report 2013-14 7 Departmental overview Vision
A respected and valued Agency that leads an accountable, professional and collaborative public service. Purpose
The Department supports the Premier and Cabinet in achieving the Government’s vision of Tasmania. We do this by providing strategic policy advice; leading whole-of-government initiatives; and supporting the machinery of government. Values
Professional We aim for excellence and act with integrity and impartiality. Accountable We are focussed on achievement, open to questioning and responsible for our actions. Collaborative We respect and value the expertise of others and seek to work in partnership. Forward looking We plan so we can be responsive to future needs. Connected to the community We seek to understand and engage with the community and communities of interest. Supportive We seek to provide a family-friendly and flexible workplace that fosters mutual respect and open communication. Goals
- Goal 1 – To lead the development of policy advice, direction and whole-of-government coordination - Goal 2 – To provide comprehensive, timely and accurate services that support the machinery of government - Goal 3 – To deliver ICT services that enhance whole-of-government capability - Goal 4 – To have efficient and effective processes that underpin a supportive and challenging workplace.
8 Department of Premier and Cabinet - Annual Report 2013-14 Financial and human resource summary Financial summary
In 2013-14, the Outputs of the Department of Premier and Cabinet and Ministerial and Parliamentary Support expended on an accrual basis the following:
Department of Premier and Cabinet
Output groups 1. Support for executive decision-making $11,694,000 2. Government processes and services $12,556,000 3. Electronic services for Government agencies and the community $44,080,000 4. State Service management $3,976,000 6. Community development $7,323,000 7. Development of local government, security & emergency management $6,966,000 Other items Capital Investment Program $250,000 Infrastructure Fund 0 Administered - Tasmanian Community Fund $6,079,000 Sub-total $92,924,000 Ministerial and Parliamentary Support
Ministerial and Parliamentary Support $20,947,000
Total $113,871,000
Department of Premier and Cabinet - Annual Report 2013-14 9 People summary
The number of full time equivalents employed in DPAC and Ministerial and Parliamentary Support offices, as at 30 June 2014 is shown in the graph below. Figure 1: DPAC and Ministerial and Parliamentary Support FTE staff
311.5 350 300 250 130.4 200 150 100 50 0 DPAC MPS
10 Department of Premier and Cabinet - Annual Report 2013-14 Governance Ministers
As at 30 June 2014, the Department of Premier and Cabinet reports to: Premier and Minister for Aboriginal Affairs, Will Hodgman MP Minister for Planning and Local Government, Peter Gutwein MP Minister for Environment, Parks and Heritage, Matthew Groom MP Minister for Information Technology and Innovation, Michael Ferguson MP Minister for Women, Jacquie Petrusma MP In addition the Minister for Education and Training is responsible for the Tasmanian Early Years Foundation. The Department supports the Parliamentary Secretary to the Premier, Guy Barnett MP. It also provides direct support to all other members of Government. The Department
The Department’s current organisation structure is shown on page 14. The Department is led by the Executive Group, comprising the Secretary, Deputy Secretaries and Directors, Executive Division and State Service Management Office. The DPAC Leadership Group (DLG) is chaired by the Secretary and is attended by the directors and managers of each division and business unit. DLG meetings are held each month, and provide an opportunity to communicate and review Agency issues, policies and procedures. The Department holds monies in a trustee capacity on behalf of the Tasmanian Community Fund. In 2012-13, Output Group 7 was renamed Local government, security and emergency management and combined the functions of the Local Government Division and the Office of Security and Emergency Management. In 2013-14, Output Group 7 was split based on Ministerial responsibilities for the functions. Output 7.1 Local government represents the functions of the Local Government Division and Output 7.2 represents the functions of the Office of Security and Emergency Management. From January 2012 until June 2014, Output 7.2 also reflected the allocation for the Bushfire Recovery Unit's (BRU) functions. The number of Outputs within Output Group 6 Community development increased to align with Ministerial responsibilities. Two new Outputs were created, Output 6.2 Office of Aboriginal Affairs and Output 6.3 Office of Veterans' Affairs. Related trusts and boards
Matters pertaining to the Local Government Board are reported by the Local Government Division under Output 7.1. Various sections within this Report covering financial or human resources include information from Ministerial and Parliamentary offices. Unless noted otherwise, all other information pertains only to the Department of Premier and Cabinet. The Tasmanian Community Fund submits its Annual Report to Parliament through the Premier in accordance with Section 11 of the Tasmanian Community Fund Act 2005. In 2013 the Ponting Foundation incorporated the work of the Jim Bacon Foundation into its ongoing activities. The Jim Bacon Foundation was wound up following an approach to the Tasmanian Government by the former Premier Jim Bacon’s widow, Mrs. Honey Bacon and in close consultation with those involved in the Foundation. The Jim Bacon Foundation (Wind-up) Act 2013 received royal assent on 24 July 2013. The
Department of Premier and Cabinet - Annual Report 2013-14 11 remaining funds in the Jim Bacon Foundation were transferred to the Ponting Foundation in August 2013 for the purpose of continuing to support Tasmanian cancer sufferers and their families. Supporting local business
DPAC ensures that Tasmanian businesses are given every opportunity to compete for Agency business, and supports Tasmanian businesses whenever they offer best value for money for the Government under the Buy Local Policy. The tables on page 155 summarise the level of participation by local businesses for contracts, tenders and/or quotations with a value of $50,000 or over.
12 Department of Premier and Cabinet - Annual Report 2013-14 Current Output Group structure as at 30 June 2014
Output Group/Output Responsible Minister
1. Support for executive decision-making 1.1 Strategic policy and advice Will Hodgman MP, Premier 1.2 Climate Change Matthew Groom MP, Minister for Environment, Parks and Heritage 1.3 Social Inclusion Unit Will Hodgman MP, Premier 2. Government processes and services 2.1 Management of Executive Government processes Will Hodgman MP, Premier 2.2 Principal and subordinate legislation Will Hodgman MP, Premier 2.3 Tasmanian Government courier Will Hodgman MP, Premier 2.4 Corporate support to Ministerial and Parliamentary Will Hodgman MP, Premier offices and Office of the Governor 3. Electronic services for Government agencies and the community 3.1 Information and communications technology (ICT) Michael Ferguson MP, Minister for policy development and implementation Information Technology and Innovation 3.2 Management and ongoing development of Will Hodgman MP, Premier Service Tasmania 3.3 Delivery of information and communications Michael Ferguson MP, Minister for technology services Information Technology and Innovation 4. State Service management 4.1 State Service employment and management Will Hodgman MP, Premier 5. No Output 6. Community Development Division 6.1 Community development – policy advice and ongoing Will Hodgman MP, Premier community development Jacquie Petrusma MP, Minister for Women 6.2 Office of Aboriginal Affairs Will Hodgman MP, Minister for Aboriginal Affairs 6.3 Office of Veterans’ Affairs Will Hodgman MP, Premier 7. Development of local government 7.1 Local government Peter Gutwein MP, Minister for Planning and Local Government
7.2 Office of security and emergency management Will Hodgman MP, Premier
Department of Premier and Cabinet - Annual Report 2013-14 13 Organisation chart
Deputy Secretary Deputy Secretary Deputy Secretary Tim Bullard (Acting) Rebekah Burton Michael Stevens
Office of Parliamentary State Service Executive Division Counsel Management Office Phil Foulston Peter Conway Frank Ogle
Policy Division Service Tasmania John McCormick Unit Mel Gray (Acting) Kathy Baker
Office of Climate Change Office eGovernment Wendy Spencer Mitchell Knevett
Social Inclusion Unit Stats Matter Ann Herbert (Acting) Office of Security and Emergency Management Simon Roberts (Acting)
Community Development Division Nick Evans
Local Government Division Phil Hoysted
Local Government Board
14 Department of Premier and Cabinet - Annual Report 2013-14 Output Group 1 Support for executive decision-making
The objective of Output Group 1 is to provide services to assist the Premier and Cabinet to make informed decisions and progress high-priority whole-of-government initiatives. This Output Group is delivered through the Policy Division, the Tasmanian Climate Change Office and the Social Inclusion Unit. This group’s Outputs are: - 1.1 Strategic policy and advice - 1.2 Climate change - 1.3 Social inclusion
Department of Premier and Cabinet - Annual Report 2013-14 15 Output 1.1 Strategic policy and advice Overview
This Output assists the Government to achieve its vision for Tasmania by providing high-quality policy services to the Premier and Cabinet. DPAC’s Policy Division leads and supports the development and implementation of whole-of-government processes and policies. It also manages and co-ordinates intergovernmental relations, including Tasmania's response to: the agendas of the Council of Australian Governments (COAG) and the Council for the Australian Federation; Australian Government Parliamentary Committee inquiries; and international treaties. Key activities
The key activities that are delivered under Output 1.1 include: providing high-quality policy services and support to the Premier and Cabinet; leading and supporting the development and implementation of whole-of-government processes and policies; managing and coordinating intergovernmental relations; managing and resolving urgent and immediate priority issues for the Premier; working collaboratively with agencies to understand, deliver, monitor and report on the Premier’s and the Government’s priorities; providing a strategically focussed, inclusive and productive working environment; and supporting Departmental priorities. Summary of the year’s performance
During 2013-14, the Policy Division led on, or contributed to streams of work across a broad spectrum of policy areas, including coordinating initiatives to support Tasmania’s engagement with Asia; forestry; coastal protection and planning; education and skills; health and human services; deregulation; collaboration and collaborative service delivery; infrastructure and the partnership between the University of Tasmania and the Tasmanian Government. The Division played a significant role in supporting the transition to the 48th Government by coordinating whole-of-government briefings for the incoming Premier and working with agencies to implement The first 100 days of the majority Liberal Government Plan. The Division also led on intergovernmental policy issues and completed its departmental priorities within specified timeframes.
16 Department of Premier and Cabinet - Annual Report 2013-14 Major achievements Policy advice
During 2013-14 the Policy Division provided advice on 71 Cabinet Minutes and Draft Cabinet Minutes. Transition to the 48th Tasmanian Government
The Policy Division supported the transition to the 48th Government by coordinating whole-of-government briefings on critical issues and election commitments for the incoming Government and supporting the incoming Premier. This included preparing strategic government issues briefings for the Premier, working with agencies to implement The first 100 days of the majority Liberal Government Plan, and monitoring progress of the implementation. Tasmania in the Asian Century
The Policy Division developed and coordinated a number of initiatives to support Tasmania’s engagement with Asia, including establishing the Asia Institute Tasmania in collaboration with the University of Tasmania. Coastal protection and planning
The Policy Division progressed the Coastal Protection and Planning Framework, including completion of the Tasmanian Coastal Policy Statement and drafting a high level Action Plan. The Action Plan identifies initiatives required to give effect to the Policy Statement and address identified policy gaps, for example coastal hazards risk management. Forestry
The Policy Division worked with the Department of Primary Industries, Parks, Water and Environment (DPIPWE) and the Department of Infrastructure, Energy and Resources (DIER) to support implementation of the Tasmanian Forestry Agreement and develop the Forestry (Rebuilding the Forest Industry) Bill 2014. University of Tasmania and Tasmanian Government Partnership Agreement
The Policy Division supported the Partnership Management Group and associated working groups under the University of Tasmania and Tasmanian Government Partnership Agreement. A key output of this work was developing a pilot project to increase educational attainment and retention in the Huon Valley. This project, entitled ‘Bigger Things,’ is a collaborative effort involving the University and the Department of Education (DOE) and will run for five years. Intergovernmental relations
The Policy Division coordinated Tasmania’s position and provided briefings for the Premier and Secretary of DPAC for two COAG meetings, three Council for the Australian Federation meetings, and nine Senior Officials Meetings and associated Deputy Senior Officials Meetings. The Division led and coordinated performance reporting to the COAG Reform Council on National Agreements and National Partnerships arising from the Intergovernmental Agreement for Federal Financial Relations and the COAG Reform Agenda. It also coordinated Tasmania’s input into the Productivity Commission’s annual Report on Government Services.
Department of Premier and Cabinet - Annual Report 2013-14 17 The Division represented Tasmania in a range of national forums that met to discuss matters of national importance, including deregulation, infrastructure, environmental approvals, federalism and tax reform. The Division considered 128 requests for input into inquiries of the Tasmanian and Australian Parliaments and coordinated a number of whole-of-government submissions. The Division also considered 77 requests for advice on Australia’s international agreements and treaties, 33 of which required substantive responses. Collaboration across Government
The Policy Division continued to lead promotion, implementation and evaluation of the Tasmanian Government approach to collaboration across agencies and to embed the principles of collaboration into service delivery arrangements. DPAC Strategic Plan 2013-16
PRIORITY 1.1 Transitioning from the 47th to the 48th Government Prepare briefing papers for incoming Government By Feb 2014 Coordinate whole-of-government briefings for incoming Premier By May 2014 PRIORITY 1.2 Implementing the Asian Century White Paper and establishing the Asia Institute Tasmania Establish the Asia Institute Tasmania By Jun 2014 Progress report to Cabinet By Dec 2013 Monitor and report on the implementation of White Paper pathways By Jun 2014 across Government PRIORITY 1.3 Developing a Tasmanian coastal policy and planning framework Prepare and finalise Framework By Dec 2013 Key Completed On track within timeframe Behind schedule – minor issues Behind schedule – major issues
Measuring performance
Unit of 2011-12 2012-13 2013-14 2014-15 Measure Performance Measure Actual Actual Actual Target
Number of Cabinet advisories that are submitted to the Cabinet Office on time % 92 85 88 90
Selected policy outputs must meet the minimum benchmark as measured against agreed quality % 87 83 92 93 standards
Satisfaction of key clients with delivery of policy % N/A N/A 87 88
18 Department of Premier and Cabinet - Annual Report 2013-14 Unit of 2011-12 2012-13 2013-14 2014-15 Measure Performance Measure Actual Actual Actual Target services as measured by survey1
Note: 1. New performance measure for 2013-14.
Department of Premier and Cabinet - Annual Report 2013-14 19 Output 1.2 Climate change Overview
This Output facilitates the activities of the Tasmanian Climate Change Office (TCCO), including the Climate Change Adaptation Unit. TCCO coordinates the development and implementation of government policy and initiatives relating to the reduction of Tasmania's greenhouse gas emissions and adaptation to the impacts of climate change. This Output includes provision of support for the Tasmanian Climate Action Council. Key activities
The key activities that are delivered under Output 1.2 include: providing strategic leadership on reducing greenhouse gas emissions and adapting to the impacts of climate change using an evidence-based approach to policy making; acting to reduce the Tasmanian Government’s greenhouse gas emissions; building relationships across government to provide a coordinated approach to emissions reduction and adaptation efforts in priority sectors; and assisting the Tasmanian community to make a successful transition to a low carbon future. Summary of the year’s performance
TCCO has continued work across government, business and the community to set strategic priorities on climate change. A strong evidence base has supported TCCO’s policy development process. As in previous years, TCCO monitored and reported on greenhouse gas emissions for the State and for the Tasmanian public sector. This year TCCO also commissioned modelling to assess the effectiveness of a range of proposed climate change actions. TCCO has consulted extensively with stakeholders to identify actions that reduce Tasmania’s greenhouse gas emissions and assist our communities to adapt to the impacts of climate change. This policy development work culminated in the release of Climate Smart Tasmania: A 2020 Climate Change Strategy on 26 November 2013. The strategy reflects the previous government’s commitment to climate change. TCCO continues to work with other agencies and external stakeholders to coordinate and implement actions in response to climate change. Major achievements Tasmania’s emissions and reporting on our emissions reduction target
In June 2014 TCCO released a report on the State’s emissions titled Tasmanian Greenhouse Gas Accounts: State Greenhouse Gas Inventory 2011-12. Tasmania has a legislated emissions reduction target of 60 per cent by 2050 based on 1990 levels. The latest data shows that in 2011-12 Tasmania generated a total of 7.0 million tonnes of carbon dioxide equivalent emissions. This represents a decline in emissions of 7.9 per cent from the previous year, and approximately 37.7 per cent from 1989-90 levels. Since 1989-90 Tasmania is generating fewer emissions per dollar of Gross State Product. Tasmania’s emissions per $ million Gross State Product has declined from 727.6 tonnes in 1989-90 to 288.1 tonnes
20 Department of Premier and Cabinet - Annual Report 2013-14 in 2011-12. This is two and a half times less emissions (a reduction of 250 per cent) for each $ million Gross State Product generated. Building community capacity
Through its grants programs, presentations and engagement activities, TCCO has continued to build the capacity of the Tasmanian community to reduce emissions and adapt to the changing climate. Under the ClimateConnect 2013-14 grants program, four projects were funded to assist Tasmanian communities adapt to the impacts of climate change. These projects will help with the management of climate change risks, including bushfire hazards and the repair of affected landscapes. Five projects were awarded funding under the Earn Your Stars 2013-14 grants program. All projects work towards providing people with the resources, skills or knowledge they need to reduce their carbon footprint, while building community resilience and working together to achieve outcomes. TCCO facilitated presentations and public lectures on climate change, conducted extensive stakeholder and community consultation roundtables and supported a wide range of events throughout the State. In 2013-14, TCCO supported 15 public events, attracting almost 1,000 attendees. Reducing public sector emissions
Government agencies monitored and reported their greenhouse gas emissions under the sixth year of TCCO’s Greenhouse Gas Emissions Inventory Project for the Tasmanian Government. In 2011-12, the Tasmanian Government achieved a significant reduction in its emissions of 12 per cent from the previous year. The latest data for the 2012-13 year shows the Tasmanian Government has successfully maintained these emissions reductions. Agencies are currently finalising their data for 2013-14. Improving Tasmania’s energy efficiency
The Power Savings for Tenants Program finished its monitoring and evaluation phase. The program delivered energy efficiency assessments and upgrades to 814 low-income, private rental households across the State. Participating households reported an average yearly saving of $190 on their electricity bills. They also reported feeling warmer, more comfortable and healthier in their homes. Coastal adaptation initiatives
TCCO’s Climate Change Adaptation Unit has continued to work closely with coastal councils to improve their decision-making capacity to respond to coastal climate change impacts. With funding from the Australian Government’s Natural Disaster Resilience Program, the Tasmanian Coastal Adaptation Decision Pathways Project (TCAP) was extended to three more local communities and councils: Turners Beach and Central Coast Council; Somerset and Waratah-Wynyard Council; and Kelso and West Tamar Council. In partnership with the Department of Primary Industries, Parks, Water and Environment (DPIPWE), TCCO coordinated procurement of additional Light Detection and Ranging (LiDAR) data for a number of vulnerable coastal settlements around the State. This will enable additional coastal inundation mapping to be developed to inform coastal adaptation responses for these communities. Preparing Tasmanians for climate change
Together with the Southern Tasmanian Councils Authority, TCCO assisted councils in Tasmania’s North and North-West to plan and manage climate change risks on their infrastructure, assets and services. At the completion of this project, all councils and regions in Tasmania will have developed corporate and regional adaptation plans.
Department of Premier and Cabinet - Annual Report 2013-14 21 ClimateAsyst is a climate change analysis, risk assessment and communication tool that helps users to manage built assets and infrastructure in a changing climate. TCCO partnered with private consulting firm pitt&sherry to develop a publicly available, web-based version of the tool, which was previously only available on a subscription basis. Users include the Tasmanian Government, local government, emergency services and the general public. Publication of Climate Smart Tasmania: A 2020 Climate Change Strategy
Following extensive consultation across government, business and the community, TCCO finalised Climate Smart Tasmania: A 2020 Climate Change Strategy (the Strategy). The Strategy was published on 26 November 2013. It includes 83 emissions reduction and adaptation actions across nine priority areas and identifies a policy goal to reduce emissions by 35 per cent below 1990 levels by 2020. Tasmanian Climate Action Council
TCCO continued to provide secretariat support to the Tasmanian Climate Action Council (the Council). The Council’s key advice to Government in 2013-14 included submissions in response to the Low Carbon Tasmania Issues Paper, the Tasmanian Bushfires Inquiry, the draft Tasmanian Coastal Policy Statement, and the Macquarie Point Development Corporation’s consultation process. The Council also provided advice to the incoming Government on priority climate change issues including renewable energy, energy savings for economic benefit and climate ready agriculture. In keeping with the Tasmanian Government’s commitment to cut the number of boards and committees, TCCO led the drafting of amendments to the Climate Change (State Action) Act 2008 to disband the Tasmanian Climate Action Council. The Climate Change (State Action) Amendment Bill 2014 was passed through the House of Assembly on 24 June 2014.
22 Department of Premier and Cabinet - Annual Report 2013-14 DPAC Strategic Plan 2013-16
PRIORITY 1.4 Developing and implementing the new State Climate Strategy Draft Climate Smart Tasmania: A 2020 Climate Change Strategy Sep 2013 2020 Climate Change Strategy finalised Dec 2013 Develop implementation plan Apr 2014 PRIORITY 1.5 Setting up coastal, regional and sector based climate change adaptation initiatives
Establish project reference groups (coastal, regional and sector) Oct 2013 and initiatives commenced1 Complete coastal, regional and sector based adaptation Jun 2015 initiatives Key Completed On track within timeframe Behind schedule – minor issues Behind schedule – major issues
Measuring performance
Unit of 2011-12 2012-13 2013-14 2014-15 Measure Performance Measure Actual Actual Actual Target
Percentage of components of Tasmania’s Action Plan to Reduce Emissions (2011) delivered on % 95 95 100 N/A time1
Percentage of strategic policy initiatives completed on time % 95 95 95 95
Selected policy outputs must meet the minimum benchmark as measured against agreed quality % 95 77 92 93 standards
Satisfaction of key clients with delivery of policy services as measured by survey2 % N/A N/A 100 100
Notes: 1. This measure has been phased out due to a change of policy focus. 2. New performance measure for 2013-14.
1 The project is undergoing further development to ensure that it aligns with the new Government’s priorities
Department of Premier and Cabinet - Annual Report 2013-14 23 Output 1.3 Social inclusion Overview
This Output provides high quality policy services to the Premier and Cabinet on complex social issues including cost of living and food security. It also provides data analysis and facilitates cross-agency cooperation and community engagement on matters of social policy. It provides direct funding to the community to address disadvantage and build individual resilience and community capacity. Key activities
The key activities delivered under Output 1.3 include: quality policy advice and support to the Premier and Cabinet; research and data analysis to inform development of evidence-based policy including consultation on key factors that affect social inclusion, cost of living and food security; inter-agency collaboration and engagement about the delivery of programs and services impacting on social inclusion, cost of living and food security; and administration of programs that provide funding to the community sector. Summary of the year’s performance
The Social Inclusion Unit worked in partnership with the University of Tasmania to update cost of living data and supervised a project on the value of volunteering to the Tasmanian community. In addition to this policy work, the Unit provided more than $3 million in funding to the community for a range of programs including emergency relief and emergency food relief; household energy efficiency and appliance subsidy; transport for employment and training; and Supporting Tasmanian Volunteers and Family Assistance Programs. Major achievements Cost of living data update
The Unit worked with the Tasmanian School of Business and Economics at the University of Tasmania to update the cost of living dataset to maintain the Government’s capability to analyse cost of living impacts on Tasmanian households. The update included modelling household types by local government area to show the areas and households most vulnerable to cost of living pressures. The Value of Volunteering Project
The Unit worked with Volunteering Tasmania and MMC Link to research and analyse the economic and social value of volunteering in Tasmania. The findings of the work will inform the 2014 State of Volunteering Report. During 2013-14 the Department established a collaborative arrangement with Volunteering Tasmania to second a policy analyst from DPAC to assist the development of the Value of Volunteering Project work and the 2014 State of Volunteering Report. Wheels for Work and Training Grants Program
This program funds, delivers and enables projects to overcome transport barriers and enable Tasmanians to participate in employment, education and training opportunities. The program is
24 Department of Premier and Cabinet - Annual Report 2013-14 delivering transport-to-work services for job-seekers from rural communities in Northern Tasmania; driver mentoring and car-pooling for newly settled migrants in Northern Tasmania; and trials for integrated bus and community transport services on the North-West coast. The program also enabled the continued provision of a Disability Accessible Vehicle for driver training and driver rehabilitation training in Southern Tasmania.
DPAC Strategic Plan 2013-16
PRIORITY 1.6 Implementation of new cost of living initiatives Implement and evaluate cost of living programs that increase the By Jun 2014 capability of individuals, families and communities to manage their living costs Key Completed On track within timeframe Behind schedule – minor issues Behind schedule – major issues
Measuring performance
Unit of 2011-12 2012-13 2013-14 2014-15 Measure Performance Measure Actual Actual Actual Target
Selected policy outputs must meet the minimum benchmark as measured against agreed quality % 95 N/A 93 N/A standards1
Satisfaction of key clients with delivery of policy services as measured by survey2 % N/A N/A 84 N/A
Notes: 1. No new target required as Output 1.3 has been incorporated into Output 1.1 from 2014-15 onwards. 2. New performance measure for 2013-14.
Department of Premier and Cabinet - Annual Report 2013-14 25 Output Group 2 Government processes and services
Output Group 2 supports government processes and services. It includes four outputs: 2.1 Management of Executive Government processes 2.2 Principal and subordinate legislation 2.3 Tasmanian Government courier 2.4 Corporate support to Ministerial and Parliamentary offices and the Office of the Governor
26 Department of Premier and Cabinet - Annual Report 2013-14 Output 2.1 Management of Executive Government processes Overview
This Output provides administrative support for Executive Government bodies such as Cabinet and the Executive Council, management of machinery of government matters, co-ordination of State protocol, management of communications policy and advice, and other Executive Government processes. The Output is provided by the Executive Division which comprises the Office of the Secretary, Cabinet Office, Executive Council Secretariat, State Protocol Office, Portfolio Services Unit and the Communications and Marketing Unit. Key activities
The key activities delivered under Output 2.1 include: preparation, scrutiny and processing of documents including support for Executive Government bodies such as Cabinet and the Executive Council; advice to Ministers and departments on machinery of government procedures and administration (including whole-of-government communications) policy; management of official visits, State receptions and functions, coordination of the honours and award nomination processes; management of critical or highly sensitive administration issues; communications and marketing support to all departmental offices; planning for the management of public information in emergencies, including operation of the TasALERT website and social media channels; and coordination of the Government show exhibit and Australia Day program. Summary of the year’s performance
The Executive Division provided services that support the machinery of government processes including 23 meetings of the Executive Council, 41 meetings of Cabinet, 13 Official visits and 6 Official Functions. Prior to the 2014 general election, administrative portfolio service support was provided to the Premier, six Ministerial portfolios and one Parliamentary Secretary1. Following the 2014 general election, administrative portfolio service support was provided to the Premier, five Ministerial portfolios and one Parliamentary Secretary.2 Significant events during the year included planning for and launching the TasALERT website and social media channels in December 2013; the inaugural Australia Day address by Race Discrimination Commissioner Dr Tim Soutphommasane titled ‘Who’s afraid of pride and patriotism?’; preparation for and provision of advice prior to and during the caretaker period; and implementation of significant machinery of government changes following the 2014 State election.
1 Premier, six Ministerial portfolios (Minister for Aboriginal Affairs, Minister for Children, Minister for Climate Change, Minister for Community Development, Minister for Local Government and Minister for Veterans’ Affairs) and one Parliamentary Secretary (Parliamentary Secretary for Cost of Living). 2 Premier, five Ministerial portfolios (Minister for Aboriginal Affairs, Minister for Environment, Parks and Heritage; Minister for Information Technology and Innovation; Minister for Planning and Local Government; Minister for Women) and one Parliamentary Secretary (Parliamentary Secretary to the Premier). The Tasmanian Early Years Foundation is responsible to the Minister for Education and Training.
Department of Premier and Cabinet - Annual Report 2013-14 27 Major achievements Cabinet
The Cabinet Office provided support for a total of 41 meetings. In addition, 383 submissions were processed and 385 decisions recorded. Two meetings were conducted in Launceston, and one each in Burnie, Devonport and Smithton. The Office processed three Questions on Notice for the House of Assembly and 18 for the Legislative Council. It also processed 19 requests for Government responses to Petitions tabled in the House of Assembly, and six for Petitions tabled in the Legislative Council.
Cabinet considered 69 Explanatory Notes concerning future Executive Council business. The Cabinet Office also completed the preparation for transfer of Cabinet documents from the previous Labor Government to the Tasmanian Archive and Heritage Office. Executive Council
The Executive Council met this year on 23 occasions, dealing with 247 matters. During the year the Executive Council Secretariat undertook administrative action for the following events: 1. The Lieutenant-Governor, Hon Alan Blow OAM, assumed the Vice-Regal Office on three occasions; 2. Administrators, Hon Shan Tennent and Hon David Porter, assumed the Vice-Regal Office on one occasion each and the Hon Helen Wood was appointed Deputy Administrator on one occasion; 3. Ministerial changes on 17 January 2014; 4. Recall of Parliament on 28 January 2014; 5. Prorogation and Dissolution of Parliament prior to the 2014 State Election; 6. Appointment of Ministers in the new Government on 31 March 2014; and 7. Opening of the new Parliament on 6 May 2014.
Official visits
The State hosted 13 visits. The visits in chronological order were: His Excellency, Mr Luis Quesada, Ambassador of Peru. Her Excellency, Mrs Belen Anota, Ambassador of the Philippines accompanied by Ms Nina Cainglet, First Secretary and Consul; Mr Emmanuel Ang, Special Trade Representative and Ms Consuelo Jones, Philippine Tourism Attaché. Her Excellency, Mrs Annemieke Ruigrok, Ambassador of the Kingdom of the Netherlands accompanied by her husband Mr Edward Peet and Mr Peter Sypkes, Honorary Consul. Mr Song Yumin, Consul-General of China accompanied by Mr Wang Zhanjie and Consul, Mr Zhang Xiaotao. His Excellency, Mr Marcel Stutz, Ambassador of Switzerland accompanied by his wife Mrs Esther Stutz Stamm and Professor Margaret Otlowski, Honorary Consul.
28 Department of Premier and Cabinet - Annual Report 2013-14 His Excellency, Mr Reha Keskintepe, Ambassador of Turkey accompanied by his wife Mrs Martina Keskintepe. His Excellency Mr John Berry, Ambassador of the United States of America accompanied by Mr C.G. Warlick, Embassy Officer. His Excellency, Mr Bonghyun Kim, Ambassador of the Republic of Korea accompanied by his wife Mrs Jungsoon Kim; Mr Jae-Cheol Han, Second Secretary; Miss Jee Youn Park, Third Secretary and Mr Damon Thomas, Honorary Consul. His Excellency, Mr Ma Zhaoxu, Ambassador of the People’s Republic of China accompanied by Mr Li Ming, Counsellor, Chinese Embassy; Mr Li Jian, Ambassador's Assistant; Mr Yumin Song, Consul-General and Mr Zhang Xiaotao, Consul. Ms Manika Jain, Consul General for India. His Excellency, Dr Damir Kusen, Ambassador of Croatia accompanied by his wife Mrs Loreta Bertosa-Kusen. His Excellency, Mr Sem Fabrizi, Ambassador and Head of Delegation of the European Union accompanied by his wife Mrs Rebecca Fabrizi. His Excellency, Mr Pier Zazo, Ambassador of Italy accompanied by his wife Mrs Svitlana Sharapa; the Consul General for Italy, Mr Marco Cerbo and Mr Luigi Bini, Honorary Consul. Six unofficial visits were also assisted by the State Protocol Office. Official functions
The State Protocol Office organised six functions associated with a variety of events and special occasions. The official functions included: Premier’s afternoon tea to mark the occasion of Seniors Week; Premier’s morning tea for Children’s Week 2013; Long Service Awards receptions held in Hobart, Launceston and Burnie; and a Premier’s reception for volunteers. The State Protocol Office assisted the Commonwealth Government on two occasions during the year: On 3 July 2013, a State Memorial Service was held for the late the Hon. Michael Hodgman AM QC in the Federation Concert Hall in Hobart. The late Mr Hodgman had a political career spanning: a seat in Tasmania’s Legislative Council (1966–1974); a seat representing the Federal electorate of Denison (1975–1987); a return to the House of Assembly in the Tasmanian Parliament representing Denison from 1992–1998 and again from 2001–2010, after which he retired. On 23 April 2014, a State Funeral was held for the late Mr Brian Harradine, a former Tasmanian Senator. Mr Harradine was the longest-serving independent Federal Parliamentarian in Australia’s history (1975–2005). The State Funeral took place at St. Mary’s Cathedral in Hobart.
Portfolio services
The Portfolio Services Unit (PSU) continued to provide professional, comprehensive and timely support services for the machinery of government including the quality assurance of both Ministerial and
Department of Premier and Cabinet - Annual Report 2013-14 29 Departmental material. Due to the change of government in March 2014 PSU ensured it had appropriate processes in place during the caretaker period as well as post-election. PSU continued to implement new ways to use TRIM in its daily work and will continue to work with Corporate Services to further develop TRIM processes and practices. This included assisting with entering Ministerial correspondence. The change of government resulted in a significant review of the ministerial correspondence processes in DPAC and this is ongoing. PSU delivered presentations on processes to various groups and regularly reviewed contact lists to ensure they were up to date. This was particularly important given the change in Ministerial Office staff and Heads of Agencies. PSU prepared folders and documentation for the following legislative packages: Climate Change (State Action) Amendment Bill 2014 (Minister for Environment, Parks and Heritage); Local Government (Miscellaneous Amendments) Bill 2013 (Minister for Local Government); and State Service Amendment (Redeployment) Bill 2013 (Premier). Communications and marketing
The Communications and Marketing Unit retained a strong focus on the delivery of information during emergencies. The TasALERT website and social media accounts were launched in December 2013, providing a single source of authoritative Government information on highly resilient platforms. The TasALERT service provides information from across Government during all hazards – bushfires, storms and floods; public health issues such as pandemics; and biosecurity, terrorist threats and energy emergencies. Outside emergency response periods, it provides general information on disaster preparedness. The Unit formalised arrangements for staff from across Government to form a whole-of-government Public Information Unit (PIU) to deliver information via TasALERT during an emergency. About 30 staff completed training on use of the back-end PIU Portal, social media channels and a social media monitoring tool, and an exercise was conducted to practise new protocols and tools. The Australia Day program continued to expand its reach into Tasmanian communities. The Ambassador Program, which sends inspirational Australians to community Australia Day celebrations, involved 19 local councils and, for the first time, all Ambassadors were Tasmanian. The Premier’s Australia Day Cocktail Party was expanded to include a keynote address by an eminent individual providing their unique perspective on Australia’s identity and the challenges that confront our contemporary society. More than 350 people attended the inaugural address by Race Discrimination Commissioner Dr Tim Soutphommasane titled ‘Who’s afraid of pride and patriotism?’. In addition, more than 120 Tasmanian organisations took part in workplace celebrations as part of Australia Day in the Office. Tasmanian primary school students were also engaged in discussion about national spirit and values through the involvement of more than 70 schools in the Aussie of the Month recognition program. The Tasmanian Government Show Exhibit was coordinated by the Unit and themed around public safety. The interactive and informative exhibit showed more than 19,000 Tasmanians how to plan to protect themselves, while also showcasing what Government agencies do to prevent and respond to safety threats and emergencies. As part of administration of the Tasmanian Government Communications Policy, the Unit delivered a Communications Training Program providing high-quality, affordable and relevant communications based training. More than 135 staff from across Government attended six sessions, with topics including the use of Easy English in publications, developing communications strategies and how Australians want to hear from brands. The Unit also supported agencies in the application of the Guidelines on the Caretaker Conventions and the Operations of Government during the Caretaker period, specifically in relation to use of social media, websites, events, and advertising.
30 Department of Premier and Cabinet - Annual Report 2013-14 Support provided to DPAC units included advice and marketing services for projects such as: Modern Communications – change to government phone numbers Seniors Card Discount and Concessions Guide National Youth Week 2020 Climate Change Strategy Frank MacDonald Memorial Prize Companion Card 2014 general election
The Guidelines on the Caretaker Conventions and the Operations of Government during the Caretaker period were reviewed and refreshed prior to the commencement of the caretaker period. This review focussed in particular on the increasing use of online platforms. Several presentations were delivered to various departments and groups. The Division provided a significant amount of advice and guidance during the caretaker period. The Executive Division was also heavily involved in supporting the transition to the new Government, including: swearing-in new Ministers; induction processes for Ministers, and senior Ministerial Officers; and finalisation of a new Ministerial Code of Conduct. In addition, there were a number of significant machinery of government changes to give effect to the new Government’s policies, including: re-structuring Orders to create of the Department of State Growth; establish Tourism Tasmania as a State Authority; and amalgamate Sport and Recreation Tasmania with DPAC; and an Administrative Arrangements Order to assign various administrative and legislative responsibilities to Ministers and Departments. Review of Indemnity and Legal Assistance Policy
The Policy and Guidelines for the Grant of Indemnities and Legal Assistance to Public Officers of the State of Tasmania was finalised. The Policy establishes a process for grants of indemnity or legal assistance to be made in certain circumstances. The Policy is attached to an Employment Direction (ED) which applies specifically to State Service employees and officers. The ED provides that State Service employees and officers are entitled to an indemnity and/or legal assistance if they are undertaking official duties and have acted in good faith. Review of Governance Arrangements for Statutory Offices
Following a report by Mr Don Challen, in which he recommended the abolition of certain offices on the basis that the functions of most of these offices are very similar to those assigned to heads of Government departments, the Executive Division provided advice to Cabinet. Agencies were tasked with reviewing the statutory offices for which they are responsible. Depending on the category of each office, agencies will seek legal advice about whether it is possible to administratively assign those offices, or their functions, to the relevant Secretary. Further work will take place in 2014-15.
Department of Premier and Cabinet - Annual Report 2013-14 31 Determining the basic salary for Members of Parliament
The Executive Division arranged for the establishment of a Parliamentary Salaries and Allowances Tribunal to review the basic salary and allowances payable to members of the Tasmanian Parliament. Following release of an Issues Paper in October 2013, the Division assisted the former Government to make a submission to the Tribunal. The Tribunal provided the Premier with a copy of its report on 30 May 2014, which was tabled on 3 June 2014. The report makes a number of recommendations. Integrity Commission report
A report from the Integrity Commission (An investigation into allegations of nepotism and conflict of interest by senior health managers) was received by the Premier in early 2014. The Office of the Secretary was involved in responding to the Determination of the Integrity Commission Board regarding the investigation, and advising the Premier as to appropriate actions to take in response to the Board’s findings and observations. These included matters relating to individuals, as well as systemic matters, such as the management of conflicts of interest. Royal succession
All States had previously agreed to request the Parliament of the Commonwealth of Australia to enact legislation to give effect to proposed changes to the law on royal succession in Australia to ensure consistency with changes made to that law in the United Kingdom, so the Sovereign of Australia remains the same person as the Sovereign of the United Kingdom in Australia under section 51 (xxxviii) of the Australian Constitution. The Succession to the Crown (Request) Act 2013 received Royal Assent on 12 September 2013.
DPAC Strategic Plan 2013-16
PRIORITY 2.1 Preparing for the transition from the 47th to the 48th Government Provide advice about future governance arrangements following the review of By Apr 2014 Statutory Offices Implement administration arrangements to support the 48th Government From May 2014 PRIORITY 2.2 Emergency Communication Deliver stage 1 of the TasALERT emergency website By Jan 2014 Key Completed On track within timeframe Behind schedule – minor issues Behind schedule – major issues
32 Department of Premier and Cabinet - Annual Report 2013-14 Measuring performance
Unit of 2011-12 2012-13 2013-14 2014-15 Measure Performance Measure Actual Actual Actual Target
Number of meetings of Cabinet supported Number 46 47 41 46
Number of meetings of Executive Council supported Number 23 23 23 23
Number of official visits to Tasmania managed Number 17 16 13 13
Number of official functions organised Number 10 10 6 8 Comparison Cost of service1 0.8 0.89 0.98 <1.10 to average Average percentage of services delivered to specified quality standards % 95 99 99 >95
Percentage of fixed period projects delivered on time or meeting project timeframes % 83 86 91 >85 Client Client satisfaction Satisfactory Satisfactory Satisfactory Satisfactory feedback
Note: 1. The comparison of quantum of employee costs per service in the year to average of employee costs over the previous six years.
Department of Premier and Cabinet - Annual Report 2013-14 33 Output 2.2 Principal and subordinate legislation Overview
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 is responsible for printing Gazettes and legislation. This Output is provided by the Office of Parliamentary Counsel. Key activities
Key activities delivered under Output 2.2 include: a service to the Government for drafting new legislation and amendments to existing legislation and advice in relation to legislative matters; maintenance of an up-to-date electronic database of Tasmanian legislation; and management of contracts for printing legislation and the Tasmanian Government Gazette. Summary of the year’s performance
During the year 55 Acts were passed and 145 Statutory Rules were notified in the Tasmanian Government Gazette. The Tasmanian Legislation Website was updated in a timely manner. Major achievements Significant legislation assented to and gazetted
Youth Justice (Miscellaneous Amendments) Act 2013 Heavy Vehicle National Law (Tasmania) Act 2013 Residential Tenancy Amendment Act 2013 Forest Management Act 2013 Local Government (Miscellaneous Amendments) Act 2013 Land Use Planning and Approvals Amendment Act 2013 Crime (Confiscation of Profits) Amendment (Unexplained Wealth) Act 2013 Children, Young Persons and Their Families Amendment Act 2013 Registration to Work with Vulnerable People Act 2013 Mental Health (Transitional and Consequential Provisions) Act 2013 Urban Drainage Act 2013 Ambulance Service Amendment Act 2013 Vehicle and Traffic (Vehicle Operations) Notice 2013 Travel Agents Regulations 2013 Vehicle and Traffic (Vehicle Standards) Amendment (Heavy Vehicle) Regulations 2014 Building Regulations 2014
34 Department of Premier and Cabinet - Annual Report 2013-14 Plumbing Regulations 2014 Environmental Management and Pollution Control (Miscellaneous Noise) Regulations 2014 Gas (Safety) Regulations 2014 Gas Pipelines Regulations 2014 Vehicle and Traffic (Vehicle Operations) Regulations 2014 Vehicle and Traffic (Vehicle Standards) Regulations 2014 EnAct system development
EnAct system developments include enhancements to the drafting component to deal with notes and examples that form part of the law.
DPAC Strategic Plan 2013-16
PRIORITY 2.3 Improvements to EnAct
Develop the drafting component to deal with notes and examples that form By Nov 2013 part of the law 1 Introduce RSS feeds for better public access to legislation By Nov 2013 Develop help pages for EnAct By Mar 2014 2 Provide electronic copies of authorised legislation By Mar 2014 Develop future suite of reforms for Enact enhancement By Mar 2014 Key Completed On track within timeframe Behind schedule – minor issues Behind schedule – major issues
Measuring performance
Unit of 2011-12 2012-13 2013-14 2014-15 Measure Performance Measure Actual Actual Actual Target
Number of hits per year on the Tasmanian Number 12 15 18 20 legislation website (EnAct) (million)
1 Technical issues and delayed testing has postponed the delivery of this enhancement of the EnAct system 2 Technical issues and delayed testing has postponed the delivery of this enhancement of the EnAct system
Department of Premier and Cabinet - Annual Report 2013-14 35 Output 2.3 Tasmanian Government courier Overview
This Output includes a courier service providing incoming and outgoing mail facilities to Government and regional offices. Key activities
Services provided by the Tasmanian Government courier include: transportation of all mail and small parcels between Government departmental offices; sorting incoming and outgoing mail; liaison with Australia Post and third-party mail houses; and management of contracts for North and North-West mail delivery. Summary of the year’s performance
The courier service continues to deliver an effective and efficient mail distribution and collection service within the central business districts of Hobart and Launceston as well as facilitating a service to regional centres in the North-West Measuring performance
Unit of 2011-12 2012-13 2013-14 2014-15 Measure Performance Measure Actual Actual Actual Target
Number of regular delivery/collection points1 Number 325 325 358 358
Percentage change of delivery costs2, 3 % N/A N/A 8.6 ≤GOE
Percentage of mail received within Tasmania at % N/A N/A 96 >95 the intended destination with a 24 hour period3
Notes: 1. Frequency of deliveries/collections to some collections points have significantly increased. 2. The percentage change of the cost per delivery/collection point is ≤ indexation of General Operating Expenses (GOE). 3. New performance measure for 2013-14.
36 Department of Premier and Cabinet - Annual Report 2013-14 Output 2.4 Corporate support to Ministerial and Parliamentary offices and the Office of the Governor Overview
This Output facilitates the financial, human resources, information systems, records and asset management services provided to support the Ministerial and Parliamentary offices, and the Office of the Governor. Key activities
Key activities delivered under Output 2.4 include: financial management; human resources management; information systems management; information management; and property and procurement management. Summary of the year’s performance
The Corporate Services Division continued to work in close consultation with the Premier’s Office and Opposition offices to ensure a high level of service was provided before, during and after the State Election. The key activities included: severance of existing MPS employees; recruiting and employing new MPS employees; establishing new Ministerial and Electorate Offices; implementing a Ministerial Transport Service carpooling system; coordinating and preparing incoming briefs for the new Government; revising the Government Members’ Handbook; redeveloping the Premier’s website; and planning for implementing election commitments and Ministerial portfolio changes.
Other major achievements are covered in Corporate Services on page 82.
Department of Premier and Cabinet - Annual Report 2013-14 37 Output Group 3 Electronic services for Government agencies and the community
Output Group 3 provides electronic services for Government agencies and the community. It includes three Outputs: 3.1 Information and communications technology (ICT) policy development and implementation 3.2 Management and ongoing development of Service Tasmania 3.3 Delivery of information and telecommunications technology services
38 Department of Premier and Cabinet - Annual Report 2013-14 Output 3.1 Information and communications technology (ICT) policy development and implementation Overview
This Output provides for the coordination, development and implementation of whole-of-government information systems, telecommunications, information management strategies and policies. This is aimed at improving and modernising the ICT operations and statistical capability of Government in Tasmania. This Output is primarily provided by the Office of eGovernment. Key activities
The key activities delivered under this Output 3.1 include: supporting the ongoing implementation of the Tasmanian Government ICT Strategy and the Stats Matter Strategy; developing standards, guidelines and policies to support the use of ICT and statistics/information; advising and assisting key ICT and statistics/information projects and those major ICT and statistics/information service provision activities across Government; and advising and providing input across Government on the cross-jurisdictional use of ICT and statistics/information. Summary of the year’s performance
The primary focus of the Office of eGovernment for the year was: supporting the ICT Policy Board in its role of advising the Premier on strategic directions for ICT with Government through the implementation of the Tasmanian Government ICT Strategy; and the implementation of the Stats Matter Strategy established to build Government statistical assets and capability. Major achievements Support for the ICT Policy Board
The ICT Policy Board met twice during the year and was supported in addressing a number of significant strategic ICT issues, including: assessment of project business cases and endorsement of the recommendations for funding of selected projects through the ICT Project Fund; consideration of the Strategic Review and Business Case – Data Centres and related IT infrastructure and services document and endorsement of the recommended option of a panel of service providers with no in-house data centre facilities; endorsement of the direction for Networking Tasmania (NT) III for the procurement of the next generation of the Tasmanian Government’s wide area network (WAN) and related services; and
Department of Premier and Cabinet - Annual Report 2013-14 39 reviewing the progress of investment to support criminal justice information management and human resources information management. Stats Matter Strategy
The major actions of the Stats Matter Strategy were progressed through: investigating options for a framework of State Significant Statistical Assets; awareness raising and issues identification associated with Government Open Data; developing a tool to assess current statistical capability levels; and design and development of a web-based statistical toolkit. ICT Project Fund
As assessment methodology was developed for projects seeking funding through the ICT Project Fund. Project business cases seeking first round funding through the ICT Project Fund were assessed. A quality assurance framework was developed for projects funded through the ICT Project Fund. Data centres and managed ICT services
A strategic review and business case, analysing the current situation, including risks and costs, industry trends and the Tasmanian market, was developed to identify and compare options for the provision of data centre and related IT infrastructure services to the Tasmanian Government over the medium term. Networking Tasmania (NT) III
The Office of eGovernment worked with TMD to develop a discussion paper to generate dialogue amongst NT II stakeholders, including customers and potential suppliers, on the future requirements for wide area networking (WAN) and related services. These services will be delivered under the next generation of purchasing agreements to be known as NT III. Other achievements
Additional achievements include: assisting and guiding agencies in the second year of the development and analysis of their Agency ICT Strategic Plan and Agency ICT Management Plan to ensure their agency ICT investment plans support the Tasmanian Government ICT Strategy; completing the second year of data collection and analysis for the ICT Benchmarking Program as a baseline for operational ICT expenditure by Government; supporting the implementation of the Tasmanian Government Information Security Policy; working with the Department of Treasury and Finance to identify opportunities for improved practices associated with procuring ICT products and services; developing a policy for procuring Cloud Services by Government; initiating a review of the Tasmanian Government Project Management Framework; the provision of telecommunications policy advice; participating in the Tasmanian Spatial Information Council, as Chair of the Tasmanian Government Spatial Committee, and associated supporting activities; and providing support and direction for the whole-of-government governance of ICT and statistics/information, including supporting groups such as the Statistical Policy Committee, the Agency ICT Reference Group and the IT Managers Group.
40 Department of Premier and Cabinet - Annual Report 2013-14 DPAC Strategic Plan 2013-16
PRIORITY 1.7 Stats Matter Finalise the Stats Matter Strategy By Dec 2014 Commence initial implementation phase of Stats Matters By Dec 2014
PRIORITY 1.8 ICT Project Fund Establish ICT Project Fund By Dec 2013 Key Completed On track within timeframe Behind schedule – minor issues Behind schedule – major issues
Measuring performance
Unit of 2011-12 2012-13 2013-14 2014-15 Measure Performance Measure Actual Actual Actual Target
Number of unique visits to eGovernment website Number 35,425 38,276 37,987 40,000 Selected ICT policy outputs must meet the minimum benchmark as measured against agreed quality standards 1, 2 % N/A N/A N/A 80
Satisfaction of key clients with delivery of ICT policy services as measured by survey 1 % N/A N/A 82 84 Notes: 1. New performance measure for 2013-14. 2. Insufficient data was obtained in 2013-14 to determine a reasonable measure. The scope of the data collection will be expanded in 2014-15 to include a broader range of ICT policy outputs.
Department of Premier and Cabinet - Annual Report 2013-14 41 Output 3.2 Management and ongoing development of Service Tasmania Overview
This Output develops and coordinates services to be delivered by the lead agencies responsible for Service Tasmania shops, telephone services and Service Tasmania Online, and provides high level support for the Service Tasmania Board. This Output is provided by the Service Tasmania Unit. Key activities
Key activities delivered under Output 3.2 include: Providing the Tasmanian community with convenient one-stop access to Government services through Service Tasmania shops, over the telephone and via the internet. The types of services available from Service Tasmania are: paying Government bills; purchasing Government products; finding Government information; applying for Government licences, permits, grants and assistance; making bookings and appointments; notifying changes in circumstance (e.g. change of address); providing feedback and comments; and seeking help from Government. Managing the provision of consistent, high-quality customer service; identifying and implementing new service delivery opportunities; undertaking marketing activities; and ensuring appropriate budgetary control. Working closely with Tasmanian Government agencies to identify and develop new services, and forming partnerships with Australian and local government organisations to deliver services. Summary of the year’s performance
Service Tasmania delivered a range of services to the Tasmanian community on behalf of Tasmanian, Australian and local government agencies. Services were delivered over-the-counter (through 27 Service Tasmania shops); over-the-phone (through the Integrated Tasmanian Government Contact Centre and electronic bill payment facilities); and via the internet (through Service Tasmania Online). During 2013-14, customers were able to access 599 services in Service Tasmania shops. More than 1.6 million transactions were completed over-the-counter during 2013-14 (906,289 of these were financial transactions) with $181,577,891 in government revenue collected.
42 Department of Premier and Cabinet - Annual Report 2013-14 Electronic bill payments decreased in 2013-14 with the withdrawal of two services by the Clarence City Council who elected to have services delivered by an alternative provider. Customers can pay 38 different types of bills over-the-phone or online and 308,779 Tasmanian and local government payments were made electronically during 2013-14. The total government revenue collected through the telephone and online payment services was $100,965,807. Customer satisfaction with Service Tasmania remains high with 91.6 per cent of survey respondents indicating they were satisfied or very satisfied with Service Tasmania. Major achievements Customer Satisfaction Survey
Service Tasmania regularly carries out surveys to measure customer satisfaction, and to provide information on customer preferences for accessing government services. The most recent survey of 1 445 customers in December 2013 found: 93.5 per cent of over-the-counter customers reported being satisfied or very satisfied with their service; 93.4 per cent of the Service Tasmania Online customers were satisfied or very satisfied with their service; 87.7 per cent of phone users were satisfied or very satisfied with their phone service; 94.4 per cent of all shop and phone customers surveyed agreed that they had been treated fairly (online respondents were not asked this question); and 84.4 per cent considered that staff had gone the ‘extra mile’ to make sure they got what they needed; 96.8 per cent of all customers surveyed felt that Service Tasmania had met or exceeded their expectations; and the overall satisfaction with Service Tasmania remained high at 91.6 per cent. Integrated Tasmanian Government Contact Centre project
The Integrated Tasmanian Government Contact Centre (ITGCC) project formally commenced on 1 July 2013 and aims to improve customer service, making it easier for Tasmanians to conduct their business with Government over the phone. The foundation of the ITGCC was laid when the Government Contact Centre (GCC) transferred from DPAC to DPIPWE on 10 April 2014, to allow the integration of the phone channel with the Service Tasmania shop network. This was a seamless transition with no disruption to service delivery and included the physical transfer of the Launceston team into the Launceston Service Tasmania Shop. Service Tasmania Online redevelopment
The new Service Tasmania Online website went live on 25 February 2014, after an eighteen month redevelopment project. Service Tasmania Online now provides customers with a fresh look and feel, an improved search and filtering facility, and a streamlined presentation of results. The new interface also features new scalable technology allowing the site to display correctly on a range of mobile devices.
The resource discovery site allows customers to access a wide range of government services and online bill payments. In 2013-14, the website received 2,201,991 hits.
Department of Premier and Cabinet - Annual Report 2013-14 43 Document Verification Service
Service Tasmania introduced a trial of The Australian Government’s Document Verification Service (DVS) in February 2014. The DVS allows authorised agencies to electronically verify the authenticity of some commonly used Evidence of Identity (EOI) documents, used by customers when applying for benefits or government services, by: verifying that a document was issued by the issuing agency; verifying that the details recorded on the EOI document correspond to the details held by the issuing agency; and verifying the document is still valid. Working with Vulnerable People Service
Service Tasmania has worked with the Department of Justice (DoJ) to introduce a new service, Working with Vulnerable People Checks, for those Tasmanians who work with children or whose volunteer activities include working with children. It is anticipated that approximately 14,000 applications will be processed in the first twelve months. Services will be available through Service Tasmania shops and the Integrated Tasmanian Government Contact Centre (ITGCC) from 1 July 2014. Information for the public about the requirements will be available online or through the ITGCC. Customers will lodge their application online (self-service) with the payment and evidence of identity components of the transaction to be completed in person at a Service Tasmania shop.
Service Tasmania shops and the ITGCC are also: accepting changes to customer details (name, address, employer and contact information); providing information to customers on how to surrender licence cards (and for shops collection of cards); providing information regarding procedures for the replacement of lost or stolen cards; and providing information on the status of licensee cards. Client Update Service
The Client Update Service (CUS) allows Tasmanians to update their contact details with Government. A total of 62,842 notifications were made in 2013-14. During the reporting period a number of new interfaces between agency systems and the CUS went live including interfaces with the LINC Tasmania system, Seniors Card database, Recreational Sea Fishing licence system, and Firearms Services database. Implementation of these interfaces has reduced or removed the requirement for data entry within agencies. An interface has also been developed for the State Revenue Office within Treasury and Finance. This will be launched as part of the new land tax system (Client View).
Planning has also commenced on new interfaces for the Monetary Penalties Enforcement Service for DoJ and Department Health and Human Services (DHHS) interfaces. Personal Information Card System
During the reporting year, 4,082 Personal Information Cards were issued by Service Tasmania. A replacement system is currently being developed, and is due for completion in October 2014. Partnerships
Twenty-seven partnership reviews were completed in 2013-14, including agreements with four local government councils, eight Government Business Enterprises, and eight commercial groups providing
44 Department of Premier and Cabinet - Annual Report 2013-14 services on behalf of agencies. Three other groups (Wellington Park Management Trust, the Integrity Commission, and Community Based Support South) were also reviewed and service delivery arrangements extended.
DPAC Strategic Plan 2013-16
PRIORITY 1.9 Integrated Government Contact Centre Establish the proposed Integrated Government Contact Centre By Jun 2014 environment in Department of Primary Industries, Parks, Water and Environment (DPIPWE) Develop Pilot Program for Integrated Government Contact Centre By Jun 2014 Key Completed On track within timeframe Behind schedule – minor issues Behind schedule – major issues
Measuring performance
Unit of 2011-12 2012-13 2013-14 2014-15 Measure Performance Measure Actual Actual Actual Target
Number of services provided over the counter by Service Tasmania Number 570 574 599 600 Number of bill payment services provided over the phone by Service Tasmania Number 40 40 38 40 Number of bill payment services provided over the internet by Service Tasmania Number 40 40 38 40 Percentage of customers satisfied or very satisfied with their most recent contact with Service Tasmania1 % N/A N/A 92 92 Satisfaction of key clients with delivery of policy services as measured by survey1 % N/A N/A 92 92 Note: 1. New performance measure in 2013-14.
Department of Premier and Cabinet - Annual Report 2013-14 45 Output 3.3 Delivery of information and communications technology services
Overview
This Output facilitates the delivery of information and communications technology services across Government, including wide area networking, internet, whole-of-government directory services, data centre facilities, fixed and mobile telephony, mobile data, IT system hosting and support, email and unified communications, human resource systems and business reporting.
Key activities
The key activities delivered under Output 3.3 include: provision of integrated fixed and mobile telephone services to all agencies, including: supplier contract management voice mail help desk directory services through the Government Directory Service comprehensive billing and reporting information new installations, moves and changes; contract management of the outsourced Networking Tasmania II Agreements, including: quality assurance benchmarking strategic management consultancy; facilities management of departmental computing systems, including shared services; provision of human resources IT services, including payroll, to most departments; applications support for some computer systems; consultancy services including performance monitoring and operations reviews; services and infrastructure to support reduction in physical servers through replacement with virtualisation software; business continuity services; and integration and project management of new installations.
Summary of the year’s performance
TMD’s major focus for 2013-14 was replacing the government’s old telephony solution with new- generation IP-based telephone services. This initiative, called the Modern Communications Program impacts on almost every government employee and business process. Significant outcomes have been achieved in the transition of services, including maintaining support for two fundamentally different technologies across multiple suppliers, and management of the parallel activities associated with the rollout of NBN services which impacts a number of government sites. The Department also worked closely with the Tasmanian Health Organisations to prepare them for this once-in-a-generation technology changeover to occur in the 2014-15 financial year.
46 Department of Premier and Cabinet - Annual Report 2013-14 Major achievements
Service transformation In July 2013, the implementation phase of the Modern Communications Program commenced. More than 7,000 telephony services were transitioned from the existing, redundant copper-based Spectrum services to the new Voice-over-IP solution. Hundreds of unused services have been cancelled resulting in cost savings for the Government. Additionally, negotiated reductions in call costs led to ongoing savings. By the end of the financial year, all departments, except the Departments of Police and Emergency Management and Health and Human Services, were approaching completion with less than 10 per cent of their services left to transition. NT III wide area data communications TMD procures and contract manages the Government’s outsourced, managed, wide area data network services, known as Networking Tasmania (NT) II. Planning for the next-generation of Networking Tasmania, to be known as NT III began in 2013-14. This included stakeholder workshops and early market consultation culminating in release of the NT III Roadmap. TMD engaged an external consultant to provide advice on the feasibility of the Roadmap and highlight key issues for the Government in transitioning from NT II to NT III. In June 2014, a multi-agency Steering Committee was established to oversee the delivery of the Roadmap, through the NT III Procurement and Implementation Project. Data Centre infrastructure During 2013-14, government agencies continued to make more use of commercial infrastructure hosting facilities (data centres) established under the NT II arrangements. Additionally, TMD developed a contract with a commercial supplier for Infrastructure-as-a-Service (IaaS) and to date five agencies have purchased this type of service. As a result of agencies moving to either infrastructure hosting or IaaS, TMD was able to retire the Government’s Salamanca data centre. TMD is on track to retire the Bathurst Street facility by June 2016. Mobile telephony Following new plans negotiated with key supplier Telstra, TMD implemented new mobile data arrangements, delivering significant cost reductions across Government, and further mitigating the risk of excess usage fees. Wi-Fi access as a service Responding to demand, TMD established a cross-government Wi-Fi service contract. Over 3,000 access points have already been implemented, enabling employees from different agencies to work together more efficiently to deliver services to the community.
Department of Premier and Cabinet - Annual Report 2013-14 47 DPAC Strategic Plan 2013-16 PRIORITY 3.1 Service transformation Roll out government-wide modern VoIP solution to replace the By Jun 2015 redundant Spectrum service under the Modern Communications Program1 PRIORITY 3.2 Billing and reporting services Integrate new billing solution which will replace the existing long term By Dec 2013 Network Charging System (NCS) solution to mitigate risks associated with NCS as previously identified2 PRIORITY 3.3 NT III wide area data communications Manage the upcoming expiry of contracts for provision of the By May 2015 Government’s wide area data communication needs by planning, tender management and procurement of new services PRIORITY 3.4 Data Centre infrastructure Transition out of TMD’s data centres to a whole-of-government By Jun 2016 managed platform Key Completed On track within timeframe Behind schedule – minor issues Behind schedule – major issues
1 Although most agencies had almost completed their roll-outs by the end of the year, planning was not well progressed for the Department of Health and Human Services (DHHS) and the Tasmanian Health Organisations (THOs). This was due largely to the complex user base at these organisations, particularly the hospitals, combined with the critical nature of fixed-line telephony in a clinical environment. 2 A technical quality assurance review and a project management review were conducted in February 2014, leading to the application of additional resources by both the supplier and TMD. The revised completion date for the project is November 2014.
48 Department of Premier and Cabinet - Annual Report 2013-14 Measuring performance
Unit of 2011-12 2012-13 2013-14 2014-15 Measure Performance Measure Actual Actual Actual Target
Percentage of calls from the public answered by % 80 80 84 N/A1 the Government Contact Centre within 20 seconds
2 Number of fixed telephone services Number 24,086 27,027 27,905 25,000
Number of mobile telephone and data services Number 11,465 11,541 11,203 11,000
Number of broadband connection services Number 1,038 1,031 1,019 1,000
Number of remote access connection services Number 5,898 5,378 5,658 6,000
Number of calls answered by the Government Number 259,066 238,700 229,389 N/A1 Contact Centre
Take-up of consolidated email services. Total Number 6 8 …. …. number of agencies transitioned to TMD consolidated service3
Total percentage of customer calls resolved % 95 96 95 95 within agreed service level agreements
Notes: 1. From April 2014, the Government Contact Centre operated as part of the Integrated Tasmanian Government Call Centre, managed by the Department of Primary Industries, Parks, Water and Environment. 2. TMD is replacing the current redundant fixed line telephony system with new technology Voice over Internet Protocol (VoIP). The target is expected to reduce as customers take up more contemporary technology solutions. 3. The IT Transformation Project was finalised during the 2012-13 financial year.
Department of Premier and Cabinet - Annual Report 2013-14 49 Output Group 4 State Service management
Output Group 4 supports agencies in managing employment and industrial relations in the State Service. It includes one Output: 4.1 State Service employment and management
50 Department of Premier and Cabinet - Annual Report 2013-14 Output 4.1 State Service employment and management Overview
This Output covers the activities of the State Service Management Office (SSMO) to support the Premier in administering the State Service Act 2000, and to assist the employer and the head of the State Service through the provision of high quality policy around State Service workforce management and development, including: Workforce reform – implementing revised governance arrangements and reforms to achieve a positive and high performing workforce; Workforce management and relations – ensuring the employment framework enhances productivity through employment policy and programs; industrial relations; workplace health, safety and wellbeing; central vacancy management; and Workforce development – facilitating the ongoing development of the workforce to build and enhance its capabilities, through workforce planning, leadership and management programs, and training, education and development delivered and/or managed through The Training Consortium (TTC). The Secretary, DPAC, holds the role of the Head of the State Service and the Director, SSMO, undertakes a range of functions under delegation from the Head of the State Service on a day-to-day basis. SSMO is central to the effectiveness and productivity of the State Service. Key activities
Activities undertaken include the following:
employment policy and programs; industrial relations; workforce planning and workforce development; workplace health, safety and wellbeing; and The Training Consortium (TTC). Summary of the year’s performance
The key activities in 2013-14 were: preparation and tabling of the first Head of the State Service’s Tasmanian State Service Annual Report 2012-13 to the Tasmanian Parliament in October 2013; leading the negotiation for Government on the Public Sector Unions Wages Agreement 2013 (PSUWA 2013); improving management and leadership development by working with the Heads of Agencies Sub- group to implement a Senior Executive Leadership Capability Framework; leading health, safety and wellbeing initiatives to achieve legislative compliance; improving human resources and industrial relations knowledge, skills and practices across government; and
Department of Premier and Cabinet - Annual Report 2013-14 51 conducting workforce surveys. Major achievements
SSMO comprises a number of smaller work units, each with their own work program: The Industrial Relations Unit concluded negotiations for the Public Sector Unions Wages Agreement 2013 and others; Employment Policy and Programs delivered a suite of employment programs, provided employment policy advice, managed the Jobs Website, and commenced a review of Employment Directions following the change of Government. Using Workforce Survey data, the unit prepared the first Tasmanian State Service Annual Report 2012-13 to the Tasmanian Parliament; Workplace Health and Safety (WHS) significantly progressed a program of agency audits; Workforce Development implemented a Senior Executive Leadership Capability Framework for use by State Service agencies and facilitated a number of leadership events; TTC implemented its strategic partnership programs and prepared its first member’s annual report; and The Office was also involved in a number of evaluations and investigations as part of its statutory functions. Tasmanian State Service Annual Report to Parliament
SSMO supports the Premier in his role of Employer and the role of the Secretary, DPAC, as the Head of the State Service. At 31 March 2014, there were 22,434 paid full-time equivalent employees employed under the State Service Act 2000 (excluding casuals). This includes teachers, nurses, and administrative and clerical officers. The first Tasmanian State Service Annual Report to the Tasmanian Parliament in October 2013 addressed the new statutory functions and powers of the employer of State Service employees and officers. The functions and responsibilities of the State Service Commissioner that were in place from 1 July 2012 until 4 February 2013 (except for reviews and audits to avoid duplication) were incorporated into the Annual Report. A Tasmanian State Service Workforce Snapshot was attached to the Annual Report. This captured a range of statistical measures describing the workforce of 27,938 employees (head count) across 18 Government agencies (including Government Departments and State Authorities) that comprised the State Service as at June 2013. Industrial relations
SSMO is responsible for negotiating the content of awards and industrial agreements with public sector unions on behalf of, or in conjunction, with State Service agencies. This includes salaries and conditions of employment. SSMO is also responsible for conducting and managing industrial disputes and reviews lodged by employees before the Tasmanian Industrial Commission, and for providing advice to agencies on all industrial relations matters. During 2013-14 the Office provided advocacy, research and support to agencies on a wide range of significant cases in various tribunals, including the Tasmanian Industrial Commission and the Supreme Court. The majority of State Service industrial instruments were renegotiated to incorporate salary adjustments and changes to conditions of employment with effect from December 2013. Changes included introducing the Personal Leave Accumulation Scheme; strengthening the link between salary progression
52 Department of Premier and Cabinet - Annual Report 2013-14 and performance management; altering the scope and application of Bereavement Leave; revising the criteria for the Purchased Leave Scheme; and a variety of changes to clarify and improve the application of Parental Leave. Employment policy and programs
SSMO facilitates key initiatives to reduce the size and cost of the State Service, including coordinating Central Vacancy Control. This involves active management of the vacancy control process, and approvals for redundancy and workplace renewal incentive program payments. While the former Commissioner’s Directions and Ministerial Directions were replaced by a suite of Employment Directions in early 2013, those Employment Directions (EDs) are being progressively reviewed. New and revised EDs issued in the year included: ED No. 25 - State Service Vacancy Control (December 2013) ED No. 16 - Indemnity and Legal Assistance (February 2014) ED No. 17 - Senior Executive Service and Equivalent Specialist Officers Administrative Arrangements and Conditions of Service (February 2014 and re-issued June 2014) ED No. 19 – Employee Consultation in the Tasmanian State Service (February 2014) ED No. 29 – Managing Employees Absent from the Workplace (February 2014) Practices, Procedures and Standards were also released on Employee Consultation to support ED No 19. The Tasmanian State Service Workforce Survey and the annual Agency Survey were also completed during the year. These survey results for May 2014 will be detailed in the Tasmanian State Service Annual Report to be tabled by the Premier in Parliament by the end of October 2014. The Office undertakes research into a range of employment related matters. During the year work was progressed in the area of diversity, workplace behaviour, women in leadership, entry level employment, and HR capability. Work continued on improving the Jobs Website. The site attracted an average of 66 500 unique visitors per month in 2013-14, an increase of almost 20,000 per month on the previous period. The new website will have better functionality, tighter security and will allow job seekers to submit applications online. Workplace health, safety and wellbeing
The Workplace Health and Safety Unit was established in January 2013 to assist agencies to implement the requirements of the Work Health and Safety Act 2012. During the reporting period, the Unit completed WHS audits across agencies. The Unit continues to implement the State Service Workplace Health, Safety, Wellbeing and Injury Management Improvement Strategy. Gap analysis has been undertaken on most agencies, and all agencies are on the path to improving their WHS systems, and the relevant Employment Directions are being reviewed to ensure all agencies have appropriate WHS processes in place. The Tasmanian State Service Workforce Survey 2014 showed that nearly 90 per cent of employees are aware of WHS requirements and supporting information for their agency. SSMO also produced a set of revised WHS performance benchmarks/measures to assist agencies to further improve their performance in this area. An online WHS training module was developed. This was rolled out to a number of Government agencies through TTC.
Department of Premier and Cabinet - Annual Report 2013-14 53 Leadership and capability
A number of projects were significantly progressed throughout the year which focussed on the development of leadership capability of the State Service’s Senior Executives: In August 2013, a Senior Executive Leadership Capability Framework was released. The Framework outlines the capabilities and desired behaviours for Senior Executives. It also provides a key tool to support executive performance management and development. The Framework is being implemented across agencies, with further work continuing in this area in the coming year. In September 2013, the Senior Executive Rotation and Mobility Policy was finalised. The policy framework supports opportunities for the development of individual officers to strengthen their capabilities against the Senior Executive Leadership Capability Framework. The State Service continued its partnership with Australia and New Zealand School of Government (ANZSOG). In 2013-14 four scholarships were provided to high calibre employees to participate in the Executive Master of Public Administration (1); the Executive Fellows Program (1) and Towards Strategic Leadership Program (2). In addition, Professor John Alford ‘Exploring Public Value’ and Professor Deborah Blackman ‘People, productivity and high performance’ presented sessions in Hobart to 130 senior managers and officers. Scholarships were also offered to HR Practitioners to attend the Australian Human Resource Institute (AHRI) ‘HRIZON 2013 AHRI National Convention and Exhibition’. Three scholarships were also provided to attend the Women in Leadership Program ‘Compass’. Considerable work has also started with agencies to explore opportunities for practical and cost effective ways to deliver compulsory training such as in WHS, ethics and integrity, and workplace behaviour. E-learning has the potential to provide some innovative solutions. A project that developed a widely adopted, informative WHS e-learning module has allowed many agencies to meet their legislative obligations at a significantly reduced time and cost. This project will continue through the coming year, providing an excellent base for exploring e-learning opportunities to support many other whole-of-service training areas. In addition, SSMO also led the tender process for a whole–of-government panel of providers for the Employee Assistance Program (EAP). All agencies elected to participate on the panel, and SSMO is supporting each agency’s approach to EAP through establishing a community of practice. The Training Consortium (TTC)
Broader capability development of the State Service will also be supported through TTC. The highlights from TTC for the 2013-14 reporting period include: participation by 3,850 people in TTC courses and in-house programs, extending and enriching their learning and development – members held 114 workshops with 1,128 participants in collaboration with TTC; release of the inaugural The Training Consortium members’ report captured highlights from the TTC’s 19 year history; development and delivery of TTC’s first e-learning course – WHS awareness for employees; TTC member engagement forums were held for the first time in Hobart, Launceston and Burnie; an increase of 84 per cent in the number of responses to the TTC 2014 client survey; welcoming two new member organisations – the North West Legal Centre and the National Disability Insurance Agency; and the introduction of credit card payment as an option at the time of registration.
54 Department of Premier and Cabinet - Annual Report 2013-14 In March 2014, TTC executive endorsed the TTC Strategic Statement 2014-16, which identifies TTC’s priorities in serving the needs of members. TTC’s vision is to be the first choice provider of learning and development solutions for the public sector in Tasmania. Investigations and evaluations
SSMO has responsibility delegated from the Head of the State Service to conduct examinations and evaluations into current and emerging employment issues, and to develop appropriate responses and recommendations. The Office completed reviews into senior executive arrangements. Draft reports we prepared on reviews into entry level employment, More Responsible Duties Allowance (MRDA) and Higher Duties Allowance (HDA), grievance procedures, fixed-term employment, and performance management. The Office has also been involved in providing advice following the release of the Integrity Commission report into the Tasmanian Health Organisations (North-West and South).
Department of Premier and Cabinet - Annual Report 2013-14 55 DPAC Strategic Plan 2013-16
PRIORITY 1.10 State Service governance Develop and release the first Head of State Service Annual Report to By Oct 2013 Parliament 1 Review Employment Directions By Jun 2014 PRIORITY 1.11 Whole-of-government workplace health and safety (WHS) Complete WHS Management Systems Audit2 By Jun 2014 All agencies fully implement compliant WHS systems By Jun 2016
PRIORITY 1.12 Industrial relations Implement the Wages Policy 2013 and negotiation of Wages By Jun 2014
Agreements PRIORITY 1.13 Tasmanian State Service management and leadership
3 Complete Stage 3 of the Management and Leadership Framework By Jun 2014 Key Completed On track within timeframe Behind schedule – minor issues Behind schedule – major issues
1 Following analysis of the current Employment Directions it was determined that a more significant review is required including reviewing the structure and purpose of Employment Directions. An approach and a schedule for review has been developed. During the year Employment Direction (ED) No’s 16 and 17 were reviewed, ED No’s 9 and 25 were amended, and ED No’s 19 and 29 were issued. 2 All agencies have had the benefit of the SSMO WHS consultancy review of their WHSMS and are now working to close the identified gaps/shortfalls. 3 During 2013-14 a review and mapping of all management and leadership programs, Senior Executive leadership capability framework, and rotation and mobility policy framework were completed. Remaining projects will be progressed in 2014-15 including establishment of the whole of service workforce development network.
56 Department of Premier and Cabinet - Annual Report 2013-14 Measuring performance
Unit of 2011-12 2012-13 2013-14 2014-15 Measure Performance Measure1 Actual Actual Actual Target
Workforce reform projects Number N/A 3 3 3
Workforce management and relations Number N/A 2 2 2 projects
Workforce development projects Number N/A 2 2 2
The Training Consortium (TTC) events2 Number 306 373 259 300
Participants in TTC programs3 Number 2,201 6,035 3,850 2,500
Participants in external leadership programs Number 31 103 36 20 (ANZSOG and PSM Program)4
Proportion successfully completing external % 87 95 97 90 leadership programs4
5 Finalised wage agreement negotiations Number 6 14 17 8
Selected policy outputs must meet the minimum benchmark as measured against % N/A N/A N/A 80 agreed quality standards6
Satisfaction of key clients with delivery of policy services as measured by survey6 % N/A N/A 86 88
Notes: 1. Some measures replace previous measures related to completed inititiatives. Workforce activities relate to projects under the Key Priority Areas of the State Service Management Office Business Plan 2013-14. Some 2012-13 figures are now disaggregated. 2. TTC results are consolidated, as all members contribute to TTC’s program capacity. 3. In 2012-13, TTC ran a number of unplanned programs on behalf of member organisations resulting in an additional 2 400 registrations. 4. Data refers to registrations in the period. The Public Sector Management (PSM) Program runs for 18 months. Participants completing programs significantly increased in 2012-13 due to delivery of two Women in Leadership programs that had not previously been offered. 5. This measure relates to wage agreement negotiations registered with effect in 2013-14; additionally, a number of non-wage agreements and industrial award updates are typically completed each year. A majority of wage related agreements were registered in 2013-14 with many now in place until 2016. 6. New performance measures introduced into DPAC in 2013-14.
Department of Premier and Cabinet - Annual Report 2013-14 57 Output Group 5
There was no Output Group 5 in 2013-14.
58 Department of Premier and Cabinet - Annual Report 2013-14 Output Group 6 Community development
This Output Group encompasses the activities undertaken by the Department to deliver effective and efficient community development policy advice and ongoing community development. This Output Group comprises: 6.1 Community development – policy advice and ongoing community development 6.2 Office of Aboriginal Affairs 6.3 Office of Veterans’ Affairs
Department of Premier and Cabinet - Annual Report 2013-14 59 Output 6.1 Community development – policy advice and ongoing community development Overview
This Output focusses on building individual and community capacity, addressing social disadvantage and increasing social inclusion and community connection. The Output supports: Aboriginal people; children and young people; migrants and refugees; people with disabilities; the lesbian, gay, bisexual, transgender and intersex community; seniors; veterans; and women. It aims to build the capacity of Tasmanians to work together in addressing common interests. Key activities
The key activities delivered under this Output include: leading development of high-quality policy advice, direction, and whole-of-government coordination for identified population groups; leading COAG directed intergovernmental work in relation to disability reform, indigenous reform, women’s issues, immigration and settlement matters, and youth affairs; developing and promoting effective models for community engagement and building the community’s capacity to engage with Government; supporting other government agencies to improve their service delivery to Tasmanians, particularly to those population groups who experience barriers to access; building partnerships and delivering community building initiatives on behalf of Government; delivering a range of Tasmanian Government equity programs (Companion Card, Seniors Card Program and the Discounts and Concessions Guide); coordinating the Work Placement Program to provide work experience for humanitarian entrants in Tasmanian Government agencies and local councils; administering two statutory foundations (The Tasmanian Community Fund and the Tasmanian Early Years Foundation); and administering a number of grant programs including funding to a number of peak bodies (Youth Network of Tasmania (YNOT), COTA Tas, Multicultural Council of Tasmania (MCOT)), as well as other specific purpose grant programs. Summary of the year’s performance
In 2013-14 the Community Development Division (CDD) continued to lead whole-of-government policy advice, build individual and community capacity, facilitate active citizenship and address social disadvantage to assist people with disability; multicultural communities; children and young people; Aboriginals; women; seniors; veterans; and the lesbian, gay, bisexual, transgender and intersex (LGBTI) communities.
60 Department of Premier and Cabinet - Annual Report 2013-14 The Division played a pivotal role in the policy development and program design of the National Disability Insurance Scheme (NDIS) and led the Australian Government State negotiations which resulted in Tasmania participating in both the launch and full implementation of the Scheme. Significant work was undertaken on the development of a whole-of-government Community Engagement Framework which was launched in December 2013. Major achievements Policy
National Disability Insurance Scheme CDD, in collaboration with DHHS and Treasury, continues to lead the intergovernmental negotiations on the NDIS. On 1 July 2013, the Tasmanian and Australian Governments jointly launched the first stage of the NDIS for 15 to 24 year old Tasmanians with disability who are assessed as eligible. As at 1 July 2014 over 770 young Tasmanians were receiving disability support through the scheme. The launch is expected to provide support for approximately 1,000 people in this age group. Tasmania has signed up to implement the full NDIS and other eligible Tasmanians will start receiving support from July 2016. The NDIS will be fully implemented in Tasmania by July 2019. Around 10,600 Tasmanians with a disability are expected to benefit from full implementation of the NDIS.
Community Engagement Framework The Division continued development of a whole-of-government Community Engagement Framework (the Framework) which was released in December 2013. The Framework was informed by extensive consultation with Tasmanian Government agencies and with the Tasmanian community. The purpose of the Framework is to support and promote effective community engagement practice by Tasmanian Government agencies. Information included in the Framework document includes advice and direction on how to undertake and manage the various stages of the community engagement process. There are also a number of information resources to help guide engagement for specific communities. To support coordinated engagement, the division has developed a community engagement register and established a community engagement network. The Framework forms part of a suite of complementary whole- of-government tools developed by DPAC to guide the development and implementation of policy and service delivery.
Multicultural Policy CDD led the whole-of-government Multicultural Policy Review during 2013. Comprehensive consultation with all levels of government, community associations, service providers, peak bodies and the broader community evidenced widespread commitment to a multicultural Tasmania, and the desire to promote diversity as an asset for the State. The Tasmanian Multicultural Policy 2014 builds on the achievements of the 2001 Multicultural Policy. It is underpinned by a set of principles and contains three key strategies and an Action Plan to achieve the vision. The Policy may be viewed online at: www.dpac.tas.gov.au/divisions/cdd/policy/our_policies/multicultural_policy. A new report compiling data from the 2011 Census was launched in May 2014. The report People of Tasmania provides a key statistical picture of Tasmania’s migrant population and the make-up of migrant communities, including data on birthplace, language, religion and ancestry. The report will assist governments and other agencies to respond to the challenges of providing services in a diverse cultural environment. The Report may be viewed online at: www.dpac.tas.gov.au/divisions/cdd/information_and_resources/migrant_and_multicultural_communities/ people_of_tasmania_report.
Department of Premier and Cabinet - Annual Report 2013-14 61 Supporting settlement of new migrants CDD supported the settlement of new migrants in Tasmania. The Division is leading the development of a whole-of-government cultural awareness training package and has funded community organisations to provide face-to-face cross-cultural awareness training to key Tasmanian Government agency staff, such as Service Tasmania and new Tasmania Police graduates. Gaining employment is an important aspect of successful settlement. The Division developed an employer resource and hosted a Business Leader’s Breakfast, resulting in the development of a new community provided employment program for new arrivals. Employment pathways for former humanitarian entrants and recently arrived migrants have been assisted through the division-led Public Sector Work Placement Program and the funding of two community organisations to provide private sector work experience programs.
Better Access to Government Services The Better Access to Government Services for Former Humanitarian Entrants Report launched in August 2012 contained 36 recommendations that will assist Tasmanian Government agencies to meet the needs of former humanitarian entrants. In December 2013, the Division released a report detailing the progress made by whole-of-government in responding to the recommendations. Initiatives such as the new Multicultural Access Point (MAP) website, which provides an important resource for migrants in Tasmania and the service providers that support them, will assist new arrivals to make the transition to life in Tasmania. The Reports may be viewed online at: www.dpac.tas.gov.au/divisions/csrt/policy/our_policies/better_access_to_government_services_for_form er_humanitarian_entrants.
Translating and interpreting Multicultural Language Services Guidelines for Tasmanian Government Agencies were launched in October 2013. The Guidelines aim to enhance access to interpreters and translated information for people with little or no proficiency in English. The Guidelines may be viewed online at: www.dpac.tas.gov.au/divisions/cdd/for_and_about/migrant_and_multicultural_communities/multicultural_ language_services_guidelines Through CDD the Government provided per capita funding to support operations of the National Accreditation Authority for Translators and Interpreters.
Pontville Immigration Detention Facility CDD supported the coordination of State Government services to the Pontville Alternative Place of Detention until November 2013 when it was placed in contingency mode, until final closure and return of the site to the Department of Defence in April 2014.
Disability Framework for Action Review The Disability Framework for Action 2013-2017 (the Framework) outlines the Tasmanian Government's ongoing commitment to a society in which people with disability are able to fully participate, contribute, and achieve their potential. The Framework is Tasmania’s implementation plan for the National Disability Strategy 2010-2020. During 2013-14, the Division has been working with the Premier’s Disability Advisory Council to support Tasmanian Government agencies to develop new Disability Action Plans that will set out how the Framework will be implemented. Three key Framework actions implemented over the reporting period have been: the initiation of the Web Accessibility Whole of Government Working Group and the development of a strategy to help ensure that information on Tasmanian Government websites and electronic documents is able to reach people with vision and hearing impairments; training and the development of resources to support Tasmanian Government agencies to develop information that is able to be understood by people with low literacy; and
62 Department of Premier and Cabinet - Annual Report 2013-14 the roll out of an interactive online learning module for use in training teaching staff about the Disability Standards of Education.
Inclusive Ageing: Tasmania 2012-14 Strategy During the period, a significant body of work has been undertaken on six projects: Project 1 – the completion of Facing the Future: A Baseline Profile on Older Tasmanians which provides valuable insights into the characteristics of our older Tasmanian population, aged 60 years and over, at a whole-of-state level, by region and Local Government areas; Project 2 – a draft report and recommendations on the information needs of older Tasmanians with quantitative and qualitative data from approximately 560 survey responses and nearly 70 focus group participants; Project 3 – completion of mapping of data, programs, practical services and information relating to reducing cost of living expenses for older people; and the development of a set of tips and information for helping to save money are nearing completion; Project 4 – development and launch of a research report exploring new and changing older volunteer roles and generational change; a series of mini-videos depicting diverse older volunteering activities; and a series of posters promoting volunteering by older people; Project 5 – initial work undertaken focussing on the World Health Organisation’s core features of age-friendly cities and communities to facilitate processes at a local government level to reflect these features; and Project 6 – a project scoped with a focus on creating the conditions for older Tasmanians to remain in the workforce and reducing the barriers to employment.
Tasmanian Women’s Plan 2013-18 In September 2013, the Division released the Tasmanian Women's Plan 2013-18 which is Tasmania’s gender equality agenda and has the objective of ensuring equality for all women and girls and their full participation in the economic, social and political life of Tasmania. The Plan, which is based on extensive community consultation, has six key action areas: economic security and financial independence; education and training; health and wellbeing; housing and homelessness; leadership and safety; and justice. The Division worked with other government agencies to implement the Plan’s recommended actions. Highlights include development of a biennial Women and Girls in Tasmania Report that will provide a data snapshot of the status of women and girls in Tasmania, based around health and equality indicators. Work is underway on development of a gender mainstreaming policy and toolkit for Tasmanian Government agencies to promote gender equality across Government.
National Plan to Reduce Violence against Women and their Children During the period CDD continued to support the development and implementation of the National Plan to Reduce Violence against Women and their Children 2012-2022 by coordinating Tasmania’s response and input to policy development at a state and national level. Actions undertaken during the period include: the launch in September 2013 of Taking Action: Tasmania’s Primary Prevention Strategy to Reduce Violence against Women and Children 2012-2022; participating in the national round table consultations of key stakeholders and senior officials to inform the policy and commitments for the National Plan Second Action Plan – Moving Forward 2013-2016 which was released on 27 June 2014; and
Department of Premier and Cabinet - Annual Report 2013-14 63 ongoing work with White Ribbon Ambassadors and organisations to promote the White Ribbon movement to end male violence against women.
Tasmanian Women’s Council The Council advises the Tasmanian Government on issues of importance to women and contributes to the development of strategies that address inequality and increase the participation of women in all aspects of society. An evaluation of the Council was conducted in late 2013 which led to new Terms of Reference and the introduction of rolling Council appointments to facilitate continuity of business and corporate knowledge. CDD provided secretariat and research support to the Council, to assist in development of the Council’s Work Plan. The Work Plan includes promoting and increasing leadership opportunities for women and a range of actions to support the Government’s Tasmanian Women’s Plan 2013-2018.
Tasmanian Carer Policy, Carer Action Plan 2013-2018 and Carers Advisory Council CDD hosted the launch of the Tasmanian Carer Policy and the Carer Action Plan during Carers Week in October 2013. The objectives of the Carer Policy are to: increase the level of recognition of carers; improve the level of support and services to carers; and involve carers in the development and evaluation of policies, programs and services that affect them and their caring role. Through the Division, the Tasmanian Government provided Carers Tasmania with $150,000 over three years to establish and facilitate the work of the Carers Advisory Council (the Council), and to support the implementation of the Tasmanian Carer Policy and the Carer Action Plan. The Council’s role is to increase recognition of the contribution of Tasmania’s 73,800 carers in the broader community, and provide strategic advice to government on the implementation of the Tasmanian Carer Policy and Carer Action Plan. Ten Council members were appointed by Carers Tasmania in late 2013 following a statewide expression of interest process. The Council held its inaugural meeting on 6 February 2014 and met again 8 May 2014.
Lesbian, Gay, Bisexual, Transgender and Intersex Whole-of-Government Framework Under the whole-of-government Lesbian, Gay, Bisexual, Transgender and Intersex Framework, the Division has been supporting agency working groups to implement initiatives to ensure that services remain relevant to the needs and experiences of lesbian, gay, bisexual, transgender and intersex Tasmanians, and reflects contemporary Tasmanian Government policies. Programs and Services
Seniors Card Program During the reporting year the Division affiliated 117 new businesses and venues with the Seniors Card Program and issued 7,128 new Seniors Cards. The Seniors Card Facebook page, launched in February 2013, promotes the program and lists new businesses and their offers.
Companion Card Program There were 203 new Companion Cards issued during the reporting year, bringing the total number of current active card holders in Tasmania to 1,264. There were 190 renewals of the Companion card. The Companion Card Program has 201 business affiliates across the State with an additional two joining
64 Department of Premier and Cabinet - Annual Report 2013-14 in 2013-14. Due to reciprocal arrangements with every jurisdiction in Australia, Tasmanian cardholders can use their cards at over 6,739 participating businesses throughout Australia.
Discounts and Concessions Guide The Division prepared the content for the Tasmanian Government Discounts and Concessions Guide 2013-14 in consultation with a number of Tasmanian Government agencies that offer concessions on their services and products. Approximately 75,000 guides were distributed.
Tasmanian Women’s Register The Division continued to promote involvement of women in Government decision-making through participation on boards and committees. Women currently make up 35 per cent of membership on Tasmanian Government boards and committees. The Division maintains the Tasmanian Women’s Register, which is a database of women who would like to be appointed to Government boards and committees. The register currently has 456 members.
Grants Writing Workshops Over 130 people representing 115 organisations participated in project planning and grant writing workshops delivered by the North and North-West offices in the reporting year. Participants have found the workshops relevant and informative, with over 96 per cent of participants indicating they felt more comfortable writing a grant application after attendance. The workshops continue to be a valuable resource for community organisations. Grants
National Youth Week The Division coordinated National Youth Week (NYW) in 2014. Approximately 8,900 young people attended 48 NYW events and 1,920 young people were involved in the planning and development of these events. NYW events were held in all regions of Tasmania; with 38 per cent being held in the South, and 31 per cent in the North and 31 per cent held in the North-West. A major component of the Division’s work is the NYW Grant Program, which provides grants to local governments, schools and organisations to run NYW events and projects. The Tasmanian Government provided $40,000 for NYW 2014 in Tasmania, which was largely allocated to the NYW 2014 Grants Program. In total, 39 grants were allocated to support 48 NYW 2014 events across Tasmania.
Youth Parliament Through the division the Government funded the Tasmanian Youth Parliament (TYP) held in July 2013. The TYP is an annual Program delivered by a Taskforce of young people from the Tasmanian Youth Government Association, with assistance from YMCA Australia and CDD. TYP provides young Tasmanians with a forum for expressing ideas, concerns, and aspirations regarding the future of their State, as well as providing an insight into Tasmania’s Parliamentary System. The Youth Parliament Program included a week long residential camp followed by three days of debating Bills in Parliament. Thirty-six Youth Parliamentarians from a range of schools and regions also participated in a range of workshops and meetings, which helped them to learn about parliamentary processes and develop valuable leadership, research, public speaking, and teamwork skills.
Lesbian, Gay, Bisexual, Transgender and Intersex Community Grants Program The Lesbian, Gay, Bisexual, Transgender and Intersex (LGBTI) Community Grants Program assists community and tertiary institutions to increase the number of Tasmanians who are accepting of diversity; reduce the number of discrimination complaints lodged on the grounds of sexual orientation; and improve resilience and capacity in the LGBTI community. In 2013-14, $45,591 was allocated to four
Department of Premier and Cabinet - Annual Report 2013-14 65 organisations for projects addressing the aims of the program. In the 2013-14 budget, a commitment was made to continue funding the program for a further three years at $50,000 per annum.
Tasmanian Community Fund The Tasmanian Community Fund (the Fund) was established through the Trust Bank Sale Act 1999 and is regulated by the Tasmanian Community Fund Act 2005. The Fund provides grants to not-for-profit organisations. The Tasmanian Community Fund Act 2005 governs the Fund's operations. Information on the Tasmanian Community Fund, its achievements and the projects that have been approved by the Board can be found at www.tascomfund.org.
Tasmanian Early Years Foundation The Tasmanian Early Years Foundation (the Foundation) was established under the Tasmanian Early Years Foundation Act 2005 to support the wellbeing, learning and development of Tasmania’s young children aged 0-6 years. The Foundation has three functions: promoting the importance of the early years; providing grants for early years initiatives; and supporting research into the early years. The Foundation receives core government funding, and also accesses grants, donations and in-kind support to undertake its activities. In 2013-14, some of the Foundation’s highlights include: funding a two-year evaluation of Child and Family Centres through the Learning and Development Strategy; supporting internationally-acclaimed Circle of Security training for 150 practitioners working with children and families; supporting 19 small to medium projects under our annual grant funding round; providing scholarships for post-graduate university study and the Tasmanian Leaders Program for early years practitioners; and hosting a forum for early years educators on young children and environmental sustainability. The Foundation produces its own annual report which provides further details on their activities, and can be accessed from the Foundation’s website at www.earlyyears.org.au.
Specific purpose grants In addition to the grants outlined above, the Division administered a range of specific purpose grants including funding to peak organisations in the aged, youth and multicultural sectors, the Returned and Services League of Australia (Tasmania Branch), and the Moonah Taste of the World Festival.
66 Department of Premier and Cabinet - Annual Report 2013-14 Output 6.2 Office of Aboriginal Affairs Overview
The Office of Aboriginal Affairs (OAA) is responsible for developing, implementing and overseeing policies of legislative arrangements including the Aboriginal Lands Act 1995, the Tasmanian Aboriginal and Dual Naming Policy, the Aboriginal employment register, and cultural permits. OAA supports consultation and engagement with the Tasmanian Aboriginal community and provides high-level advice to the Premier and Minister for Aboriginal Affairs. OAA assists the Tasmanian Aboriginal community to improve social, cultural and economic outcomes whilst promoting greater understanding of Tasmanian Aboriginal culture. OAA also: provides advice to the Government on policies and practices affecting the Tasmanian Aboriginal community; assists government and non-government sectors with information about, and access to, programs, services and issues; and develops, administers and coordinates policy development affecting the Tasmanian Aboriginal community. Major achievements
National indigenous initiatives and forums OAA continues to support a range of national initiatives and forums focussing on Aboriginal and Torres Strait Islander people, including: COAG’s Working Group on Indigenous Affairs; representation on various working groups; and providing advice to Tasmania’s representative on the Steering Committee for the Review of Government Service Provision. This advice aims to assist in development and monitoring of agreements and strategies to close the gap on indigenous disadvantage. The Office coordinated implementation of the Overarching Bilateral Indigenous Plan for the State, agreed between the Australian and Tasmanian Governments. The plan underpins Tasmania’s commitment to the National Indigenous Reform Agreement. The Office coordinated and participated in Tasmania’s contribution to the review of this agreement, the development of the Overcoming Indigenous Disadvantage Key Indicators 2014 Report and COAG Senior Officials Meeting papers specific to COAG’s Indigenous reform agenda.
Aboriginal and dual naming OAA worked closely with the Tasmanian Aboriginal Centre and DPIPWE to develop an Aboriginal and Dual Naming Policy for landmarks and geographic locations in Tasmania. While the policy was launched in March 2013, initial implementation of the Policy commenced in June 2013 with conformation by the Nomenclature Board of six nominations for dual naming submitted by the Tasmanian Aboriginal Centre in February 2014. These were kanamaluka/River Tamar, kunanyi/Mount Wellington, larapuna/Bay of Fires, putalina/Oyster Cove, takayna/the Tarkine area and truwana/Cape Barren Island. The names have been included on the Nomenclature Register and are to be printed on official Tasmanian Government maps, Tasmanian maps and information systems.
Department of Premier and Cabinet - Annual Report 2013-14 67 Aboriginal Land Council of Tasmania Through OAA the Government provides an annual Grant to enable the Aboriginal Land Council of Tasmania to fulfil its statutory obligations outlined in section 22 of the Aboriginal Lands Act 1995. The grant assists with operating costs, co-ordination and land management activities associated with returned land.
Aboriginal family violence OAA funded the Tasmanian Aboriginal Centre to deliver an Aboriginal children and young people’s safety and well-being project. The project will see the updating of two booklets Family violence is not ok for palawa kids! and palawa kids can say no! targeted at Tasmanian Aboriginal children and young people.
Constitutional recognition OAA provided significant advice to Government on the recognition of Aboriginal and Torres Strait Islander people in the Australian Constitution. During Reconciliation Week 2014 the Premier put forward a Notice of Motion in support of constitutional recognition of Aboriginal and Torres Strait Islander peoples as the First Australians.
68 Department of Premier and Cabinet - Annual Report 2013-14 Output 6.3 Office of Veterans’ Affairs Overview
Veterans’ Affairs supports and promotes the role of Tasmanian veterans and ex-serving personnel through a number of programs and activities including: policy advice and support for the Parliamentary Secretary to the Premier; coordination of the Tasmanian Government Centenary of ANZAC commemoration activities; delivery of the Centenary of ANZAC, Teddy Sheean Memorial and Cadet Unit Infrastructure Grants Programs, the Lieutenant Colonel Harry Murray VC Scholarships, the annual State Government Reception for current serving personnel and the Frank MacDonald MM Memorial Prize; and executive support for the Tasmanian Veterans’ Advisory Council, the Centenary of ANZAC Steering Committee and the ANZAC Day Trust. There is also ongoing liaison with ex-service organisations including administration of a grant deed with the Returned and Services League of Australia, Tasmania Branch. Major achievements
Centenary of ANZAC In 2013-14, CDD undertook significant work towards the Centenary of ANZAC. The governance arrangements for the Tasmanian Government’s commemorative activity for the centenary included establishing a Centenary of ANZAC steering committee, a Tasmanian Government working group and a community working group. Three projects were submitted to the ANZAC Centenary Public Fund: an eternal flame at the Hobart Cenotaph (Tasmania is the only State that does not have one); the finalisation of the public park at the Soldiers Memorial Avenue and a pedestrian walkway across the Tasman Highway from the Cenotaph to the Avenue.
Centenary of ANZAC grant program The Division established a Centenary of ANZAC grant program for the centenary period, resulting in $250,000 over five years for the program from 2013-14. Grants of up to $5,000 were made available to organisations delivering projects that: commemorate the centenary of the landing at Gallipoli; have an educational value; are a lasting tribute and acknowledgement of Tasmanians who fought in World War 1; and commemorate Australia’s/Tasmania’s involvement in international conflicts over time.
Twenty-six applications from around Tasmania were received and 17 applications were recommended for approval.
Department of Premier and Cabinet - Annual Report 2013-14 69 Frank MacDonald Memorial Prize
The Frank MacDonald Memorial Prize (FMMP) is an essay-based competition open to all students undertaking year nine. In April 2014, two staff from CDD led the 2013-14 FMMP Study Tour, comprising six student winners, two teachers, a Returned and Services League (RSL) representative and a Parliamentary representative, to the Western Front in France and Belgium. As part of the Study Tour, the group participated in formal ceremonies, including the Sounding of the Last Post Ceremony at the Menin Gate in Ieper (Ypres), Belgium; relighting the Eternal Flame at the Arc de Triomphe in Paris and the ANZAC Day Dawn Service at Villers-Bretonneux. The FMMP is jointly administered through CDD and DoE in collaboration with the RSL Tasmanian Branch.
The Tasmanian Veterans’ Advisory Council
CDD supported the operations of the Tasmanian Veterans’ Advisory Council (TVAC) in providing advice to the Minister for Veterans’ Affairs and the Tasmanian Government on issues affecting Tasmanian serving and ex-serving personnel and their families.
An Ex-Service Organisation Forum was held in August 2013 which achieved a number of practical outcomes.
State Government Reception for returned personnel
The Division organised the State Government Reception for returned serving personnel held at Parliament House on 6 December 2013. The event was attended by Members of the Tasmanian Veteran’s Advisory Council, Senior Officers of the Australian Defence Force and current serving personnel who were deployed on operations during the year.
The Lieutenant Colonel Harry Murray VC Scholarships Through CDD, the Tasmanian Government funds the Lieutenant Colonel Harry Murray VC Scholarships which promote research and understanding of Tasmania’s military history, and issues facing veterans. Students in their final year of under-graduate study, who are intending to study Honours with a thesis involving Tasmanians’ involvement in war, are eligible to apply for the scholarships. Three students received the 2013 scholarships to assist with their Honours degrees.
DPAC Strategic Plan 2013-16
Establishing and implementing the Community Engagement Framework Develop and start implementing the Community Engagement By Dec 2013 Framework
Key Completed On track within timeframe Behind schedule – minor issues Behind schedule – major issues
70 Department of Premier and Cabinet - Annual Report 2013-14 Measuring performance
Unit of 2011-12 2012-13 2013-14 2014-15 Measure Performance Measure Actual Actual Actual Target
Representation of women on government boards and committees % 35 35 35 40
Selected policy outputs must meet the minimum benchmarks as measured against agreed quality % N/A N/A 83 90 standards1
Satisfaction of key stakeholders with policy development process as measured by survey2 % N/A N/A 97 98
New Seniors Cards issued Number 7,098 7,401 7,128 7,500
New Companion Cards issued Number 201 180 203 200
New businesses and venues affiliated with the Seniors Card program3 Number 109 96 117 70
New business, venues, events affiliated with the Companion Card program Number 6 4 2 5
Number of Aboriginal people issued licences to practise cultural activities including hunting, fishing Number 89 93 26 110 and gathering cultural activities4
Number of Aboriginal identified positions in the State Service that are filled by Aboriginal people or Number 56 62 58 63 Torres Strait Islanders
Percentage of applicants satisfied with public grants program administration5 % N/A N/A 92 95
Notes: 1. New performance measure introduced in 2013-14. 2. Data from a survey conducted with key Tasmanian Government stakeholders in November/December 2013 in relation to their satisfaction with the policy consultation and development process. 3. A recruitment campaign for new business partners is undertaken biennially to coincide with the production of the Seniors Card Directory. 4. A decrease in licences issued is due to no cultural mutton birding season declared for Fort Direction in 2014. 5. Data from survey sent to recipients of National Youth Week grants, the War Memorial Repair and Maintenance Grants Program and Centenary of ANZAC Grant Program.
Department of Premier and Cabinet - Annual Report 2013-14 71 Output Group 7 Development of local government, security and emergency management
Output Group 7 coordinates the activities of the Local Government Division and the Office of Security and Emergency Management. The Division’s role is to help build a robust local government sector and maintain a strong relationship between the Tasmanian Government and local government. The Division develops and maintains a policy and legislative framework for matters relevant to local government. It provides executive support to the Premier’s Local Government Council and the Local Government Board. The Office of Security and Emergency Management provides advice to the Tasmanian Government and support to local government on policies and issues associated with avoiding and mitigating the impacts of natural hazards and security-related threats. This Output Group comprises two Outputs: 7.1 Development of local government 7.2 Security and emergency management
72 Department of Premier and Cabinet - Annual Report 2013-14 Output 7.1 Development of local government Overview
This Output coordinates the activities of the Local Government Division (LGD). LGD contributes to the wellbeing of local communities through promoting a sustainable and vibrant local government sector and supporting the strong collaborative relationships between the State Government and local government. It does this by developing and maintaining a policy and legislative framework for matters relevant to local government, contributing to the effectiveness of the Premier’s Local Government Council (PLGC), providing executive support to the Local Government Board, and other forms of engagement between the Tasmanian Government and local government. In February 2013, the functions and staff of the Office of Security and Emergency Management were transferred to the newly established BRU. The Office provides advice to the Tasmanian Government and supports local government on policies and issues associated with mitigating the impacts of natural hazards and security-related threats. Key activities
The key activities that were delivered under Output 7.1 include: providing policy advice to the Premier and the Minister for Planning and Local Government on local government matters, including leading practice within the sector and State Government and local government relations; developing and implementing a clear policy and legislative framework for local government in Tasmania; managing the State Government’s Framework for Collaboration with Local Government including regular council visits and facilitating relationships between councils and agencies at the local, regional and statewide levels; providing policy advice and executive support to the PLGC and the Local Government Board; investigating and providing recommendations on complaints; providing advice and support to councils and members of the public through interpretation of the Act(s) and associated regulations; and contributing to national policy and discussion on local government when required. Summary of the year’s performance
A number of substantial projects were delivered in 2013-14. LGD was able to achieve all of its major strategic priorities as outlined in the DPAC Strategic Plan 2013-16. The Division was successful in delivering a significant legislative reform package through the Local Government (Miscellaneous Amendments) Act 2013 which introduced new council financial and asset management requirements and provided councils with new powers to address dilapidated buildings. Considerable effort and time was devoted to investigating complaints, advising on legislation and associated regulations and undertaking a major review of the operations of the George Town Council.
Department of Premier and Cabinet - Annual Report 2013-14 73 The other significant achievement was the delivery of phase 2 of the Role of Local Government project. A key milestone was the delivery of the first local government self-assessment survey which assessed Tasmanian councils’ performance in delivering its key roles. The second milestone delivered in 2013-14, was the Local Government Role Assessment Interim Report. The Interim Report built upon the council self- assessment survey and provides an examination of detailed submissions, a community survey and a number of other authoritative reports to build a picture of council strengths and capability gaps. Major achievements Legislative Reform
In November 2013, the Local Government (Miscellaneous Amendments) Act 2013 commenced on Royal Assent (with the exception of the financial and asset management part of the Act, which commenced in February 2014). The Act provides for a number of significant reforms and minor amendments to the Local Government Act 1993. The minor amendments included changes to provisions regarding nuisance, pecuniary interests, electoral matters, model by-laws, and immunity from liability. Key reforms in the Act are outlined below.
Financial and asset management reforms The legislation introduced a major reform to mandate long-term financial and strategic asset management planning for Tasmanian councils, as well as other related financial and asset management initiatives. The reforms include a requirement for councils to: maintain long-term financial management and strategic asset management plans (10 years), asset management policies and financial and asset management strategies; maintain an Audit Panel; report performance against financial and asset management indicators in council financial statements; and review their long-term financial management and strategic asset management plans, financial management and asset management strategies and asset management policy every four years. In addition to the new legislation, the Governor made three Orders relating to the asset management reforms which: outline the minimum requirements necessary for all long-term financial and asset management planning documents; list the financial and asset management indicators; and provide guidance to councils on the structure, membership and primary functions of audit panels.
Dilapidated buildings The Local Government (Miscellaneous Amendments) Act 2013 amended the Building Act 2000 to provide council general managers with appropriate discretionary powers to order building owners to carry out building work (or other work) to remedy the adverse effects of dilapidated buildings on local communities.
74 Department of Premier and Cabinet - Annual Report 2013-14 Investigations and guidance
The Director of Local Government received 21 new complaints relating to councils in the 2013-14 financial year, and resolved 18 complaints during the same period. The most common complaints related to alleged breaches of the pecuniary interest and disclosure of confidential information offence provisions of the Local Government Act 1993, as well as alleged failures to comply with the Local Government (Meeting Procedures) Regulations 2005. The Division’s major investigation for 2013-14 was in response to matters raised by the community regarding the George Town Council. This investigation focussed on issues relating to the governance and operations of the Council, including financial and asset management, human resource management, community satisfaction and regulatory functions. LGD also undertook a review of the governance arrangements of King Island Council. LGD devotes considerable time and effort to providing advice and documentation to councils and stakeholders with regard to the interpretation of the Act and Regulations. The Division plays an important role in building the capability of elected members to ensure they fully understand their roles and responsibilities as defined in the Act and Regulations. Regulatory reviews
LGD continued to implement a range of statutory requirements, and processed a number of regulatory impact statements for council by-laws. The Division managed the 2013 Local Government Board review of councillor numbers for six councils and the subsequent development of statutory Orders to implement a reduction of five councillors from three of the councils. Role of Local Government Project
The Role of Local Government Project is a collaborative project between the Tasmanian Government and local government. The project was established in 2012 by the PLGC. The objective of the project is to establish a clear understanding of the roles and capabilities of local government, identify strengths and capability gaps, and develop actions to build a sector that is sustainable, efficient, effective and responsive to community needs. The project identified eight roles of local government: sense of place; community engagement; strategic leadership; land use planning; economic development; services and assets; legislation and by-laws; and representation and cooperation. In 2013-14, the project delivered a comprehensive Local Government Self-assessment Survey which assessed all Tasmanian councils’ performance across the eight roles of local government. A community survey was also undertaken to test community views on councils’ performance in each of the eight roles. The Local Government Role Assessment Interim Report was endorsed by the PLGC in December 2013. The Interim Report provides a comprehensive assessment of the capacity of local government to deliver the eight roles of local government. The report builds upon the findings from the council self-assessment survey and a range of other data sources to provide an assessment of each of the eight roles as well as suggestions as to how both spheres of government might work together to address capability gaps and impediments. The PLGC approved the recommendation made in the Interim Report for the PLGC to establish four high level working groups for the following priority areas: collaboration, economic development, governance and legislation. The working groups will meet throughout 2014-15 to develop a substantial local government reform program to be delivered over the next three years. Valuation and local government rating review
In April 2013, the final report of the Valuation and Local Government Rating Review recommended that all councils should transition from assessed annual value to capital value as the valuation base for
Department of Premier and Cabinet - Annual Report 2013-14 75 determining rates. With input from Treasury, the Division developed a modelling program to assist councils’ decision-making in their transition from assessed annual value to capital value. In 2014-15, nine councils are scheduled to have municipal property revaluations undertaken by the Valuer-General. LGD has offered modelling assistance for a transition in rates base to these councils and three additional councils.. The Division has undertaken extensive modelling for each council and uses a suite of communication tools such as graphs, maps and tables, to aid senior official and councillor understanding of the transition impacts on individuals and groups of ratepayers within their council area. Data Management Plan
LGD has continued to collect data with regard to the last financial year in accordance with the Division’s Data Management Plan. The plan, which was finalised in 2013, documents the collection, use, storage and integrity of the data. The relevant data is provided to the Australian Bureau of Statistics, the Tasmanian Planning Commission and the State Grants Commission under the Memorandum of Understanding between the Local Government Division and the other organisations.
76 Department of Premier and Cabinet - Annual Report 2013-14 Output 7.2 Security and emergency management Overview
The Office of Security and Emergency Management (OSEM) provides policy advice to the Tasmanian Government and local government in relation to prevention, preparedness and recovery arrangements for security-related risks and natural hazards. Key activities
The key activities delivered under this Output include: working with DPEM and other relevant agencies to support and coordinate the development of State policies and plans relating to security and emergency management, and contributing to the development of national policies; working with local government in relation to policy for prevention, preparation and recovery in relation to natural and security-related hazards; and supporting State participation in the Australia and New Zealand Counter Terrorism Committee, the Australia and New Zealand Emergency Management Committee and their subcommittees. Summary of the year’s performance
The delivery of OSEM priorities was impacted by the reallocation of resources to bushfire recovery activities. However, significant progress has been made in relation to implementation of the framework for the mitigation of the impacts of natural hazards through land-use planning and building control, and the implementation of recommendations from the 2013 Bushfires Inquiry. With the closure of the BRU, remaining tasks related to recovery from the 2013 bushfires are being managed by OSEM. Major achievements
Achievements for the period included: supporting the implementation of the Statewide Planning Code for Bushfire Prone Areas; publishing a report and associated hazard mapping relating to landslide risk. OSEM worked with the Tasmanian Planning Commission (TPC), local government and Mineral Resources Tasmania to develop a Statewide Planning Code for landslide risk; releasing hazard mapping in relation to coastal inundation and erosion to local government and other stakeholders; preparing the Tasmanian Government submission to the Productivity Commission inquiry into natural disaster funding arrangements; providing secretariat services for the implementation of recommendations from the 2013 Bushfires Inquiry, with 47 recommendations reported as having been implemented by responsible agencies at 30 June 2014; liaising with the Australian Government regarding partial reimbursement of extraordinary expenses relating to the January 2013 bushfires and prepared the claim in accordance with the Natural Disaster Relief and Recovery Arrangements;
Department of Premier and Cabinet - Annual Report 2013-14 77 preparing the Tasmanian Government submission to the COAG Review of Counter-Terrorism Laws; and administering the Natural Disaster Local Government Relief Policy for the purpose of providing financial assistance to councils for the costs associated with responding to and recovering from the bushfires in January 2013 and the floods in northern Tasmania in August 2013. Bushfire Recovery Unit
In February 2013, the BRU was established in DPAC, combining resources from a number of Tasmanian Government agencies. The BRU supported the Bushfires Recovery Taskforce (Taskforce) to develop and implement a plan for the recovery of communities impacted by the January 2013 bushfires. The BRU also provided administrative support to the Red Cross Appeal Distribution Committee to distribute donations received through the Tasmanian January 2013 Red Cross Bushfire Appeal. The BRU was gradually wound-down over the first half of 2014 and officially closed on 30 June 2014. Key activities
The key activities delivered under this Output include: supporting a community-led approach to social, economic, environmental and infrastructure recovery from January 2013 bushfires; supporting the operation of the Bushfire Recovery Taskforce, including developing and implementing a plan for recovery of communities impacted by the January 2013 bushfires; providing administrative and other support to the Red Cross Appeal Distribution Committee to distribute donations received through the Tasmanian January 2013 Red Cross Bushfire Appeal; supporting the operation of the Sorell/Tasman Affected Area Recovery Committee and the Central Highlands Affected Area Recovery Committee; and establishing and supporting an Active Partners Program to support coordination of recovery services across a range of Government and non-government organisations. Summary of the year’s performance
The January 2013 bushfires destroyed 203 homes and shacks, and burnt over 100,000 hectares of land causing millions of dollars of losses for farmers and local businesses. A significant achievement for DPAC in 2013-14 was the support it provided to communities recovering from the bushfires. A Taskforce was established on 10 January 2013 to assist with rebuilding communities affected by the bushfires. The BRU supported the Taskforce and administered assistance to communities impacted by the bushfires on behalf of the Taskforce, Red Cross Appeal Distribution Committee and Affected Area Recovery Committees. The chair of the Taskforce delivered the final report to the Government on 6 June 2014 and the BRU officially ceased operation on 30 June 2014. Social and personal support services continue to be available to members of bushfire-affected communities through the Tasmanian Health Organisation (South) and non-government providers. Remaining recovery tasks are being managed by OSEM. Major achievements
The BRU coordinated the cleanup of bushfire-damaged properties in partnership with Hazel Bros. Around 320 properties in the Sorell, Tasman, Glamorgan Spring Bay and Circular Head municipalities were cleared.
78 Department of Premier and Cabinet - Annual Report 2013-14 The Unit established Information and Services Hubs in Sorell, Dunalley, and Murdunna to provide ‘shopfronts’ for the delivery of a wide range of recovery services. The Dunalley Information and Services Hub included a tool library, an op-shop and a book lending library. The BRU implemented a communication strategy to deliver support for impacted communities, including the fortnightly publication of Recovery News and published a Building Back Better Guide for people rebuilding their homes. The Guide received a commendation at the Planning Excellence Awards for 2013. The Unit distributed $8.7 million of appeal funds in accordance with decisions made by the independent Red Cross Appeal Distribution Committee. All administrative costs related to distribution were absorbed by the Tasmanian Government to ensure monies donated were distributed to people impacted by the bushfires. The BRU prepared regular reports on behalf of the Red Cross Appeal Distribution Committee. The appeal funds were distributed as follows: $5.7 million was distributed to individuals and families; $1.97 million was allocated to community projects including: an ABC AM transmitter upgrade in the Central Highlands so residents will be able to receive regular emergency updates; an upgrade of the Ellendale Community Hall; and multiple projects in the Sorell/Tasman communities including improvements to parks, the Dunalley Community Hall and marina; $700,000 to support a local garden renewal project and the work of beyondblue to support school children in impacted communities; and based on lessons learnt from the 2009 Victorian bushfires, approximately $300,000 has been reserved for long-term needs. The Unit developed an assistance package for primary producers to enable grass seed, livestock feed and $300,000 worth of support for fencing materials to be distributed by the Tasmanian Farmers and Graziers Association (TFGA). Lastly the BRU worked with the Tasmania Prison Service (TPS) and other stakeholders to establish the Bushfire Community Assistance Program (Fencing). The program erected over 50 kilometres of strained post and wire fencing (to A1 standard) across a number of fire affected properties. The Tasmanian Bushfire Recovery Fund and the TFGA supplied grants to farmers to assist them with the purchase of required fencing materials. The TPS Fencing Crew supplied labour and skills to erect the fencing, with the assistance of correctional staff and personnel from the TFGA, Lions and Rotary Clubs.
Department of Premier and Cabinet - Annual Report 2013-14 79 DPAC Strategic Plan 2013-16
PRIORITY 1.15 Implementing Role of Local Government project (Phase 2) Conduct a self-assessment survey of councils and produce a report By Dec 2013 on councils ability to deliver on the eight roles of local government Gain the approval of PLGC to establish working groups to address By Dec 2013 capability weaknesses within local government PRIORITY 1.16 Implementing the Asset and Financial Management Framework for Local Government Enact long term financial asset management legislation By Apr 2014 Implement and support the new legislation By May 2014 Key Completed On track within timeframe Behind schedule – minor issues Behind schedule – major issues
80 Department of Premier and Cabinet - Annual Report 2013-14 Measuring performance
Unit of 2011-12 2012-13 2013-14 2014-15 Measure Performance Measure Actual Actual Actual Target
Output 7.1 Local government
Number of new bilateral, regional and statewide partnership agreements signed1 Number 0 2 …. ….
Number of partnership agreements being implemented1 Number 11 6 4 -
Formal face-to-face visits with councils to discuss current issues Number 45 41 36 40
Number of Local Government Board reviews completed2 Number N/A 1 1 ….
Selected policy outputs must meet the minimum benchmark as measured against agreed quality standards3 % N/A N/A 81 85
Satisfaction of key clients with delivery of policy services as measured by survey3 % N/A N/A 88 89 Output 7.2 Security and emergency management
Selected policy outputs must meet the minimum benchmark as measured against agreed quality standards3 % N/A N/A N/A 80
Satisfaction of key clients with delivery of policy services as measured by survey3 % N/A N/A N/A 80
Notes: The Local Government Division is currently developing a suite of new performance measures to be included in the 2014-15 Annual Report. 1. Partnership agreement performance measures have been phased out due to increased focus on collaboration including visiting councils. 2. The Local Government Board review performance measure is being phased out due to re-focus of its role to deal with issues across the sector rather than reviewing each council every eight years. 3. New performance measure for 2013-14.
Department of Premier and Cabinet - Annual Report 2013-14 81 All Output Groups Corporate Services
Corporate Services provides corporate support and services to all Output Groups of the Department.
82 Department of Premier and Cabinet - Annual Report 2013-14 Corporate Services Overview
The Corporate Services Division provides services to support the DPAC, specifically in the area of finance, human resources, information management, records and information technology, properties, procurement, planning and organisational development. The Division also provides this full range of services to the Ministerial and Parliamentary offices and the Office of the Governor. These services are reported under Output 2.4 of this Annual Report. Key activities
The key activities that are delivered under this Output include: financial management; human resources management; information systems management; records and information management; property management; provision of procurement services and advice; strategic planning and organisational development; executive support to the Audit Committee; and provision of advice to the Secretary on corporate matters. Summary of the year’s performance
This year a major priority for the Corporate Services Division was planning for the 2014 State Government Election. Significant work was generated by the change of government. Approximately 107 Ministerial and Parliamentary Support (MPS) employees ended their term of employment and vacated Ministerial and Electorate offices. This occurred simultaneously with the new government recruiting new MPS employees and the establishment of all new Ministerial and Electorate offices. The Corporate Services Division was also responsible for inducting new MPS employees and prepared new induction support materials and conducted information sessions. A major priority for the new Government was to review the Ministerial Transport Service with the aim of improving operational efficiency and establishing cost savings. Corporate Services Division achieved set up and ran a new car pooling system to help achieve the Government’s savings target. The Division developed a Financial Management Strategic Plan to achieve improvements in financial management and commenced the Electronic Storage of Financial Records Project. The Division joined the Graduate Development program in September 2013 and three Graduate Research Officers have worked in the Division assisting with policy development. The Graduate Research Officers put significant effort into reviewing and updating the Workplace Diversity Policy and Principles and the Workplace Behaviour Policy, and developing an induction program that is due to be implemented in early 2014-15. In September 2013, the Division facilitated Anti-Discrimination Awareness Training for the Department with 269 employees participating in the training sessions.
Department of Premier and Cabinet - Annual Report 2013-14 83 Major achievements Tasmanian State election 2014
The outcome of the election saw: severance of existing MPS employees; recruiting and employing new MPS employees; establishing new Ministerial and Electorate Offices; implementing a Ministerial Transport Service carpooling system; revising the Government Members’ Handbook; redeveloping the Premier’s website; planning for implementing election commitments and Ministerial portfolio changes; and planning for the integration of Sport and Recreation Tasmania into DPAC. Financial management
The Division developed a Financial Management Strategic Plan detailing timeframes for tasks and priorities, key performance indicators and defining aspirational levels of service to clients and stakeholders. The Plan offers DPAC a new benchmark in strategic financial planning, performance evaluation, and analysis. The Electronic Storage of Financial Records Project has commenced with the aim to improve efficiency in seeking approval and/or action of all finance related documents. This project is ongoing and aims to have integrated all existing financial record systems by early 2015. Information security and information management
ISB deployed and configured the network infrastructure required to enable the new Ministerial offices to use the whole-of-government Connect V phone system. The Division also worked with TMD to implement the Connect V phone system for the rest of DPAC. ISB is engaged in ongoing development of the DPAC ICT Disaster Recovery Strategy and ICT Disaster Recovery Plan. Policy reviews
Corporate Services has reviewed and updated a number of corporate policies as a component of implementing its Corporate Policy Framework. This framework provides an overview of the policy documents developed by the Division for DPAC and MPS staff and defines the appropriate approach, format and process for developing, approving, storing, implementing and reviewing its policies. The following policies have been finalised and implemented in this financial year: Electronic communications usage policy; Entertainment expenditure policy; Fraud and corruption control policy; ICT mobile computing policy; ICT security policy; Password management guidelines;
84 Department of Premier and Cabinet - Annual Report 2013-14 Recreation leave policy; Study assistance policy; Workplace diversity policy and principles; and Workplace behaviour policy.
Performance management
Significant work has been undertaken to review DPAC’s performance management and development policy and processes. The Division is on track to implement an updated policy and associated documents in 2015. Workplace health and safety
DPAC’s WHS programs continued to progress in 2013-14. The Division has developed and implemented a WHS intranet page that includes a mandatory online training program for all employees. 94 per cent of employees have completed the training. DPAC’s Health and Wellbeing Program was also a finalist in the 2013 WorkSafe Tasmania Awards. Organisational development
Corporate Services continues to support leadership and collaboration for the DPAC Leadership Group (DLG). Activities for this year include facilitating an adaptive leadership workshop for the DLG. The Division also supports learning and development of mid-level managers through the DPAC Leadership Development Program. Corporate Services facilitates the annual DPAC Pulse Check Survey which aims to measure our organisational health and employee satisfaction. This year survey participation has increased with 86 per cent of DPAC employees completing the survey. The survey results indicated a continual improvement by DPAC in the areas of leadership, communication and employee satisfaction. Departmental planning
The Division facilitates DPAC’s internal planning and reporting processes by co-ordinating the DPAC Annual Report, DPAC Strategic Plan, DPAC divisional and business unit planning and by preparing the DPAC Budget Paper No. 2 Key Performance Indicators for 2014-15. During the reporting year, Corporate Services prepared a document for each business unit on their establishment and budget for the financial year. This initiative now forms part of the annual planning process.
Department of Premier and Cabinet - Annual Report 2013-14 85 DPAC Strategic Plan 2013-16
PRIORITY 4.1 Prepare for the transition from the 47th to the 48thGovernment Prepare the transitional corporate policies, procedures and advice for By Jan 2014 current and incoming Members of Parliament, staff and stakeholders. th Coordinate transition to the 48 Government From Mar 2014
PRIORITY 4.2 Strategic People Management Strategy Develop and implement a strategic approach to the management of human By Jan 2014 resources within DPAC including the implementation of new WHS legislation1 Key Completed On track within timeframe Behind schedule – minor issues Behind schedule – major issues
Measuring performance
Performance Measure Unit of Measure 2011-12 2012-13 2013-14 2014-15 Actual Actual Actual Target
No major security breaches The number of incident reports or incidents at Departmental received leased properties N/A N/A 0% 0%
External audit opinion on Qualified or Unqualified financial statements Unqualified Unqualified Unqualified Unqualified
Payroll payments Employees paid on time 100% 100% 100% 100%
DPAC Taxation Returns Percentage completed on time 100 100 100 100
Creditors payment1 Percentage creditor invoices not paid on time 8% 8% 1% <5%
IT unscheduled outages Number N/A N/A 0 0
Notes: 1. While it is desirable to have a 0% target for late payments, it is recognised that this is not achievable as issues arise that the Department has no control over.
1 Whilst we are on track to implement actions to comply with the new WHS legislation, due to the diversion of resources towards the transition to the 48th Government and preparing for the integration of Sport and Recreation into the Department, we are behind schedule in developing a Strategic HR Management Plan.
86 Department of Premier and Cabinet - Annual Report 2013-14 Supporting whole-of-government initiatives
DPAC proactively develops and implements a range of initiatives and plans to support whole-of- government priorities. The following pages detail the Department’s activities to support the: Carbon Emission Reduction Plan; and Disability Action Plan.
Department of Premier and Cabinet - Annual Report 2013-14 87 Carbon Emission Reduction Plan
The Online System for Comprehensive Activity Reporting is used to measure Tasmanian Government greenhouse gas emissions. The table below shows DPAC’s energy usage and distances travelled over the past 12 months.
Building Actual Actual Decrease 2012-13 2013-14 (Increase) KWH KWH KWH Energy Executive Building 15 Murray Street1 568,244 640,344 (72,100) 144 Macquarie Street Building1 153,322 173,126 (19,804) Henty House 84,113 87,396 (3,283) 10 Murray Street 274,329 259,997 14,332 St John Street 155,778 162,121 (6,343) 22 Elizabeth Street1 and 2 Salamanca 573,957 247,483 326,474 Square (TMD)2 Total for all sites 1,809,743 1,570,467 239,276 Travel3 kL of fuel used in government cars (unleaded, diesel and LPG)4 212.2 kL 196.5 kL 15.7 kL
Notes: 1. Data does not include energy use for air conditioning. 2. Decommissioned the data centre at 2 Salamanca Square and transferred to a third party service provider. 3. The Department is no longer required to report on air travel. 4. Departmental information only, excludes Ministerial offices. DPAC’s energy and fuel usage decreased during the year. The decrease in energy usage was largely attributable a staged decommissioning of a data centre at 2 Salamanca Square and subsequent transfer to a third party service provider. DPAC continues to coordinate its actions to reduce carbon emissions through the agency-wide and building-based initiative, named Star Teams. Star Teams develop and promote a number of initiatives to reduce carbon emissions including: participating in Earth Hour; educating and engaging with staff in sustainable work habits; identifying ideas and opportunities to reduce emissions and champion change; and participating in the Mobile Phone Muster. DPAC also continues to work with building owners to identify opportunities to improve the environmental performance of its leased buildings. The Department aims to reduce the average use of office space to 15m2 per person and looks for opportunities to achieve this goal. This initiative will result in reduced energy consumption. Building services upgrades are occurring at 144 Macquarie Street and 15 Murray Street. So far, new more energy efficient lifts and mechanical services have been installed and energy efficient T5 lighting is in the process of being installed at 144 Macquarie Street. These initiatives have resulted in significant reductions in energy use across the two properties.
88 Department of Premier and Cabinet - Annual Report 2013-14 Disability Action Plan
In response to the Tasmanian Disability Framework for Action 2013-2017, DPAC reviewed its existing Disability Action Plan, and prepared its Disability Action Plan 2014-2017. Preparation of the new Disability Action Plan involved staff from all areas of DPAC, as well as working with other Tasmanian Government agency colleagues and members of the Premier’s Disability Advisory Council (PDAC), to ensure that DPAC provides services and opportunities that enable people with disability to enjoy the same rights and opportunities as all Tasmanians. The Disability Action Plan 2014-2017 builds on lessons learned while implementing the first Disability Action Plan, and continues many initiatives that were started under the first plan. Importantly, responsibility for the actions is embedded in DPAC’s business planning and reporting processes, with key performance indicators and milestones clearly identified to help ensure success. The Disability Action Plan 2014-2017 covers four key areas for action: 1) access to services and programs; 2) access to employment opportunities, career development, retention and recruitment; 3) access to buildings, facilities, venues and off-premises events; and 4) access to information (printed materials, websites, audio and video). Access to services and programs
DPAC will continue to support the PDAC to work collaboratively, nationally and across Tasmanian Government agencies to implement the National Disability Strategy 2010-2020. DPAC will support agencies to implement and report on Tasmania’s obligations under the United Nations Convention on the Rights of Persons with Disabilities. DPAC has committed to:
review Tasmanian disaster relief and financial arrangements to ensure assistance arrangements are equitable in meeting the needs of people with disability recovering from a disaster; ensure the Engaging with People with Disability Toolkit has information that can help agencies consult meaningfully with people with disability; develop a whole-of-government Accessible Events Checklist for Government agencies; and review existing sport and recreation policies, programs and services to ensure the needs of people with disability are considered. Access to employment opportunities, career development, retention and recruitment
DPAC will continue to:
provide enhanced employment opportunities for people with disability; offer flexible work arrangements to assist people with disability and carers; report to the head of the State Service on employment outcomes for people with disability employed by the Tasmanian State Service; and use Disability Employment Service Providers to provide a pool of applicants for targeted programs and positions.
Department of Premier and Cabinet - Annual Report 2013-14 89 DPAC has committed to develop a Disability Recruitment Action Plan to support State Service agencies to recruit people with disability, including reviewing DPAC’s Statements of Duty to ensure accessibility, and to provide relevant support to managers and teams employing people with disability. Access to buildings, facilities, venues and off-premises events
DPAC will continue to ensure all office fit-outs undertaken within its leased premises comply with the Disability (Access to Premises – Buildings) Standards 2010, and is committed to undertaking workplace adjustments and modifications for the benefit of employees with disability. Prior to establishing new property leases for Ministerial and Electorate offices following the election in March 2014, DPAC assessed disability access issues and engaged with property owners to overcome any significant impediments. Constituents can now access their elected representatives in their electorate offices throughout Tasmanian regions without significant impediment. Access to information (printed materials, websites, audio and video)
DPAC will continue to implement the Tasmanian Government Web Accessibility Strategy and expand the accessibility features on the TasALERT emergency website: www.alert.tas.gov.au. The team managing the TasALERT emergency website has worked with TasDeaf to produce 12 Auslan videos providing key emergency preparedness information around bushfires, pandemics, tsunamis and storms. Additional videos are being developed for biosecurity, earthquake, energy emergencies, floods, landslides and terrorism. DPAC has also committed to finalise and roll out a set of Tasmanian Government icons that can be used on web or printed publications to help people better understand information. The Disability Action Plan 2014-2017 will help DPAC create an organisational culture that embraces diversity and recognises the benefits of improved participation of people with disability. It will help DPAC staff to better consider the needs of people with disability in the work they do, whether it is writing policies, implementing programs, delivering services, or working with other government agencies within Tasmania and other jurisdictions.
90 Department of Premier and Cabinet - Annual Report 2013-14 Departmental information
Information about the legislation we administer, right to information requests and publications.
Department of Premier and Cabinet - Annual Report 2013-14 91 Right to Information (RTI)
Number of Applications 1. Number of applications for assessed disclosure received 28 2. Number of applications for assessed disclosure accepted 25 Number of applications for assessed disclosure transferred or part transferred to 3. 3 another public authority 4. Number of applications withdrawn by the applicant 0 5. Number of applications for assessed disclosure determined 24 Outcome of Applications Number of determinations where the information applied for was provided in 1. 13 full Number of determinations where the information applied for was provided in 2. 5 part with the balance refused or claimed as exempt Number of determinations where all the information applied for was refused or 3. 4 claimed as exempt Number of applications where the information applied for was not in the 4. 2 possession of the public authority or Minister Reasons for Refusal Number of times where the following sections were invoked as reasons for refusing an application for assessed disclosure Refusal where information requested was not within the scope of the Act s.5, s.11, (s.5 – Not official business; s.11 – Available at Archives Office and s.17 – 0 s.17 Deferred) Refusal where information is otherwise available or will become otherwise s.9, s.12 0 available in the next 12 months s.10, s.19 Refusal where resources of public authority unreasonably diverted 0 Refusal where application repeated; or 0 s.20 Vexatious; or 0 Lacking in definition after negotiation 0 Exemptions Number of times where the following sections were invoked as reasons for exempting information from disclosure
s.25 Executive Council information 0 s.26 Cabinet information 0 s.27 Internal briefing information of a Minister 1 s.28 Information not relating to official business 0 s.29 Information affecting national or State security, defence or international relations 0 s.30 Information relating to the enforcement of the law 1 s.31 Legal professional privilege 1
92 Department of Premier and Cabinet - Annual Report 2013-14 s.32 Information relating to closed meetings of council 1 s.34 Information communicated by other jurisdictions 0 s.35 Internal deliberative information 4 s.36 Personal information of a person other than the applicant 0 s.37 Information relating to the business affairs of a third party 0 s.38 Information relating to the business affairs of a public authority 0 s.39 Information obtained in confidence 1 Information on procedures and criteria used in certain negotiations of public s.40 0 authority s.41 Information likely to affect the State economy 0 s.42 Information likely to affect cultural, heritage and natural resources of the State 0
Time to Make Decisions
1. Number of requests determined within the following timeframes (should also be the total number of applications determined as in question A5) 1 – 20 working days of the application being accepted 15 More than 20 working days of the application being accepted 9 2. Number of requests which took more than 20 working days to decide that 4 involved an extension negotiated under s.15(4)(a) Number of requests which took more than 20 working days to decide that 3. involved an extension gained through an application to the Ombudsman under 0 s.15(4)(b) 4. Number of requests which took more than 20 working days to decide that 1 involved consultation with a third party under s.15(5) Reviews Internal Reviews
Number of internal reviews requested in this financial year 3
Number of internal reviews determined in this financial year 3
Number where the original decision upheld in full 2
Number where the original decision upheld in part 1
Number where the original decision reversed in full 0
External Reviews (reviews by the Ombudsman)
Number of external reviews requested in this financial year 0
Number of external reviews determined in this financial year 1
Number where the original decision upheld in full 1
Number where the original decision upheld in part 0
Number where the original decision reversed in full 0
Department of Premier and Cabinet - Annual Report 2013-14 93 Legislation administered
Legislation administered by DPAC is listed below. All legislation, including any amending Acts, is available at the Tasmanian Legislation website www.thelaw.tas.gov.au. Premier Administrative Arrangements Act 1990 Administrative Arrangements (Miscellaneous Amendments) Act 1990 Anglican Church of Australia (All Saints Church) Act 1989 Anglican Church of Australia Constitution Act 1973 Anglican Church of Australia (Stanley Parsonage) Act 1984 Australia Acts (Request) Act 1985 ANZAC Day Observance Act 1929 Australia Acts (Request) Act 1999 Baptist Union Incorporation Act 1902 Churches of Christ, Scientist, Incorporation Act 1980 Churches of Christ Tasmania Act 1978 Church of England (Rectory of St. James the Apostle) Act 1980 Coastal and Other Waters (Application of State Laws) Act 1982 Constitution Act 1934 Constitutional Powers (Coastal Waters) Act 1979 Constitution (Doubts Removal) Act 2009 Constitution (State Employees) Act 1944 Constitution (Validation of Taxing Acts) Act 1991 Crown Servants' Reinstatement Act 1970 Daylight Saving Act 2007 Ex-Servicemen's Badges Act 1967 Glebe Lands Act 1865 Governor of Tasmania Act 1982 except in so far as it relates to the superannuation entitlements of the Governor (see Department of Treasury and Finance under the Treasurer) Hobart Hebrew Congregation Act 1958 Jim Bacon Foundation (Winding-up) Act 2013 Legislation Publication Act 1996 Legislative Council Elections Act 1999 National Broadband Network (Tasmania) Act 2010 Parliamentary (Disclosure of Interests) Act 1996 Parliamentary Privilege Acts 1858, 1885, 1898 and 1957 Parliamentary Salaries, Superannuation and Allowances Act 2012 except in so far as it relates to the superannuation entitlements of members of Parliament (see Department of Treasury and Finance under the Treasurer). Parliament House Act 1962
94 Department of Premier and Cabinet - Annual Report 2013-14 Police Service Act 2003 in so far as it relates to the office of Commissioner of Police (otherwise see Department of Police and Emergency Management under the Minister for Police and Emergency Management). Presbyterian Church Acts 1896 and 1908 Presbyterian Church of Australia Acts 1901 and 1971 Public Accounts Committee Act 1970 Public Works Committee Act 1914 except in so far as it relates to the conditions precedent to commencing public works (see Department of Treasury and Finance under the Treasurer). Roman Catholic Church Property Act 1932 Standard Time Act 1895 State Coastal Policy Validation Act 2003 State Policies and Projects Act 1993 except Part 4 and section 46 in so far as that section relates to Part 4 (see Department of Justice under the Minister for Planning). State Policies and Projects (Validation of Actions) Act 2001 State Service Act 2000 State Service (Savings and Transitional Provisions) Act 2000 Statutory Authorities Act 1962 Subordinate Legislation Committee Act 1969 Succession to the Crown (request) Act 2013 Tasmania Together Progress Board Repeal Act 2012 Tasmanian Community Fund Act 2005 Tsuneichi Fujii Fellowship Trust (Winding –Up) Act 2008 Uniting Church in Australia Act 1977 Year 2000 Information Disclosure Act 1999 Tasmanian Community Fund Act 2005
Minister for Aboriginal Aboriginal Land Council Elections Act 2004 Affairs Aboriginal Lands Act 1995 Native Title (Tasmania) Act 1994 Stolen Generations of Aboriginal Children Act 2006
Minister for Education Tasmanian Early Years Foundation Act 2005 and Training
Minister for Climate Change (State Action) Act 2008 Environment, Parks and Heritage
Department of Premier and Cabinet - Annual Report 2013-14 95 Minister for Planning and Burial and Cremation Act 2002 Local Government Dog Control Act 2000 Launceston Flood Protection Act 1977 Local Government Act 1993 Local Government (Highways) Act 1982 Local Government (Savings and Transitional) Act 1993 Ockerby Gardens Helipad Act 1999
New and amended Climate Change (State Action) Amendment Bill 2014 legislation The Tasmanian Climate Change Office worked on legislation to amend the Climate Change (State Action) Act 2008. The purpose of the Climate Change (State Action) Amendment Bill 2014 is to disband the Tasmanian Climate Action Council (the Council). The Bill delivers on the Government’s commitment to reduce the number of boards and committees. It was tabled in the House of Assembly on 5 June 2014. The Bill passed through the House of Assembly on 26 June 2014 and through the Legislative Council on 21 August 2014.
Succession to the Crown (Request) Act 2013 The Executive Division worked with the Australian Government and other states to consistently deal with changes made to this law in the United Kingdom. This involved facilitating the law relating to the effect of gender and marriage on royal succession so it was changed uniformly across Australia. This will ensure the Sovereign of Australia is the same person as the Sovereign of the United Kingdom.
Local Government Amendment (Mayoral Candidate Eligibility) Bill 2014 Currently under section 41(1)(b) of the Local Government Act 1993, a person is eligible to nominate as a candidate for the office of mayor or deputy mayor if the person has at any time been elected or appointed as a councillor of any council in the State for a period of at least 12 months. The Local Government Amendment (Mayoral Candidate Eligibility) Bill 2014 removes this subsection, which has the effect that any person is eligible to nominate as a candidate for mayor or deputy mayor, provided that they are eligible to nominate as a candidate for councillor under Part 15 of the Act.
Local Government (Miscellaneous Amendments) Act 2013 The Act, which received Royal Assent on 19 November 2013, provided an improvement in local government financial and asset management capacity and practices; councils with the power to take action to rectify issues with dilapidated buildings; and enhanced powers for councils to deal with local nuisances. The Act also provided minor changes to some of the local government electoral provisions and clarity to a number of other provisions contained within the Local Government Act 1993. Amendments were also made to the Local Government (General) Regulations 2005 relating to variation factors associated with local government rates. The Local Government Division also facilitated Ministerial Orders relating to transferring land to councils for unpaid rates and Governor’s orders concerning reductions in councillor numbers. Repealed legislation Nil
96 Department of Premier and Cabinet - Annual Report 2013-14 Other Forestry (Rebuilding the Forest Industry) Bill 2014 DPAC supported other agencies including State Growth and DPIPWE with drafting this Bill to establish a structure for land management that recognises the importance of striking a balance between conservation outcomes and the opportunity for sustainable economic growth. Pulp Mill Assessment Amendment Bill 2014 DPAC worked with DPIPWE to amend the Pulp Mill Assessment Act 2007 to extend the period in which the Pulp Mill Project must be substantially commenced. State Service Regulations 2011 In December 2013, the State Service Regulations 2011 were amended to allow for the timeframe under Regulations 38 and 39, which deal with reviews of decisions made in relation to appointment or employment, to be extended by public holidays falling within the period. Minor changes were also made to reflect governance changes made to the State Service Act 2000 early in 2013, allowing powers previously conferred on the Minister administering the State Service Act to be held by the Employer.
Launceston Flood Risk Management Bill 2014
Although not passed, The Local Government Division worked on this Bill with the Launceston City Council and the Launceston Flood Authority.
Department of Premier and Cabinet - Annual Report 2013-14 97 Departmental publications
The following publications were produced by the various operating units of the Department of Premier and Cabinet during 2013-14 and are available from the: STORS website at www.stors.tas.gov.au appropriate divisional DPAC websites linked from www.dpac.tas.gov.au or by contacting: Corporate Services Division Level 6, 15 Murray Street Hobart Tasmania 7000 Telephone: (03) 6270 5482 Email: [email protected]
Title Business Unit Date
Building for bushfire: planning and building in bushfire-prone areas OSEM Dec 2013
Climate Smart Tasmania: a 2020 climate change strategy TCCO Nov 2013
Consultation report: Tasmanian Government multicultural policy review CSRT Jan 2014
DPAC Annual Report 2012-13 CSD Oct 2013
DPAC Strategic Plan 2013-16 CSD Aug 2013
Discounts and Concessions Guide 2013-14 CSRT Jul 2013
Dog Control Act 2000 issues paper LGD Sep 2013
Easy English handbook CMU Jan 2014
George Town Council elector petition report to the Minister for Local LGD Dec 2013 Government
Indexes to the Legislation of Tasmania 2014 OPC Jan 2014
Local Government Board review of councillor numbers 2013 LGD Oct 2013
Local Government Board review of councillor numbers 2014 LGD Jun 2014
Local Government Division data management plan LGD Jul 2013
Local government performance report 2012-13 financial year LGD Mar 2014
Local government role assessment: interim report LGD Dec 2013
Review of recovery arrangements: learnings from the 2013 bushfire OSEM Jun 2014 recovery
Social inclusion initiatives: funding to the community Policy Jan 2014
98 Department of Premier and Cabinet - Annual Report 2013-14 Title Business Unit Date
Social inclusion progress: implementation of strategies Policy Jan 2014
TasALERT style guide CMU Jan 2014
Tasmanian bushfires 2013 information sheet: children and traumatic OSEM Jan 2014 events
Tasmanian bushfires 2013 information sheet: coping with disaster OSEM Jan 2014
Tasmanian bushfires 2013 information sheet: keeping healthy in times of OSEM Jan 2014 stress
Tasmanian bushfires 2013 information sheet: relationships after traumatic OSEM Jan 2014 events
Tasmanian bushfires 2013 information sheet: teenagers and traumatic OSEM Jan 2014 events
Tasmanian bushfires 2013 information sheet: sleep and crisis OSEM Jan 2014
Tasmanian bushfires 2013 information sheet: stress after a disaster OSEM Jan 2014
Tasmanian bushfires 2013 information sheet: when someone you know has OSEM Jan 2014 been through a traumatic experience
Tasmanian Government icons style guide CMU May 2014
Tasmanian Government multicultural policy CSRT Feb 2014
Tasmanian Government Stats Matter strategy OeG Jul 2013
Tasmanian greenhouse gas accounts: state greenhouse gas inventory TCCO Jun 2014 2011-12
Tasmanian National Youth Week report 2013 CSRT Jul 2013
Tasmanian National Youth Week report 2014 CSRT Jun 2014
Tasmanian State Service Annual Report 2012-13 SSMO Oct 2013
The Training Consortium member’s Annual Report 2013 SSMO Sep 2013
Treaties policy and procedures manual version 3 Policy Jun 2013
Transition to long-term recovery OSEM May 2014
Writing guide, The PSU Oct 2013
Department of Premier and Cabinet - Annual Report 2013-14 99 Websites
The code-base and underlying infrastructure of the sites listed below are maintained by Corporate Services: www.egovernment.tas.gov.au eGovernment www.communications.tas.gov.au Tasmanian Government Communications www.pandemic.tas.gov.au Human Influenza Pandemic www.dpac.tas.gov.au DPAC public site www.linkzone.tas.gov.au Linkzone www.earlyyears.org.au Tasmanian Early Years Foundation www.earnyourstars.tas.gov.au Earn Your Stars www.premier.tas.gov.au Premier’s site www.jimbaconfoundation.tas.gov.au Jim Bacon Foundation www.people.tas.gov.au People Directions www.concessions.tas.gov.au Tasmanian Concessions Guide www.tashelpinghands.org.au Tasmania’s Biggest Job www.jobs.tas.gov.au Jobs: Careers with the Tasmanian Government site www.budget.tas.gov.au Budget site www.tasmaniaday.tas.gov.au Tasmania Day www.publicinfo.tas.gov.au Public Information site www.tmd.tas.gov.au TMD public site www.statesecurity.tas.gov.au State Security site www.thelaw.tas.gov.au Tasmanian Government Legislation www.psmprogram.tas.gov.au Public Sector Management Program www.tascomfund.org Tasmanian Community Fund www.gazette.tas.gov.au Tasmanian Government Gazette online Lobbyists.dpac.tas.gov.au Register of lobbyists www.ttc.tas.gov.au The Training Consortium website www.bushfirerecovery.tas.gov.au Tasmanian Bushfire Recovery
100 Department of Premier and Cabinet - Annual Report 2013-14 Our people and policies
The following pages provide an overview of the Department’s staffing profile and employment policies including: staffing information; employee statistics for DPAC and Ministerial and Parliamentary Support offices; human resource-related activities; and DPAC’s superannuation certificate.
Department of Premier and Cabinet - Annual Report 2013-14 101 Staffing information
As at 30 June 2014 DPAC employed 331 (311.5 FTEs) employees, while 136 (130.4 FTEs) employees were employed in Ministerial and Parliamentary Support offices. This includes Tasmanian State Servants (TSS) and non-Tasmanian State Servants (non-TSS) but excludes casual employees. The figures are presented below in two groups: DPAC; and Ministerial and Parliamentary Support offices. DPAC Staff
Divisions Headcounts FTEs Non- Non- TSS Total TSS Total TSS TSS Community Development Division 40 0 40 37.9 0 37.9
Corporate Services Division 47 0 47 45.6 0 45.6
DPAC General 2 0 2 2 0 2
Executive Division 34 0 34 31.1 0 31.1
Government Courier Services 7 0 7 7 0 7
Local Government Division 13 0 13 11.8 0 11.8
Office of eGovernment (now includes 9 0 9 8.52 0 8.52 Tasmania Together Unit)
Office of Parliamentary Counsel 15 0 15 13.2 0 13.2
Office of Security and Emergency Management (previously Bushfire Recovery 5 0 5 4.6 0 4.6 Unit)
Policy Division 21 0 21 19.98 0 19.98
Service Tasmania Unit 11 0 11 10.56 0 10.56
Social Inclusion Unit 4 0 4 3.6 0 3.6
State Service Management Office 23 0 23 22.3 0 22.3
Tasmanian Climate Change Office 9 0 9 8 0 8
TMD 85 0 85 80.2 0 80.2
Leave Without Pay (LWOP) 6 0 6 5.1 0 5.1
Total 331 0 331 311.5 0 311.5
The number of employees has remained relatively stable during the year changing from 309.5 FTEs in 2013 to 311.5 FTEs in 2014.
102 Department of Premier and Cabinet - Annual Report 2013-14 Employee statistics - DPAC
DPAC employees by gender and employment status Employees as at 30 June 2014 by Gender and Employment Status DPAC employs more women than men. 59 per cent of all staff are women and 11% Male (Permanent) 41 per cent of all staff are men. Male (Fixed Term) The majority of all staff are 30% employed on a permanent 50% Female (Permanent) basis. 9% Female (Fixed Term)
DPAC employees by full- time/part-time employment Employees as at 30 June 2014
Full Time vs Part Time Twenty per cent of the DPAC workforce is employed on a part-time basis. 18% Male (Full Time) The majority of part-time 39% Male (Part Time) employees are women. Female (Full Time)
41% Female (Part Time) 2%
DPAC employee profile by age Employees as at 30 June 2014 by Age Group The age profile of DPAC staff 35 has remained constant from 30 2012-13. 25 20 Over 30 per cent of DPAC 15 employees are aged between Male 10 50 and 59 years. 5 Female 0 15- 20- 25- 30- 35- 40- 45- 50- 55- 60- >65 19 24 29 34 39 44 49 54 59 64
Age Group
Department of Premier and Cabinet - Annual Report 2013-14 103 DPAC employees by salary range Employees as at 30 June 2014
by Salary Range The average full-time salary is 60 $89 626. 50
40 30 20 Male 10 Female 0
130K+ 40-49K 50-59K 60-69K 70-79K 80-89K 90-99K 100-109K 110-119K 120-129K Salary Range
DPAC average sick leave Employees Average Sick Leave Days (excluding carers’ leave)
13.00 The average amount of sick leave taken has risen in the last 10.00 year. 7.00 Ave Sick (Days) 4.00
1.00 2011-12 2012-13 2013-14 Year
Recreation and Long Service DPAC leave liability 2012 2013 2014 Leave (as at 30 June)
Average number of days 19 17.2 15.5 Leave liability per employee has recreation leave per employee decreased marginally during Employees with > 40 days 2013-14. 20 14 12 recreation leave1 Average number of days LSL per employee with a minimum 53.0 52.7 52.0 of 10 years service2 Employees with >100 days LSL 1 1 1
Notes: 1. Performance measure changed from greater than 20 days to greater than 40 days in line with legislative requirements. 2. Performance measure changed to reflect the fact that while all staff can accrue Long Service Leave (LSL), only staff of more than 10 years of service can access their LSL.
104 Department of Premier and Cabinet - Annual Report 2013-14 DPAC staff movements Staff movements 2013-14 Number of employees on fixed-term transfers to 11 DPAC as at 30 June Number of employees on fixed-term transfers/ 8 secondment out of DPAC as at 30 June Number of new appointments – permanent 12 Number of new appointments – fixed-term 37 Number of resignations 15 Number of retirements (including ill health retirements) 4 Number of end of contracts 8 Number of voluntary redundancies 5 Number of transfers/promotions to other agencies 18
Department of Premier and Cabinet - Annual Report 2013-14 105 Key management personnel compensation
The following details the Department’s remuneration arrangements for all Executive Group personnel: Remuneration is in line with statutory and Senior Executive service arrangements. There is a base salary and superannuation payments. Other than statutory annual and Long Service Leave arrangements, there are no other retirement benefits. An executive vehicle is provided for personal and business use with access to parking during business hours. A mobile phone is provided for business and limited private use. The following table of benefits and payments details the components of remuneration for each member of Executive Group for the financial year:
Table of benefits and payments for the year ended Short-term Long-term benefits Total 30 June 2014 for executive management employment benefits personnel FTE Actual Other1 Super- LSL2 Salary Salary annuation
$’000 $’000 $’000 $’000 $’000 $’000
Greg Johannes Appointed Secretary 3 April 2014 2014 420 103 4 10 21 138
Deputy Secretary (Policy) 2014 224 168 11 16 35 230 2013 220 220 18 20 15 273
Rhys Edwards Ceased as Secretary 2 April 2014 2014 420 317 14 39 7 377 2013 412 412 30 51 29 522
Rebekah Burton Deputy Secretary 2014 214 214 17 27 -1 257 2013 210 210 17 26 13 266
Michael Stevens Appointed Deputy Secretary (Corporate) 2014 204 57 5 7 1 70 21 March 2014 2013 N/A N/A N/A N/A N/A N/A
Tim Bullard Appointed Deputy Secretary (Policy) 2014 204 48 4 4 0 56 8 September 2014 – Acting since7 April 2014 2013 N/A N/A N/A N/A N/A N/A
Frank Ogle Director – State Service Management Office – 2014 204 48 3 6 0 57 Joined Executive Group 7 April 2014 2013 N/A N/A N/A N/A N/A N/A
Phil Foulston Director – Executive Division 2014 154 154 13 20 -1 186 2013 151 151 20 19 11 201 Note: 1. Includes reportable fringe benefits for motor vehicles, ICT and phone 2. Includes movements in Long Service Leave entitlements
106 Department of Premier and Cabinet - Annual Report 2013-14 Employee statistics - Ministerial and Parliamentary Support offices
Headcounts FTEs Offices Non- TSS Non-TSS Total TSS Total TSS Government Ministerial and 0 96 96 0 92.6 92.6 Electorate Offices
Labor Opposition Office and 0 18 18 0 16 16 Electorate Offices
Tasmanian Greens Electorate 0 4 4 0 3.8 3.8 Offices
Ministerial Drivers 14 0 14 14 0 14
Other Government Offices 0 4 4 0 4 4
Leave Without Pay (LWOP) 0 0 0 0 0 0
Total 14 122 136 14 116.4 130.4
Ministerial and Parliamentary Employees by Headcount & FTE Support - employees as at June 2012- June 2014 30 June 2014 by FTEs and headcounts 165 160 155 Total 150 Number of 145 Employees 140 Total 135 Number of 130 FTEs 125 30-Jun-12 30-Jun-13 30-Jun-14 Year
Department of Premier and Cabinet - Annual Report 2013-14 107 Ministerial and Parliamentary Employees as at 30 June 2014 Support - employees by by Gender and Employment Status gender and employment status Male (Permanent) Ministerial offices have a high 10% proportion of fixed-term 53% Male (Fixed Term) employees as most are employed for the term of the Female (Permanent) Government. 37% Female (Fixed Term)
0%
Ministerial and Parliamentary Employees as at 30 June 2014 Support – employees by full- Full Time vs Part Time time/part-time employment The majority of Ministerial Male (Full Time) and Parliamentary Support 7% staff are employed on a 46% full-time basis. Male (Part Time)
46% Female (Full Time)
Female (Part Time)
1%
Ministerial and Parliamentary Support - employee profile by age
Ministerial and Parliamentary Support staff have a lower age profile than DPAC generally.
108 Department of Premier and Cabinet - Annual Report 2013-14 Ministerial and Parliamentary Employees as at 30 June 2014 Support - employees by by Salary Range salary range 60 50 The average full-time salary is 40 $91,693. 30 Male 20 Female 10
0
130K+ 40-49K 50-59K 60-69K 70-79K 80-89K 90-99K 100-109K 110-119K 120-129K Salary Range
Ministerial and Parliamentary Employees Average Sick Leave Days Support - average sick leave (excluding carers leave) 7.00
6.00 The average amount of sick leave taken has decreased in 5.00 the last year. Ave Sick 4.00 (Days)
3.00
2.00 2011-12 2012-13 2013-14 Year
Recreation and Long Service Ministerial and Parliamentary 2012 2013 2014 Support - leave liability Leave (as at 30 June) Average number of days 20.3 19.5 10 recreation leave per employee Employees with > 40 days 15 12 4 recreation leave1 Average number of days LSL per employee with a minimum 61.8 60.1 53.63 of 10 years service2 Employees with >100 days LSL 0 0 0 Notes: 1. Performance measure changed from greater than 20 days to greater than 40 days in line with legislative requirements. 2. Performance measure changed to reflect the fact that while all staff can accrue Long Service Leave (LSL), only staff of more than 10 years of service can access their LSL.
Department of Premier and Cabinet - Annual Report 2013-14 109 Ministerial and Parliamentary Staff movements 2013-14 Support - staff movements Number of employees on secondment to MPS as at 23 30 June Number of new appointments (including secondments) 128 Number of resignations 22 Number of retirements 2 Number of end of contracts 111 Number of terminations (redundancy) 6 Number of terminations (non-redundancy) 0
110 Department of Premier and Cabinet - Annual Report 2013-14 Human resources activities Recruitment policies and programs
DPAC aims to be an ‘employer of choice’ by offering current and prospective employees challenging and rewarding employment opportunities and by applying contemporary employment practices. Recruitment practices and procedures are conducted in accordance with the State Service Act 2000, including the State Service Employment Directions. DPAC has in place an Establishment Management Policy which strengthens the Department’s vacancy control processes. DPAC has also continued to provide family-friendly employment options through a variety of flexible working arrangements including part-time employment, flexible working hours, working from home, leave without pay, flexible work agreements and access to the State Service Accumulated Leave Scheme and the Purchased Leave Accumulation Scheme. Performance management
DPAC is committed to being a challenging and supportive place to work and a place that develops and supports its people. The Performance Management and Development (PMD) Program continues to provide a mechanism to assess employee performance, identify tasks that employees need to undertake over the coming year, develop plans to further develop capabilities and potential, and reward good performance. The intent of the PMD program is to: integrate corporate, division and individual planning and performance management; identify the standards of performance expected from employees; improve communication at all levels; provide regular documented feedback on performance to all employees; identify and address under performance; and recognise and reward effective and high performance. The PMD process is fundamental to ensuring staff in DPAC are given every opportunity to develop their skills and potential to deliver on the Department’s goals. During the year, 308 staff have participated in a formal Performance Management Development review. The overall percentage of staff in DPAC who have participated in a formal Performance Management Development review is 96 per cent. Workplace diversity
DPAC has had a Workplace Diversity Plan in place over a number of years which aims to achieve a harmonious and productive workplace. A revised plan was implemented on 24 June 2014. Internal grievance procedures
DPAC’s grievance policy and procedure incorporates the principles of natural justice and is designed to address grievances at the earliest possible stage to avoid an escalation to a formal grievance process. It is expected that through consultation, cooperation and discussion, amicable resolutions will be achieved.
Department of Premier and Cabinet - Annual Report 2013-14 111 Occupational health and safety strategies
DPAC is committed to providing a workplace that is safe and healthy and promotes health and wellbeing for all employees, contractors and consultants. The objective is to minimise the risk of death or injury to departmental employees, consultants and contractors through: safe workplaces; safe and healthy work systems; staff being aware of, understanding, supporting and being committed to the health and safety of themselves and other employees; and complying with legislative requirements relating to health and safety of staff in the workplace. Performance measures
The following measures are indicators of the Department’s success in actively providing a safe and healthy work environment: DPAC
Measure June 2013 June 2014
Number of incidents reported 10 301
Number of workers’ compensation claims 5 7
Number of employees participating in OHS health and wellbeing 161 122 activities
Number of First Aid Officers 23 25
Number of employees participating in flu vaccine program 197 170
MPS
Measure June 2013 June 2014
Number of incidents reported 10 161
Number of workers’ compensation claims 2 4
Number of employees participating in OHS health and wellbeing 23 6 activities
Number of First Aid Officers 7 2
Number of employees participating in flu vaccine program 37 22 Note: 1. Increase in incidents is due to motor vehicle accidents being included this financial year.
112 Department of Premier and Cabinet - Annual Report 2013-14 Workers’ compensation claim statistics Number of claims by 2010-11 2011-12 2012-13 2013-14 year of injury
DPAC 7 5 5 7
MPS 1 1 3 4
Total 8 6 8 11
Department of Premier and Cabinet - Annual Report 2013-14 113 Superannuation Certificate
I, Eric Gregory Johannes, Secretary, Department of Premier and Cabinet, hereby certify that the Department of Premier and Cabinet has met its obligations under the Commonwealth Superannuation Guarantee (Administration) Act 1992 in respect of those employees of the Department who are members of the following complying superannuation schemes to which this department contributes: AGEST AMP Custom Super AMP Flexible Lifetime Super AMP Flexible Super AMP Mobile Super AMP Retirement Savings Account AMP Society AMP Superleader Plan AXA Australia Asgard Super Account Australian Catholic Superannuation and Retirement Fund Australian Ethical Super Fund AustralianSuper ANZ Smart Choice Superannuation Avanteos Superannuation Trust BT Business Super BT Super Wrap Personal Super Plan BT Super for Life Savings Bendzulla Family Superannuation Fund Braemar Super Fund Bretos Project Management Super Fund Care Super CBUS Super CFM Retirement Fund Colonial First State Rollover and Super Fund Colonial First State First Choice Employer Super Colonial First State First Choice Personal Super Colonial First State First Choice Wholesale Personal Super Colonial Portfolio Services Ltd Comet Super Fund Commonwealth Personal Super Fund Commonwealth Essential Super
114 Department of Premier and Cabinet - Annual Report 2013-14 Comsuper Energy Super First State Super First Super Flourishing Super Fund The Trustee for the Ford Andrews Super FSP Super Fund Generations Personal Super Gordon Family Super Fund Hesta Super Host Plus Super ING Direct Superannuation Fund IOOF Portfolio Service Employer Super IOOF Portfolio Service Personal Super Investment Exchange Retirement Service JM & NL Mason Super Fund Kinetic Super The Trustee for the Kiste Super Fund Legal Super Legal & General Life Australia Ltd The Trustee for the Long and Strong Super Fund The Trustee for the Mitchell Family Super Fund MLC MasterKey Super MLC MasterKey Business Super MLC Navigator Super The Trustee for the Murrell Super Fund National Flexi Super Plus Nationwide Superannuation Fund Netwealth Super Accelerator – Personal Super Norwich Union Personal Super OnePath Corporate Superannuation MasterTrust Open 21 Pty Ltd Super Fund Paul Smith Super The Trustee for the PCD Superannuation Fund The Trustee for the Penguin Ethical Super Fund Perpetual Trustees Ltd Perpetual's Select Superannuation Plan
Department of Premier and Cabinet - Annual Report 2013-14 115 Powerwrap Master Plan QSuper Accumulation Account Quadrant Super Scheme R & JN Super Fund REI Super REST Personal REST Employer Sponsored Division Retirement Savings Account Russell SuperSolution Master Trust The Trustee for the S&L Wiggins Super Fund Smartsave Members Choice Superannuation Master Plan Summit Master Trust (Personal Super Plan) Sunsuper Superannuation Fund TPF & CNom Spectrum Tabe Family Super Fund Tasplan Super Telstra Super Scheme Tronson Superannuation Fund The Trustee for the Underwood Super Fund UniSuper VicSuper Vision Super Westpac Personal Superannuation Fund Zurich Superannuation Plan
These are the only complying superannuation schemes (other than those established under the provisions of the Retirement Benefits Act 1993 and the Public Sector Superannuation Reform Act 1999) to which this department makes employer superannuation contributions.
Greg Johannes Secretary Department of Premier and Cabinet 30 June 2014
116 Department of Premier and Cabinet - Annual Report 2013-14 Public access to agency decision-making
Members of the public are able to seek input into DPAC’s decision-making process either by invitation to comment on Government policy development or by direct contact with the Minister and/or the Secretary. DPAC’s website details the functions and purpose of each business unit and the contact details and addresses for sub-units. DPAC maintains the Tasmanian Government Directory, an online telephone and email address listing for most Government employees and organisations enabling easy access to employees within the Department and the wider Tasmanian State Service. A variety of mechanisms are available to members of the public to inquire into decisions of the Department. These include the: Secretary, Department of Premier and Cabinet (for matters relating to all decisions of the Department); State Service Management Office (for matters relating to State Service employment); Ombudsman Tasmania (for administrative matters including Right to Information and personal information); Tasmanian Integrity Commission (for matters relating to conduct of public officials); and Tasmanian Auditor-General (for matters relating to the financial and operational performance of the Department). Employee participation in industrial relations matters
Employees are kept informed of all matters relating to their employment through a variety of media including interaction with their managers, staff information sessions, and general advice and information on DPAC’s intranet site (ipac). Active staff consultation is undertaken when there is likely to be changes to the workplace which impact on individuals and/or their employment conditions. The Public Interest Disclosure Act 2002 provides for all officers and employees of the Department to report improper conduct to a departmental Public Interest Disclosure officer. There were no public interest disclosures in the reporting period.
Department of Premier and Cabinet - Annual Report 2013-14 117 Asset management, pricing and risk management policies Major capital projects
There were no major capital works projects undertaken during the 2013-14 reporting period. Asset management policies
DPAC (excluding TMD) records heritage items and purchases of equipment, furniture and fittings with a value greater than $10,000 as assets. Purchases of items valued at less than $10,000 are recorded as expenses. For business purposes, TMD maintains an asset recognition threshold of $1,000. The financial statements for 2013-14 are reported on an accrual basis, and contain full details of DPAC’s asset management policies as notes to the statements. Assets are recognised and valued on an individual basis as follows: Non-current physical assets are valued in accordance with AASB 113, Fair value measurement and Treasurer's Instructions. Minor equipment and other non-current assets are valued at cost. The written-down book value of assets is determined by depreciating assets over the period of their expected useful economic life, using the straight-line method. The useful economic life is three to five years depending on the asset and depreciated in the year of acquisition or from the time the asset is ready for use. Heritage assets are not depreciated. Leasehold improvements are amortised over the lease period of the property.
Pricing policies for goods and services
DPAC’s pricing policy is based on full-cost recovery. Full cost includes direct salaries, employer superannuation contributions, payroll tax, all operating expenditure, rental, fringe benefits tax, provision for annual and long service leave entitlements and in some cases provision for capital reinvestment. TMD charges for telecommunications and computing services. The Office of the Parliamentary Counsel charges for drafting services as follows: off budget or statutory authorities; legislation that is part of a major project which will result in a direct financial return to the State; where external funding is available; when there is a major review of legislation or subordinate legislation; when there is inadequate lead time for the drafting task; where an otherwise chargeable job is discontinued; and when a job changes from being non-chargeable to chargeable. The Training Consortium, incorporated within the State Service Management Office, charges on a full-cost-recovery basis for training services.
118 Department of Premier and Cabinet - Annual Report 2013-14 Service Tasmania receives funding from Tasmanian Government departments, Government Business Enterprises, other external organisations including Marine and Safety Tasmania, local government, Australian Government agencies and the private sector for services delivered through Service Tasmania shops.
Risk management policies
As part of DPAC’s risk management strategy the following activities were undertaken during 2013-14: purchase of insurance through the Tasmanian Risk Management Fund to mitigate against financial risk; requiring all landlords and building managers of DPAC-leased premises to minimise risk to buildings from the elements and intrusion; maintenance of budgetary control by using regular monitoring and reporting, and providing advice to managers; holding Audit Committee meetings to discuss risk mitigation strategies; continuing the internal audit program focussing on medium and high-risk areas; and updating the Risk Management Framework for DPAC, re-assessing Departmental risks, and, where appropriate, implementing mitigating strategies.
Department of Premier and Cabinet - Annual Report 2013-14 119 Contributions and grants
The Premier, Ministers and DPAC often receive requests for financial assistance from a variety of organisations within the community. Allocation of funding is made from funds appropriated to the Department for specific grant programs or to fund grants of a miscellaneous nature that do not readily fall within the responsibility of other government agencies. The amounts noted are GST exclusive where applicable.
120 Department of Premier and Cabinet - Annual Report 2013-14 Summary
Program
Premier’s Discretionary Fund $472,032 Government Donations and Appeals Fund $280,914 Australia Day grants $9,232 Climate Change grants - ClimateConnect $61,424 - Earn Your Stars $51,940 - other $990 Community Development Division grants - Communities of interest $817,541 - Office of Aboriginal Affairs $344,000 - other $609,836 Local Government grants $82,500 Social Inclusion grants - Emergency Relief $862,174 - Family Assistance Program $350,000 - Food Vans Program $90,000 - Housewarming Program $511,884 - No Interest Loans Scheme (NILS) Network $479,999 - Volunteering Tasmania $276,594 - Wheels for Work and Training $316,544 - other $168,456 Tasmanian Bushfire Recovery grants $280,000 University Scholarships $130,000 Other Contributions $250,000
TOTAL $6,446,060
Department of Premier and Cabinet - Annual Report 2013-14 121 Premier's Discretionary Fund
The Premier’s Discretionary Fund is maintained to allow the Premier to meet requests not exceeding $10,000 to provide financial assistance to groups or individuals. The funding is designed to support valued community and cultural activities with national, statewide or local significance.
Premier’s Discretionary Fund - recipients
$ Organisation Purpose
Ambler, Kate $500 towards costs for her son to represent Australia in the 2013 International Futsal
Championships in Spain
Apex Trampoline Club $3,000 towards improved safety measures for members and competitors
Attfield, CSP and JM $200 towards costs for their son to play in the under12 Football Federation Tasmanian team
at a tournament in Korea in 2013
Australian Alpaca Association Ltd - $1,000 towards the 2013 Showcasing Alpaca event Tasmanian Region
Australian Institute for Patient and Family $10,000 towards presenting the healthcare play 'Hear Centred Care Me' in Tasmanian hospitals
Australian Power Boat Association - $400 towards the Council’s work with junior racers Tasmanian Council
Australian Tenpin Bowling Seniors $1,000 towards the 2014 National Tenpin Bowling Organisation - Tasmanian Division Championships
Bowls Past Presidents Association $1,000 towards transport to and from the 2014 North versus South Challenge
Bracknell Boys and Girls Club $1,500 towards gym equipment at the Bracknell Community Hall
Brighton Bowls Club $10,000 towards removal of the existing bowling green
Brighton Bowls Club $10,000 towards installing a new synthetic bowling green
Brighton Council $1,000 towards equipment for the Community Blitz Program
Buckingham Bowls Club $2,000 towards a new synthetic bowling green
Bugden, Joseph $4,000 towards producing the opera 'The Call of Aurora'
122 Department of Premier and Cabinet - Annual Report 2013-14 Premier’s Discretionary Fund - recipients
$ Organisation Purpose
Bungawitta Child Care Centre $1,683 towards replacing fencing
Burnie Primary School $2,000 towards a new cricket pitch
Burnie Rugby Union Club $1,500 towards a storage shed for Club equipment
Campania Associazione Della Tasmania $1,000 towards a 2013 event at the Australian Italian Club
Carrick Park Pacing Club $3,000 towards the Club's 100th anniversary events in February 2014
Channel History Museum $1,600 towards purchasing a vintage tractor
Chinese Community Association $3,000 towards the 2014 Chinese New Year celebrations
Claremont College $500 towards the Devil Robotics Team participating in the 2013 FIRST Robotics National Competition
Claremont Emeralds Cheerleading $2,000 towards participating in the 2014 Asia Pacific Challenge cheerleading competition
Claremont Goodstart Early Learning Centre $1,220 towards the protection of the Centre's mural
Clarence PCYC $4,000 towards Cobras Boxing Club members participating in the 2014 National Boxing Championships
Cleary, Joshua $300 towards competing with the Australian Boomerangs basketball team at the 2013 World Championships in Turkey
Coal River Valley Historical Society $9,600 towards a business plan for Oak Lodge
Coal River Valley Historical Society $1,000 towards finalising the Oak Lodge business plan
Colony 47 Inc $2,000 towards upgrading the Eureka Clubhouse Canteen
Common Ground Tasmania $500 towards artwork at the Goulburn Street complex
Craig Clifford Medical Research $300 towards the 2013 Rainbow Ball fundraiser for the North-West Medical Research Fund
Department of Premier and Cabinet - Annual Report 2013-14 123 Premier’s Discretionary Fund - recipients
$ Organisation Purpose
Cradle Coast Mountain Bike Club $5,000 towards the Dial Range Mountain Bike Track redevelopment
Crime Stoppers Tasmania $2,000 towards hosting the Crime Stoppers Australia 2013 National Conference
Derwent Valley Community House $2,500 towards a coffee machine for barista training and fundraising
Devonport Playcentre $2,000 towards general costs, including those associated with upgrades to the Centre
Dogs' Homes of Tasmania $5,000 towards barriers between yards at the Hobart Dogs' Home
Dorset Council $500 towards the 2014 Winnaleah Community event
Encore Theatre Company $2,500 towards a specialised music keyboard
Enormity Inc $2,000 towards Santa Runs in 2013 to raise funds for children's charities
Everything Everything $300 towards the book Old Sea Dogs of Tasmania
Festival of Golden Words $10,000 towards the inaugural festival in 2014
Festival of Voices $5,800 towards the inaugural Disruptive festival of ideas in July 2013
Food Alliance of Tasmania $1,000 towards hosting the 2014 National Community Gardens Conference
Football Federation of Tasmania $5,000 towards the cost of hosting A-League games on 29 September 2013
Franklin Historical Group $1,000 towards information panels for the social history project
Franklin Primary School $5,650 towards the Big Tree redevelopment work
Franklin Working Waterfront Association $3,500 towards developing a business plan
Geeveston Community Centre $2,000 towards the Lightwood Community Workshop initiative
Geeveston Community Centre $200 towards printing costs
124 Department of Premier and Cabinet - Annual Report 2013-14 Premier’s Discretionary Fund - recipients
$ Organisation Purpose
George Town Ambulance Service $5,000 towards a new training mannequin
George Town Child and Family Care Centre $2,934 towards equipment for children with additional needs
George Town Scout Group $2,000 towards upgrading the Scouts Hall
Gilbert Guitars $3,500 towards the cost of materials to provide guitars for Wolf Mail’s 2013 Australian Tour
Glenorchy RSL Bowls Club $2,000 towards the Club's operational costs in 2013
Goodwood Off-Road Model Car Club $2,000 towards building a new spectator and controller stand
Goodwood Primary School $1,555 towards installing a new flagpole
Harrison, Callum $500 towards participating in the AFL Flying Boomerangs international tour to South Africa in 2013
Hobart Legacy $1,400 towards the 90th anniversary of Legacy in Australia
Hobart Machine Embroidery Group $300 towards a new printer
Hobart University Judo Club $200 towards Laura Buissink participating in the 2013 World Judo Cadet Championships in USA
Huon Eldercare $10,000 towards improvements to the Esperance Multipurpose Centre
Huon Valley Producers' Network $2,500 towards a workshop for new producers
Hobart Archers Club $6,000 towards new target butts
Hobart Women's Shelter $2,000 towards the inaugural Health Gathering for women from culturally and linguistically diverse backgrounds
Huonville Bowls Club $3,600 towards new scoreboards
Huonville High School $6,700 towards a new sound system to be shared with Huonville Primary School
Jones, Kate $300 towards competing with the Australian Karate Team at the 2013 Commonwealth Championships in Montreal
Department of Premier and Cabinet - Annual Report 2013-14 125 Premier’s Discretionary Fund - recipients
$ Organisation Purpose
King Island Council $5,000 towards the Currie Roundabout Project
Kings Meadows Bowls Club $10,000 towards installing disability accessible toilets
Kingsley, Mark $500 towards the cost of his son representing Australia in the 2013 International Mirror Sailing Championships in Ireland
Kingborough Netball Association $600 towards hosting the 2013 State Junior Netball Carnival
Kingston Blues Netball Club $200 towards costs to transport the under19 team to the State Grand Final
Launceston City Council $2,000 towards a commemorative plaque in honour of composer Peter Sculthorpe
Launceston Workers' Club $5,000 towards upgrading the Club’s premises
Lindisfarne Junior Football Club $500 towards medallions for players
Lindisfarne Tennis Club $770 towards developing a business plan
Longford PCYC $3,000 towards repairs to the Club's building
MacKillop Catholic College $200 towards starting a partnership program with the Marobo community in Timor-Leste
Manning, Natalie $1,200 towards attending the Western Australian Screen Awards after her film was nominated
Marquis Tigers Cricket Club $1,000 towards new equipment
Northern Tasmanian Softball Association $2,000 towards costs of holding their annual Masters Softball Tournament
Mawson's Huts Foundation $5,000 towards interior works at the Mawson’s Hut replica museum
Military Heritage Foundation of Tasmania $1,000 towards purchase of a rare Tasmanian Militia period uniform
Mind Moves Chess Club $2,000 towards participating in the 2013 National Finals of the Interschool Chess Tournament
Montrose Community Dragon Boats Inc $2,000 towards oars and life jackets
126 Department of Premier and Cabinet - Annual Report 2013-14 Premier’s Discretionary Fund - recipients
$ Organisation Purpose
Montrose Bay High School $1,000 towards students from Hobart's northern suburbs participating in the Melbourne Writers' Festival 2013
Moonah Homing Society $5,000 towards a new Pigeon Transport unit
Mount Stuart Primary School $6,000 towards modular play equipment for the School’s all abilities playground
Multicultural Women's Council of Tasmania $200 towards Council activities in 2013
National Fitness Southern Recreation $10,000 towards a new electronic scoreboard Association
National Seniors Australia – Tasmania Branch $1,000 towards a new computer
Neil Davis Exhibition Centre Working $5,000 towards developing a video to promote the Group Centre
North Launceston Bowls Club $1,000 towards hosting 2013 State Master Triples
North Launceston Eagles Junior Soccer Club $2,000 towards new player uniforms
North West Tasmanian Bowls Association $2,000 towards uniforms for junior players
Northern Suburbs Community Centre $620 towards security cameras at the Rocherlea Centre
Northern Suburbs Community Centre $10,000 towards costs of social enterprise programs
Nugent Community and Sports Association $3,000 towards a new cricket pitch
Nugent Community and Sports Association $500 towards entertainment for children at the Bream Creek versus Nugent football match on 12 October 2013
OAK Enterprises $5,000 towards new furniture for the Respite and Day Centre
Out on a Limb Arts Group $3,000 towards freight costs for the touring 'Out of the Ashes' exhibition
Penguin Bowls Club $5,000 towards the 2014 Penguin Classic Lawn Bowls Pairs event
Penguin Clay Target Club $1,000 towards hosting the 2014 Australian Masters Sporting Clay Championships
Department of Premier and Cabinet - Annual Report 2013-14 127 Premier’s Discretionary Fund - recipients
$ Organisation Purpose
Perkunas Sports Club $300 towards new uniforms
Pete’s Community Shed Bridgewater $1,000 towards new equipment
Port Cygnet Sailing Club $10,000 towards the 150th anniversary Cygnet Regatta and associated events
Queenstown CWA $4,000 towards a heat pump and curtains for CWA Hall
Railton Bowls Club $500 towards electrical work at the clubrooms
Rasmussen, Mark $200 towards two children participating in National Hockey Championships in 2013
Ravenswood Heights Primary School $3,000 towards the design and construction of an obstacle course at the School
Reflexology Association of Australia $2,500 towards installing a reflexology walking path (Tasmania)
Reserve Forces Day Council Tasmania $1,950 towards purchase of a new flag
Riding for the Disabled Association of $200 towards Nicole McKillop participating in the Tasmania Inc 2013 Riding for the Disabled National Championships
Risdon Vale Volunteer Fire Brigade $2,000 towards a new Brigade office bearers honour board
Rokeby High School $1,000 towards work on the School's BBQ courtyard and applied learning project
Rokeby Neighbourhood Centre $1,000 towards 30th anniversary and Australia Day events
Rokeby Neighbourhood Centre $1,200 towards bus trips for seniors in the Rokeby area
Rosebery Senior Citizens' Club $2,500 towards renovations to improve the Clubrooms
Royal Agricultural Society of Tasmania $10,000 towards assisting primary school children to attend the Burnie, Launceston and Hobart Shows in 2013
Sea Rescue Tasmania $5,000 towards improved storage facilities for boats and equipment
128 Department of Premier and Cabinet - Annual Report 2013-14 Premier’s Discretionary Fund - recipients
$ Organisation Purpose
Short Statured People of Australia $1,000 towards holding their 2013 National Association Convention in Tasmania
Smithton High School $5,000 towards developing the School's community garden facilities
Sorell Bowls Club $10,000 towards installing a disability accessible toilet at the Clubrooms
Sorell Spirit Cheerleading Team $2,000 towards participating in the 2014 Asia Pacific Challenge cheerleading competition
Sorell Tennis Club $2,000 towards a replacement fridge
South Arm Peninsula Residents Association $1,000 towards launch of 2013 exhibition to raise Inc funds for Legacy Tasmania
South Burnie Bowls Club $5,000 towards costs of hosting the 2014 Australian Sides Championships and Super 6 Challenge
South Burnie Bowls Club $1,300 towards first aid equipment
Southern Cross Care Tasmania $3,000 towards indoor bowls equipment at Fairway Rise
Southern Midlands Council $5,000 towards a business plan for the transition of Levendale Primary School to the community
Southern Touch Inc $5,000 towards refurbishing club rooms
Spring Bay Pistol Club $4,400 towards constructing secure storage for the Club’s targets
St Johns Park Bowls Club $2,000 towards a shadeport for the Club
Steamship Cartela Trust $10,000 towards anti-fouling work to protect the vessel's timber hull
Stubbs, M'lynda $500 towards Mathew Bevilacqua’s participation in the 2013-14 Australian Ironman Championships
Tamar Valley Art Trail Inc $9,500 towards developing a website and promotional brochure
Taroona Neighbourhood Garden $3,000 towards new equipment
Department of Premier and Cabinet - Annual Report 2013-14 129 Premier’s Discretionary Fund - recipients
$ Organisation Purpose
Tasmanian Centre for Global Learning $2,000 towards transport costs for students attending the 2013 Fairer World Festival in Tasmania
Tasmanian Division of the Australia- $200 towards the official launch of the Tasmanian Indonesia Youth Association Division
Tasmanian Football Umpires Association $2,500 towards ongoing development and sustainability of the Association
Tasmanian Workers' Memorial Park $5,000 towards a Memorial Park BBQ area Launceston
Tea Tree Community Association $10,000 towards completing Stage One upgrade works to the Tea Tree Community Hall
TEDx Hobart Event $500 towards the inaugural TEDx Hobart event in January 2014
Terrapin Puppet Theatre $500 towards a fundraising event in 2013
Toselli, Chris and Kristen $200 towards costs for their son to play in the under 12 Football Federation Tasmanian team at a tournament in Korea in 2013
Triabunna Cricket Club $3,000 towards equipment for junior players
Triabunna Hall Committee $10,000 towards renovations to the Hall
Ukrainian Association of Tasmania $250 towards a new photocopier
Warrane Primary School $2,000 towards a new dishwasher for the Breakfast Club
Wesley Uniting Church $2,000 towards the 2014 Nobucks lunch program for disadvantaged people
West Moonah Community house $1,000 towards window blinds for the preschool room
West Moonah Community house $1,200 towards trialling a monthly Saturday morning playgroup
West Moonah Community House $4,500 towards producing a newsletter and associated activities for the Grandparents Advisory Council in 2013
Westbury Agricultural Society $3,000 towards the 150th anniversary Westbury Show in 2013
130 Department of Premier and Cabinet - Annual Report 2013-14 Premier’s Discretionary Fund - recipients
$ Organisation Purpose
Westbury and Districts Historical Society $6,000 towards an exhibition as part of the 190th anniversary of Westbury
Wilmot Tourist and Progress Association $2,500 towards the Wilmot Museum building fund
Wynyard RSL Sub Branch Inc $5,000 towards a museum to display wartime memorabilia
Yeomans, PA & RP $100 towards costs of their son participating in the 2013 National Youth Football Championships in Coffs Harbour
Youthinking Inc $1,000 towards 2013 Day of Difference to foster tolerance and understanding in high school
students
Zeehan Gem and Mineral Fair Association $1,000 towards their 10th anniversary event in 2013
TOTAL $472,032
Department of Premier and Cabinet - Annual Report 2013-14 131 Government Donations and Appeals Fund
The Government Donations and Appeals Fund is a fund for recurring grants or donations to allow the Premier to make ongoing financial assistance to groups or individuals. These grants are designed to support valued community and cultural activities with national, statewide or local significance.
Government Donations and Appeals Fund - recipients
$ Organisation Purpose
Australian Italian Club $5,000 towards the 2014 Festa Italia Hobart
Australian Red Cross - Tasmania $10,000 towards events to acknowledge the Centenary of Red Cross in Australia
Australian Red Cross - Tasmania $50,000 towards the Philippines Typhoon Haiyan appeal
Australian Red Cross - Tasmania $7,000 towards the 2014 Red Cross Calling Campaign
Bruny Island Primary Industry Branch $2,500 towards the 2014 Bruny Island Easter Wood Chopping Carnival
Bushy Park Show Society $300 towards the 2014 Bushy Park Show
Circular Head Agricultural Society $250 towards the 2013 Circular Head Show
Clarendon Vale Primary School $3,000 towards the 2013 Grade 6 excursion to Sydney
Colony 47 $3,000 towards the 2013 Big Christmas Lunch
Greek Community of Tasmania $10,000 towards the 2014 Estia Greek Festival
Hamilton District Agricultural Society $300 towards the 2014 Hamilton District Show
History Teachers' Association of Australia $500 towards the 2013 Premier's Prize as part of the (Tasmania) National History Challenge
Hobart City Council $6,500 towards the 2014 Chinese Moon Festival
Kingston Beach Regatta Association $500 towards the 2014 Australia Day event 'A Day on the Beach'
Launceston City Council $20,000 towards the Ricky Ponting tribute match
Launceston Legacy $2,000 towards administrative costs in 2013-14
MyState Financial $2,000 towards the Premier's Award at the 2013 MyState Student Film Festival
National Heart Foundation of Tasmania $50,000 towards the 2013 Heart Foundation Big Heart Doorknock Appeal
132 Department of Premier and Cabinet - Annual Report 2013-14 Government Donations and Appeals Fund - recipients
$ Organisation Purpose
Riding for the Disabled Association of $3,000 towards the care of the group’s horses Tasmania Inc
Rotary Club of Hobart Inc $1,500 towards the 2013 Magic Show for special needs children
Rotary International District 9830 Tasmania $4,000 towards the 2014 Group Study Exchange program
Royal Hobart Regatta Association $14,000 towards the 2014 Royal Hobart Regatta
Royal Humane Society of Australasia $500 towards the Society's work in 2014
Scouts Tasmania $36,364 towards work with disadvantaged communities
South Channel Ratepayers Association $300 towards the 2014 Middleton Country Fair
Southern Cross Austereo Community $500 towards the Heart 107.3 Give me Five For Kids campaign in 2013
Southern Cross Young Achievers’ Awards $1,000 towards the 2013 Premier’s Young Achiever of the Year Award
Southern Tasmanian Axemen's Association $2,000 towards the Jim Bacon Memorial Woodchop at the 2014 Royal Hobart Regatta
St Andrews Society Hobart Inc $500 towards the 19th Richmond Highland Gathering in February 2014
Tasmanian Special Children’s Christmas Party $1,100 towards the 2013 Children’s Christmas Party
Tasmanian Craft Fair $10,000 towards the 2013 Premier’s Award for Excellence
Tasmanian Pacing Club $3,000 towards the Premier’s Breeders Plate Event in July 2012 and July 2013
The Salvation Army $30,000 towards the Tasmanian Red Shield Appeal 2013
UTAS School of Agricultural Science $300 towards a first prize for year 10 students in the 2013 UTAS Science Investigation Awards
TOTAL $280,914
Department of Premier and Cabinet - Annual Report 2013-14 133 Australia Day Grants Program
Australia Day is a national celebration of what is great about Australia and being Australian, a day to reflect on what has been achieved, and what we can be proud of in our great nation. At its core, Australia Day is a day driven by communities, and the celebrations held in each town, suburb, or city are the foundation of its ongoing success. The Australian Government provides funding for the Australia Day Great Ideas Grants Program, which delivers seed funding to local councils to grow a great idea in its first year. Grants are only available for a new activity that compliments and builds on existing Australia Day celebrations, and are about inspiring new and imaginative ways for a community to celebrate.
Australia Day Grants - recipients
$ Organisation Purpose
Derwent Valley Council $3,323 towards Australia Day Great Ideas 2014 George Town Council $1,364 towards Australia Day Great Ideas 2014 King Island Council $1,818 towards Australia Day Great Ideas 2014 Sorell Council $2,727 towards Australia Day Great Ideas 2014
TOTAL $9,232
Climate change grants
The Tasmanian Climate Change Office (TCCO) administered two community grants programs in 2013- 14, ClimateConnect and Earn Your Stars. Both programs were reviewed in July 2013. Some changes were made to the program guidelines, application forms and funding limits. The maximum amount of funding available for projects under the ClimateConnect program was reduced from $20,000 to $15,000, aligning with the maximum amount available under Earn Your Stars. In addition to these programs, the TCCO provided a one-off grant to the Waterworks Valley Landcare Group.
ClimateConnect Grants Program ClimateConnect is designed to enable Tasmanian businesses, communities and industries to undertake projects that will assist them to adapt to the opportunities and risks arising from climate change. Four projects were selected for funding and will be completed over the next 12 months. As projects are ongoing, final outcomes are yet to be determined. The following table represents first instalment payments made to the four projects awarded under the current round of grants, as well as final instalment payments made to projects awarded in the previous round.
134 Department of Premier and Cabinet - Annual Report 2013-14 ClimateConnect - recipients
$ Organisation Purpose
Cradle Coast Authority $2,000 towards the Cradle Coast Regional and Local Adaptation project Green Cross Australia $1,818 towards the Witness King Tides project Greening Australia – Tasmania $13,500 towards the Living with Fire project Greening Australia – Tasmania $2,000 towards the Practical Adaptation to a Climate Future project Greening Australia – Tasmania $13,500 towards the Fire Adaptation: Restoration Ecology in Fire Vulnerable Communities project Kingborough Council $1,818 towards the Triggers for Change project Local Government Association of $2,000 towards the Monitoring and Interpreting Tasmania Changes to the Coastline project North-West Environment Centre $1,800 towards the Market Garden Vegetable Production for Winter and Spring project Southern Regional Natural Resource $7,488 towards the Holistic Land Management Management Association Inc Workshop Southern Tasmanian Councils Authority $13,500 towards the Whatever the Weather project University of Tasmania $2,000 towards the REDMAP project TOTAL $61,424
Earn Your Stars Grants Program Earn Your Stars is designed to support community-based emission reduction projects. Five projects were selected for funding and will be completed over the next 12 months. The following table represents first instalment payments made to the five projects awarded under the current round of grants, as well as final instalment payments made to projects awarded in the previous round of Earn Your Stars. Earn Your Stars - recipients
$ Organisation Purpose
Hobart City Council $13,050 towards the Broadening the Reach of the Home Energy Audit Toolkit project Ocean Planet Inc $7,200 towards the Lower your Boating Carbon Footprint Short Video project Reseed Trust $4,141 towards the Getting the Wheels of Sustainability into Motion project
Department of Premier and Cabinet - Annual Report 2013-14 135 $ Organisation Purpose
Sustainable Living Tasmania $13,012 towards the Eco-Driving project Sustainable Living Tasmania $1,326 towards the Eat Local Challenge project Sustainable Living Tasmania $13,211 towards the Permablitz Project TOTAL $51,940
Other Climate Change Office Grants – recipients
$ Organisation Purpose
Waterworks Valley Landcare Group $990 towards the Urban Community Renewable Energy project – full report TOTAL $990 TOTAL CLIMATE CHANGE $114,354
136 Department of Premier and Cabinet - Annual Report 2013-14 Community Development Division grants
Council on the Ageing Tasmania (COTA Tas) COTA Tas is provided with a grant of $91 532 to cover salary costs for the positions of Executive Director and Administration Assistant, and operational costs involved in meeting agreed objectives as the peak body for all older people in Tasmania and the Tasmanian non-government aged sector. The grant was provided in 2013-14 under a triennial funding agreement (2011-14).The funding agreement will expire on 31 December 2014. COTA Tas is also funded $105 400 per annum to coordinate the delivery of the annual Seniors Week Program of events. This funding is provided under a three-year funding agreement that is due to expire on 31 December 2014. COTA Tas receives a further $125,000 per annum under a four-year agreement (2012-16) to support the implementation of the Tasmanian Government’s Inclusive Ageing: Tasmania 2012-14 Strategy. The total of Equal Remuneration Order payments provided to COTA was $12 502.43. $ Organisation Purpose
COTA Tas Inc $91,532 towards core annual funding 2013-14 COTA Tas Inc $52,250 towards Seniors Week program funding 2014 (50 per cent advance payment) COTA Tas Inc $125,000 towards the implementation of the Inclusive Ageing: Tasmania 2012-2014 Strategy COTA Tas Inc $12,502 Equal Remuneration Order TOTAL $281,284
Lesbian, Gay, Bisexual, Transgender and Intersex Grants Program In the 2010-11 Budget, $150,000 was allocated over three years from 2010-2013 to provide funds to community organisations and tertiary institutions to progress outcomes for the lesbian, gay, bisexual, transgender and intersex community. In 2013-14, a further $50,000 was provided towards the program, funding four eligible projects with costs totalling $45,591. All four projects are due for completion by June 2015. Funded organisations are required to provide final project reports and acquittals of their grant funding. Lesbian, Gay, Bisexual, Transgender and Intersex Community Grants - recipients
$ Organisation Purpose
Working it Out Inc $25,511 towards Being Proud: Individual Journeys, Shared Stories project
Geeveston Community Centre Inc $2,000 towards Rainbow Resources
Department of Premier and Cabinet - Annual Report 2013-14 137 Hobart Playback Theatre $9,440 towards Stories from the Rainbow - Hear my Story
University of Tasmania $8,640 towards Patient Partner Program – Ongoing Health Care Awareness TOTAL $45,591
Multicultural Council of Tasmania – Core funding The Multicultural Council of Tasmania received $90,000 to strengthen its capacity as the peak advocacy body for Tasmania’s culturally and linguistically diverse communities, and to help ensure its membership is fully inclusive of new and emerging migrant communities around Tasmania. It also received an Equal Remuneration Order payment of $4 419. This funding provides for operational and salary costs associated in meeting the agreed objectives outlined in the funding agreement. The current funding agreement is recurrent for three years 2011-2014. Key performance indicators are re-negotiated annually. The agreement will expire on 31 December 2014.
Multicultural Council of Tasmania grant - recipients
$ Organisation Purpose
Multicultural Council of Tasmania Inc $90,000 towards peak advocacy body for Culturally and Linguistically Diverse (CALD) communities and core funding Multicultural Council of Tasmania Inc $4,419 Equal Remuneration Order TOTAL $94,419
Veterans’ Affairs
Centenary of ANZAC Grants Program The Centenary of ANZAC Grants Program reflects the Tasmanian Government's commitment to supporting the Centenary of ANZAC commemorations and recognising Tasmanians who served in the Great War from 1914-18. It also recognises the contribution and sacrifices made by individuals who, in the time since the Great War, have undertaken operational service as members of the Australian Defence Forces. The Grants Program provides $50,000 to support projects commemorating the Centenary of ANZAC in Tasmania. In 2013-14, 17 grants of up to $5,000 were made to successful applicants. Centenary of ANZAC – recipients
$ Organisation Purpose
Brighton Council $5,000 towards the Brighton Remembrance Park Central Highlands Council $5,000 towards the Hamilton Cenotaph
138 Department of Premier and Cabinet - Annual Report 2013-14 $ Organisation Purpose
Evandale History Society Inc $1,400 towards provision of brass plaques for Memorial Trees Hobart City Council $3,000 towards the Tree Widows project Kentish Council $2,112 towards the Wilmot Remembers project Kingston Beach RSL Sub Branch $1,000 towards the Memorial Maker project Northern Midlands RSL Sub Branch $5,000 towards the 2014 ANZAC Service Oatlands RSL Sub Branch $4,000 towards the Lone Pine Area restoration Railton RSL Sub Branch Inc $512 towards a Remembrance Plaque Scottsdale RSL Sub Branch Inc $5,000 towards the ANZAC Walk of Honour Sorell RSL Sub Branch $2,000 towards a secure cabinet for collection of WW1 memorabilia South Arm RSL Sub Branch $2,093 towards the Lone Pine Memorial Spring Bay RSL Sub Branch Inc $4,000 towards the ANZAC Centenary Remembrance project St Helens – St Marys RSL Sub Branch Inc $2,600 towards the WW1 Wall of Remembrance project Ulverstone RSL Sub Branch Inc $2,523 towards the ANZAC Spirit display Waratah-Wynyard Council $2,250 towards cleaning and repair of the Soldier Cenotaph Westbury RSL Sub Branch Inc $2,365 towards a flag pole installation TOTAL $49,855
Lieutenant Colonel Harry Murray VC Scholarships Funding of $5,000 was provided towards the Lieutenant Colonel Harry Murray VC Scholarships Program. The University of Tasmania administers these Scholarships, which are available to students who are studying an aspect of Tasmania’s involvement in war. Veterans’ Affairs - recipients
$ Organisation Purpose
University of Tasmania $5,000 towards Lieutenant Colonel Harry Murray VC Scholarship for 2014 TOTAL $5,000
Department of Premier and Cabinet - Annual Report 2013-14 139 Young People
National Youth Week Grants National Youth Week (NYW) is an Australian, state, territory and local government initiative. It aims to: provide an opportunity for young people aged 12 to 25 years to express their ideas and views, raise issues of concern to them, act on issues which affect their lives and create and enjoy entertainment; provide an opportunity for the wider community to listen to young people, as well as acknowledge and celebrate the positive contributions young people make; and promote a community focus on issues relevant to young people. For NYW 2014, the Tasmanian Government provided $40,000 towards the NYW 2014 Grants Program which supports local government and not-for-profit organisations in running NYW events, projects and activities. NYW is coordinated at the national level by the Australian Government’s Department of Education (DoE). DoE provided $40,011 for NYW 2014 in Tasmania. Approximately $21,000 of this funding was added to the Grants Program, with the rest of the funding being directed to communications, advertising and merchandise for NYW. The NYW 2014 Grants Program provided 39 grants totalling $61,584 to support 48 projects, events and activities across Tasmania. All grantees of the NYW 2014 Grants Program provided final reports and acquitted their grants. The NYW Grants Program is evaluated annually.
National Youth Week Grants Program – recipients
$ Organisation Purpose
Break O'Day Health Resource Association $500 towards Break O’Day Youth Kiosk
Bridgewater PCYC $2,000 towards NYW carnival
Brooks High School $300 towards NYW school transport
towards undertaking Youth Makers Market Burnie City Council $2,000 and street performers festival
Circular Head Council $2,000 towards Youthfest 2014
Circular Head Council (on behalf of North towards school transport to the North-West $3,000 West Action for Youth (NWAY)) Regional Expo
Circular Head Council $5,000 towards NYW 2014
towards Youth Week Roadshow festival Clarence City Council $2,000 2014
Deloraine High School $300 NYW BBQ and concert
Derwent Valley Council $1,721 towards NYW 2014 activities
140 Department of Premier and Cabinet - Annual Report 2013-14 National Youth Week Grants Program – recipients
$ Organisation Purpose
Devonport City Council $2,000 towards Reclaim the Lane v3.0
Don College $300 towards NYW Fashion Catwalk
Dover District High School $300 towards NYW 2014 towards Edmund Rice Camps Tasmania Edmund Rice Camps Tasmania Inc $2,000 Impact with a Voice George Town Council $1,750 towards the George Town Youth Festival towards school transport to Alive on the Glenorchy City Council $1,300 Green Glenorchy City Council $2,000 towards Alive on the Green
Hobart City Council $2,000 towards Light up the Lane
Huon Valley Council $2,000 towards We are Young – Hear us Roar
Hutchins School $300 towards student sport activities and BBQ
Kentish Council $2,000 towards repaint the town
King Island Council $2,000 towards undertaking Youth Week Challenge
Meander Valley Council $500 towards undertaking the Amazing Day
Migrant Resource Centre (Southern) $2,000 towards Youth Beats
towards undertaking the Newstead College Newstead College $300 Health Expo 2014
Northern Joblink Ltd $1,900 towards NYW 2014
Northern Suburbs Community Centre $1,400 towards Party in the Park
Queechy High School $300 towards ‘Be a Friend’
Ravenswood Neighbourhood House $1,100 towards Fair Go for Girls “ME” Challenge
Rose Bay High School $300 towards NYW 2014 towards undertaking the Yolo Colour Run Sorell Council $5,000 and outdoor cinema in the park
UN Youth Tasmania Inc $500 towards NYW 2014
Waratah-Wynyard Council $1,975 toward SK8 & Create
towards the Youth Road Safety mobile West Tamar Council $5,000 phone initiative
Department of Premier and Cabinet - Annual Report 2013-14 141 National Youth Week Grants Program – recipients
$ Organisation Purpose
West Tamar Council $1,938 towards Youth Fest 2014 – Our Voice
Woodbridge School $300 towards NYW school transport 2014
Wynyard High School $300 towards transport to local NYW events 2014
towards Youth Homelessness Matters Day Youth Network of Tasmania $500 2014
Zeehan Neighbourhood Centre $1,500 towards a West Coast NYW event
TOTAL $61,584
Tasmanian Youth Parliament The Tasmanian Youth Parliament is part of a National Youth Development Program that provides young people aged between 15 and 24 years with a forum for expressing ideas, concerns and expectations regarding the future of their State. The Youth Parliament has been held annually since 1990 and is delivered by a taskforce of young volunteers appointed by the Tasmanian Youth Government Association in partnership with YMCA Australia. The Youth Parliament Program plays an important role in providing young Tasmanians with an insight into the workings of the Tasmanian Parliament and political processes. The objectives of the Tasmanian Youth Parliament Program are to: provide a Youth Parliament to involve young people in identifying and responding to issues in the broader Tasmanian community; develop the skills, confidence and awareness of young people; promote social inclusion; and maintain financial accountability for the program by implementing suitable best practice governance arrangements. The Youth Parliament Program consists of training activities leading up to a six-night residential camp. During the camp, the Youth Parliament sits at Parliament House. Participants debate a number of motions and bills relating to youth issues as diverse as cyber bullying, road safety, and youth detention. The Tasmanian Government provided a grant of $13,000 to fund the 2013 Youth Parliament and $13,750 for the 2014 Youth Parliament during the 2013-14 Financial Year. In 2013, 36 young people from 10 schools participated in Youth Parliament. Numbers increased in 2014, with 52 young people from 18 schools participating.
142 Department of Premier and Cabinet - Annual Report 2013-14 Tasmanian Youth Parliament - recipients
$ Organisation Purpose
YMCA Australia $13,000 towards Tasmanian Youth Parliament Program 2013 YMCA Australia $13,750 towards Tasmanian Youth Parliament Program 2014 TOTAL $26,750
Youth Network of Tasmania – Core Funding and Tasmanian Youth Forum The Tasmanian Government provides the Youth Network of Tasmania (YNOT) with recurrent annual funding of $240 165 to cover salary and operational costs incurred in achieving the agreed objectives of a peak body for Tasmania’s youth sector and facilitating the Tasmanian Youth Forum, the State’s primary youth participation mechanism. An Equal Remuneration Order payment of $11 785.62 was also made. In early 2011, the Government evaluated the funding arrangement and renegotiated new key performance indicators for the YNOT triennial Grant Deed for the years 2011-14. The Deed will expire on 31 December 2014. The objectives of the YNOT grant are to: involve young people and service providers in identifying and responding to youth issues; facilitate and support coordination in the youth sector; provide information, support and/or advice to DPAC and all levels of government, and the wider community, on youth issues; work with the Tasmanian Government on policies, programs and services for young people, with a particular focus on social inclusion, connectedness and participation; and maintain financial viability as an organisation and implement suitable best practice corporate governance arrangements. Each year, YNOT is required to provide a progress report against the key performance indicators in the Deed prior to receiving their annual payment.
Youth Network of Tasmania - recipients
$ Organisation Purpose
Youth Network of Tasmania $240,165 towards grant funding for 2013-2014 – round 3 final payment Youth Network of Tasmania $11,785 Equal Remuneration Order Payment
TOTAL $251,950
Department of Premier and Cabinet - Annual Report 2013-14 143 Sundry Grants – Aboriginal Affairs
Aboriginal Home Buyers Assistance Scheme (Tasmanian Aboriginal Centre Inc) The Aboriginal Home Buyers Assistance Scheme provides funding to the Tasmanian Aboriginal Centre Inc to provide stamp duty exemption and legal aid assistance for Aboriginal home buyers and Aboriginal charitable organisations.
Aboriginal Home Buyers Assistance Scheme - recipients
$ Organisation Purpose
Tasmanian Aboriginal Centre $30,000 towards Aboriginal Home Buyers Assistance Scheme 2013-14
TOTAL $30,000
Aboriginal Land Council of Tasmania Fund The Aboriginal Land Council of Tasmania (ALCT) Fund was established under section 21 of the Aboriginal Lands Act 1995, with funding provided to the ALCT through this grant program. The grant enables the Council to fulfil its statutory obligations outlined in section 22 of the Act, by assisting with operating costs, coordination and land management activities associated with returned land. The Council is a statutory body, established under the Act, set up to hold the titles of returned land on behalf of the Tasmanian Aboriginal community. The Act promotes reconciliation with the Tasmanian Aboriginal community by granting Aboriginal people parcels of land that are of cultural significance. In 1995 the Council was provided with funding at a level of $85,000 for 4,020 hectares of land. Funding was increased in 2002-03 by $68,000 and again in 2005-06 by $71,000 for specific land management responsibilities arising from the return of Cape Barren Island and Clarke Island. $224,000 was provided annually over the period 2007-2012 to manage total land holdings of approximately 55,617 hectares. An additional $90,000 was allocated in the 2012-13 Budget, bringing the total amount funded to $314,000 per annum. The Act confers responsibilities onto the ALCT for sustainable management of returned lands on behalf of, and for the benefit of, the Tasmanian Aboriginal community.
Aboriginal Land Council of Tasmania Fund - recipients
$ Organisation Purpose
Aboriginal Land Council of Tasmania $314,000 towards the Annual Budget for 2013-14
TOTAL $314,000
144 Department of Premier and Cabinet - Annual Report 2013-14 Other Community Development Grants – recipients
$ Organisation Purpose
Awards Australia $1,000 towards the Southern Cross Young Achiever Awards Anzac Day Trust $23,000 towards the 2013-14 grant allocation to the Trust Carers Tasmanian Inc $50,000 towards payment for policy engagement Glenorchy City Council $10,000 towards the Moonah Taste of the World Festival 2014 Hobart City Council $200,000 towards construction of Flame of Remembrance Migrant Resource Centre (Southern) $57,000 towards project funding and Changing Attitudes to Diversity workshops Migrant Resource Centre (Northern $43,000 towards funding for the employment creation Tasmania) project National Accreditation Authority for $16,976 towards the Tasmanian Government Tasmania contribution to National Accreditation Authority for Translators and Interpreters RSL Australia (Tasmania Branch) $100,000 towards the State Government grant for 2013-14 Tasmanian Aboriginal Centre $17,360 towards the Aboriginal Children and Young People Safety and Wellbeing project Tasmanian Aboriginal Centre $3,000 towards the Aboriginal Family Violence and Safety at Home program Tasmanian Regional Arts Inc $1,000 towards the 2014 Material Girl Art Award Scholarship The Salvation Army – Australia $87,500 towards electricity/hardship funding TOTAL $609,836 TOTAL COMMUNITY DEVELOPMENT $1,771,377 DIVISION
Department of Premier and Cabinet - Annual Report 2013-14 145 Local Government grants
Darrel Baldock Memorial In 2013, the Tasmanian Government provided $50,000 towards a memorial for Darrel ‘Doc’ Baldock, which is located at the entrance to the Latrobe Recreational Ground and includes a life-size statue, memorial gates and interpretative panels about the life of Darrel Baldock. The funding was provided to the Darrel Baldock Memorial Committee, which is administered by the Latrobe Council. Funding was provided to the Council through a grant deed. The Approved Purposes for the funding under the deed were “contribution towards the completion of the Darrel Baldock Memorial at the Latrobe Recreation Ground”. The Darrel Baldock Memorial Committee budgeted $385,000 in funding for the Memorial, including: $175,000 in grant funding (comprising $50,000 from the State Government and $125,000 from the Australian Government); and the remainder to be made up from private and corporate donations and sponsorship.
Darrel Baldock Memorial - recipients
$ Organisation Purpose
Latrobe Council $50,000 towards the Darrel Baldock Memorial Project TOTAL $50,000
Local Government Reform Funding was provided for the Cradle Coast Regional Shared Services project to pursue regional shared service opportunities supported by the nine member councils. The following two areas were investigated: coordinated governance and management of waste infrastructure and services; and visitor (tourism) services.
Local Government Reform - recipients
$ Organisation Purpose
Cradle Coast Authority $32,500 towards the Local Government Reform Fund Phase 2 milestone payment TOTAL $32,500
146 Department of Premier and Cabinet - Annual Report 2013-14 Social inclusion grants Emergency Food Relief – recipients
In 2013-14, funding was provided to SecondBite, Foodbank, Produce to the People and the Children’s Food Education Foundation to help expand the provision of emergency food relief (EFR) and develop sustainable business models. $ Organisation Purpose
Children’s Food Education Foundation $34,920 to assist Produce to the People Tasmania deliver rescued fresh produce to schools on Tasmania’s Northwest Coast Children’s Food Education Foundation $10,745 to assist Produce to the People Tasmania continue delivering donated and surplus food food and develop a sustainable business model Foodbank Tasmania Inc $85,000 first instalment to deliver donated and surplus food through the Healthy Hampers project 2013-2014 Foodbank Tasmania Inc $40,000 second instalment to deliver donated and surplus food through through the Healthy Hampers project 2013-2014 Foodbank Tasmania Inc $38,377 to assist the Foodbank Tasmania Inc continue delivering rescued food and develop a sustainable business model SecondBite $85,000 first instalment to deliver rescued food through the Healthy Hampers project 2013-2014 SecondBite $30,000 second instalment to deliver rescued food through the Healthy Hampers project 2013- 2014 SecondBite $38,377 to assist SecondBite continue delivering rescued food and develop a sustainable business model TOTAL $362,419
Department of Premier and Cabinet - Annual Report 2013-14 147 Emergency Relief – recipients
In 2013-14, funding was provided to emergency relief organisations statewide to continue general emergency relief work. $ Organisation Purpose
Anglicare Tasmania Inc Hobart $42,011 to help Tasmanians receive help when in crisis Campbell Town Health and Community $772 to help Tasmanians receive help when in crisis Colony 47 $4,123 to help Tasmanians receive help when in crisis Deloraine House Inc $6,684 to help Tasmanians receive help when in crisis Flinders Island Aboriginal Association Inc $2,395 to help Tasmanians receive help when in crisis George Town Neighbourhood House $3,462 to help Tasmanians receive help when in crisis Hobart City Mission $63,834 to help Tasmanians receive help when in crisis Launceston Benevolent Society Inc $18,702 to help Tasmanians receive help when in crisis Launceston City Mission $48,100 to help Tasmanians receive help when in crisis St Vincent De Paul Society Tasmania $84,346 to help Tasmanians receive help when in crisis Tasman Health and Community Service $5,459 to help Tasmanians receive help when in crisis The Caring Network Inc $3,047 to help Tasmanians receive help when in crisis The Helping Hand Association Inc $3,047 to help Tasmanians receive help when in crisis The Salvation Army Tasmania $116,378 to help Tasmanians receive help when in crisis Uniting Care Tasmania and Hobart $78,991 to help Tasmanians receive help when in crisis Benevolent Society Wyndarra Centre Inc $18,404 to help Tasmanians receive help when in crisis TOTAL $499,755
Family Assistance Program The objectives of the Family Assistance Program are to: provide direct emergency relief to Tasmanian families suffering financial hardship; and provide support programs that are ancillary to the provision of emergency relief. As part of an annual review of the program conducted in 2013-14, consultations were held with all recipient organisations to ensure the approved purposes for the funding were meeting the objectives of the program. It is recommended that the program be reviewed again in 2014-15.
148 Department of Premier and Cabinet - Annual Report 2013-14 Family Assistance Program - recipients
$ Organisation Purpose
Anglicare Tasmania Inc $100,000 to provide family and emergency relief support Hobart City Mission Inc $25,000 to provide family and emergency relief support Launceston City Mission Inc $25,000 to provide family and emergency relief support St Vincent De Paul Society Tasmania $100,000 to provide family and emergency relief support The Salvation Army Tasmania $100,000 provide family and emergency relief support TOTAL $350,000
Food Vans Program The objective of the Food Vans Program is to assist with provision of food and beverage services, outreach services and information and social contact to disadvantaged Tasmanians. In 2013-14, one-off funding of $10,000 was provided to each recipient in addition to the existing funding of $20,000, to help expand the provision of food relief. Food Vans Program - recipients
$ Organisation Purpose
Gran’s Van Association Inc $30,000 towards provision of food van services 2013-2014 Launceston City Mission Inc $30,000 towards provision of food van services through the Missionbeat Mobile Kitchen 2013-2014 St Vincent De Paul Society Tasmania $30,000 towards provision of food van services through Loui’s Van 2013-2014 TOTAL $90,000
Housewarming Program - Stay Warm Save Money Funding was provided to SEMF Pty Ltd (SEMF) to extend the Stay Warm Save Money Housewarming Program. This enabled SEMF to enrol a further 440 participants across Tasmania to receive in-home energy assessments and upgrades. Funding was provided to SEMF across two financial years on achievement of agreed milestones. SEMF is monitoring the impact of the program on participants, and will provide a final report to the Government on the outcomes of the program in late 2014.
Department of Premier and Cabinet - Annual Report 2013-14 149 Housewarming Program - recipients
$ Organisation Purpose
SEMF Pty Ltd $23,075 Stay Warm Save Money 2012-13 – milestone payment SEMF Pty Ltd $40,809 Stay Warm Save Money Housewarming Program – milestone payment SEMF Pty Ltd $50,000 Stay Warm Save Money Housewarming Program – milestone payment SEMF Pty Ltd $178,000 Stay Warm Save Money 2013-14 – milestone payment SEMF Pty Ltd $220,000 Stay Warm Save Money 2013-14 – milestone payment TOTAL $511,884
No Interest Loans Scheme (NILS) Network Tasmania Inc Funding was provided to NILS Network Tasmania Inc for: operational funding to deliver zero interest micro-finance loans to low income Tasmanians; and an extension of the Energy Efficient Appliances Program (EEAP) to provide assistance for Tasmanians on low incomes to purchase energy efficient appliances. NILS - recipients
$ Organisation Purpose
NILS Network Tasmania Inc $82,250 towards funding for 1 July–31 December 2013 NILS Network Tasmania Inc $305,939 towards operational funding pro-rata to deliver zero interest micro-finance loans NILS Network Tasmania Inc $91,810 towards EEAP extension grant TOTAL $479,999
Supporting Tasmanian Volunteers Program The Tasmanian Government entered into a four-year funding agreement with Volunteering Tasmania Inc in October 2012 to deliver the Supporting Tasmanians Volunteers Program. The program priorities for 2013-14 were to: develop coalitions and partnerships with state and national entities to strengthen the future of volunteering in Tasmania; develop the capacity of volunteer-involving organisations to develop and maintain a range of opportunities for volunteers and to source and effectively manage volunteers;
150 Department of Premier and Cabinet - Annual Report 2013-14 build and facilitate volunteering initiatives to increase inclusive and supportive volunteering opportunities; and identify and respond to the emerging demographic trends, challenges and opportunities for volunteering in Tasmania. Supporting Tasmanian Volunteers Program - recipient
$ Organisation Purpose
Volunteering Tasmania Inc $276,594 towards the Supporting Tasmanian Volunteers Program 2013-2014 TOTAL $276,594
Wheels for Work and Training Grants Program The Wheels for Work and Training Grants Program provided funding to three Tasmanian organisations for collaborative initiatives that deliver improved employment and skills development outcomes for transport disadvantaged job seekers in Tasmania. The Government has engaged SGS Economics and Planning Ltd (SGS) to undertake an evaluation of the program. SGS will provide the final evaluation report in April 2016. Wheels for Work and Training - recipients
$ Organisation Purpose
Phoenix Coaches Pty Ltd $150,000 to deliver transport solutions to assist access to employment training and jobs wards Wheels for Work and Training Program Youth Futures Inc $125,174 to deliver transport solutions to assist access to employment training and jobs wards Wheels for Work and Training Program Migrant Resource Centre (Northern $41,370 to deliver transport solutions to assist access to Tasmania) employment training and jobs wards Wheels for Work and Training Program TOTAL $316,544
Department of Premier and Cabinet - Annual Report 2013-14 151 Other Social Inclusion Grants – recipients
$ Organisation Purpose
VIP Driving School $15,000 towards the purchase of a disability accessible modified vehicle Royal Tasmanian Botanical Gardens $153,456 towards the 24 Carrots Garden Project to implement the garden growing program at Risdon Vale Primary School and the Jordan River Learning Centre TOTAL $168,456 TOTAL SOCIAL INCLUSION $3,055,651
152 Department of Premier and Cabinet - Annual Report 2013-14 Tasmanian Bushfire Recovery Grants
DPAC distributed $280,000 in funds donated by the governments of Western Australia and South Australia to support the bushfire recovery process.
Bushfire Recovery Grants - recipients
$ Organisation Purpose
Tasmanian Farmers and Graziers $200,000 towards the Winter Package Bushfire funding Association Southern Regional Natural Resource $80,000 towards NRM South’s Winter Assistance Management Association Inc Package TOTAL $280,000 Premier of Tasmania University Scholarships and Premier of Tasmania Timor-Leste Scholarship Grant Program
The purpose of the Premier of Tasmania University Scholarships is to retain top Tasmanian students in the State, and to attract top interstate and international scholars. The Premier of Tasmania Timor-Leste Scholarship funding is available to Timor-Leste citizens to undertake courses at undergraduate or postgraduate level at the University of Tasmania that support the sustainable future of the Democratic Republic of Timor-Leste. Funding for both the Premier of Tasmania Scholarships Program and the Premier of Tasmania Timor-Leste Scholarship: is recurrent in the DPAC budget; and is provided on the basis that the University contributes a similar amount.
University Scholarships - recipients
$ Organisation Purpose
University of Tasmania1 $130,000 towards undergraduate, Timor-Leste and Judith Liauw scholarships in 2014
TOTAL $130,000
Note: The grant was unpaid as at 30 June 2014, due to non-receipt of the Tax Invoice from the University. It was subsequently paid on 10 July 2014.
Department of Premier and Cabinet - Annual Report 2013-14 153 Other contributions
Other contributions - recipients
$ Organisation Purpose
Unions Tasmania $100,000 towards Union Education Training Grant 2013- 2014 final commitment funding University of Tasmania $70,000 towards Milestone 1 for the Asia Institute Tasmania University of Tasmania $50,000 towards Milestone 2 for the Asia Institute Tasmania University of Tasmania $30,000 Towards Jim Bacon Foundation Scholarships – G Allen, H Elgizaway, and J Knight
TOTAL $250,000
154 Department of Premier and Cabinet - Annual Report 2013-14 Government procurement
In 2013-14, DPAC awarded 24 contracts (19 to contractors and five to consultants) with a value over $50,000 (excluding GST). An additional 15 contracts were awarded as part of panel arrangements. The following table summarises the level of participation by local businesses with regard to contracts, tenders and/or quotation processes with a value of $50,000 or over (excluding GST). Summary of participation by local business
Contracts, tenders and/or quotation 2013-14 processes of $50,000 or over ex GST
Total number of contracts awarded 23
Total number of contracts awarded to Tasmanian suppliers 11
Value of contracts awarded $12,909,782
Value of contracts awarded to Tasmanian suppliers $9,610,492
Total number of tenders called and written quotation processes 23 undertaken
Total number of bids and/or written quotations received 136
Total number of bids and/or written quotations received from 70 Tasmanian businesses
Eight contracts were awarded as a result of direct/limited sourcing or contract extension pursuant to Treasurer’s Instruction No. 1114: Direct/limited submission sourcing: goods and services. A specialist business and project support services panel was appointed from December 2013 to November 2014 with an option to extend until November 2015. The estimated contract value of this panel arrangement is $1 million. This amount has been included in the value of contracts awarded above. The panel includes the following suppliers: Searson Buck Pty Ltd Freelance Global Limited Hays Specialist recruitment Pty Ltd. A panel of specialist advisory services was appointed from February 2013 to February 2017 for the Service Tasmania Unit, DPAC. The estimated contract value of this panel arrangement is $150,000. This amount is included in the value of contracts awarded above. The panel includes the following suppliers: The Litmus Group UXC Consulting ChangeFactory accuteque CQI Consulting
Department of Premier and Cabinet - Annual Report 2013-14 155 Dialog Information Technology BDO Coash & Co Deloitte Touche Tohmatsu QPC Australia Strategic Intent KPMG Leftfield Project Solutions Consultel IT&T Contact Centre Action Hudson Consulting.
Contracts awarded in 2013-14 with a value of $50,000 or over
Contractor Location Description Period Total value ($)
CGI Technologies Hobart Upgrade Microsoft Forefront October 2013 $450,000 and Solutions Identity Manager Platform to November 2016
Staples Hobart Desktops and laptops September $149,210 2013
ABnote Victoria Personal Identification Card September $87,300 2013 to September 2019
Bizdata Victoria Whole-of-government March 2014 to $80,000 Identity/Business Intelligence June 2014 Platform integration
Bizdata Victoria Supply of data network July 2012 to $84,000 architecture July 2022
CIT Solutions Pty Hobart Certificate IV (Statutory April 2014 to $89,440 Ltd Compliance) March 2018
Tascon Hobart Internal office fit out works March 2014 to $51,577 Constructions April 2014
Annitel Group Ltd Hobart Infrastructure as a Service September $800,000 2013 to August 2017
156 Department of Premier and Cabinet - Annual Report 2013-14 Contracts awarded in 2013-14 with a value of $50,000 or over
Contractor Location Description Period Total value ($)
Select Software Hobart TMD Billing and Expense December $3,200,000 Solutions Management Solution 2013 to May 2022
Consultancy contracts awarded in 2013-14 with a value of $50,000 or over
Consultant Location Description Period Total value ($)
MultiComm Hobart Supply VoIP Services September $90,000 2013 to September 2016
SGS Economics and Hobart Develop Adaptation Pathways February 2014 $67,765 Planning to December 2014
Ernst and Young Victoria Advice on Government Data February 2014 $84,000 Network Architecture and Strategy
Contracts awarded – Direct/limited submission sourcing: goods and services in 2013-14
Consultant Location Description Reason for approval Total value ($)
SAIC Melbourne Upgrade EnAct Due to absence of $153,600 competitive competition for technical reasons
Telstra and Optus Hobart Mobile Services Exceptional and $4,140,000 advantageous condition Signal New TasALERT Website Single supplier $22,500 Zealand Amrop Cordiner Melbourne Executive Search Value for money $70,000 King Consultant Scotwork Sydney Deliver training Single supplier $67,890 Australia
Department of Premier and Cabinet - Annual Report 2013-14 157 Consultant Location Description Reason for approval Total value ($)
University of Hobart Update Cost of Living Partnership Agreement $72,500 Tasmania Data Set SEMF Hobart Deliver in-home Additional delivery of $500,000 energy assessments goods and services from the original supplier Empower South Empower Support Single supplier $1,500,000 Masterplay Australia Services Agreement
A panel of providers was appointed to deliver the Employee Assistance Program until July 2016 with an option to renew until July 2020. The panel is to provide services as requested to DPAC. The panel includes the following suppliers: Anne Nalder Consulting PsychologyWorks Newport and Wildman Assure Programs Davidson Trahaire Corpsych Pty Ltd The ORS Group Positive Solutions Converge International JLD Restorative Practices Relationships Australia Tasmania Centacare Tasmania Eudoxia Pty Ltd.
158 Department of Premier and Cabinet - Annual Report 2013-14 Financial statements
DPAC’s financial statements for 2013-14 including: Independent auditor’s report Certification of financial statements Statement of other comprehensive income Statement of financial position Statement of cash flows Statement of changes in equity Notes to and forming part of the financial statements.
Department of Premier and Cabinet - Annual Report 2013-14 159
160 Department of Premier and Cabinet - Annual Report 2013-14 Department of Premier and Cabinet - Annual Report 2013-14 161 Certification of financial statements
The accompanying Financial Statements of the Department of Premier and Cabinet are in agreement with the relevant accounts and records and have been prepared in compliance with Treasurer’s Instructions issued under the provisions of the Financial Management and Audit Act 1990 to present fairly the transactions for the year ending 30 June 2014 and the financial position as at end of the year. At the date of signing, I am not aware of any circumstances which would render the particulars included in the Financial Statements misleading or inaccurate.
Greg Johannes Secretary
12 August 2014
162 Department of Premier and Cabinet - Annual Report 2013-14
DEPARTMENT OF PREMIER AND CABINET
FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2014
Department of Premier and Cabinet - Annual Report 2013-14 163 Table of contents Statement of Comprehensive Income 165
Statement of Financial Position 166
Statement of Cash Flows 167
Statement of Changes in Equity 168
Notes to and forming part of the Financial Statements 169
164 Department of Premier and Cabinet - Annual Report 2013-14 Department of Premier and Cabinet Statement of Comprehensive Income for the year ended 30 June 2014
2014 2014 2013 Budget Actual Actual Notes $’000 $’000 $’000 Continuing Operations Revenue and other income from transactions Revenue from Government Appropriation revenue - recurrent 2.9(a), 7.1 64,077 68,389 65,675 Appropriation revenue – works and services 2.9(a), 7.1, 14.3 250 250 250 Appropriation Carried Forward under section 2.9(a), 7.1 302 278 864 8A(2) of the Public Account Act 1986 Grants 2.9(b), 7.2 - 186 392 Sales of goods and services 2.9(c), 7.3 33,705 32,828 31,166 Other revenue 2.9(d), 7.4 - 3,309 5,844 Total revenue and other income from transactions 98,334 105,240 104,191 Expenses from transactions Employee benefits 2.10(a), 8.1 39,909 44,018 41,467 Superannuation 8.1 4,281 4,596 4,430 Depreciation and amortisation 2.10(b), 8.2 811 1,145 1,124 Supplies and consumables 8.3 40,602 35,118 38,986 Grants, subsidies, donations and contributions 2.10(c), 8.4 2,257 8,962 5,985 Finance costs 2.10(d), 8.5 - 13 13 Transfers to Service Tasmania lead agencies 2.10(f) 12,028 11,536 11,458 Other transfer payments 2.10(f), 8.6 - 2,181 1,433 Transfers to the Consolidated Fund - 55 18 Other expenses 2.10(f), 8.7 174 167 940 Total expenses from transactions 100,062 107,791 105,854
Net result from transactions (net operating balance) (1,728) (2,551) (1,663)
Other economic flows included in net result Net gain/(loss) on non-financial assets 2.11(a)&(c), 9.1 - - -
- - -
Net result from continuing operations (1,728) (2,551) (1,663)
Net result (1,728) (2,551) (1,663)
Comprehensive result (1,728) (2,551) (1,663)
This Statement of Comprehensive Income should be read in conjunction with the accompanying notes. Budget information refers to original estimates and has not been subject to audit. Explanations of material variances between budget and actual outcomes are provided in Note 5.1 of the accompanying notes.
Department of Premier and Cabinet - Annual Report 2013-14 165 Department of Premier and Cabinet Statement of Financial Position as at 30 June 2014 2014 2014 2013 Budget Actual Actual Notes $’000 $’000 $’000 Assets Financial assets Cash and deposits 2.12(a), 14.1 10,025 10,012 12,419 Receivables 2.12(b), 10.1 4,342 5,029 5,290 Non-financial assets Inventories 2.12(c), 10.2 1 - 1 Plant, equipment and leasehold improvements 2.12(d), 10.3 1,111 1,902 2,258 Infrastructure 2.12(d), 10.4 631 319 515 Intangibles 2.12(e), 10.5 581 261 273 Other non-financial assets 2.12(f), 10.6 3,071 3,424 2,959 Total assets 19,762 20,947 23,715 Liabilities Financial liabilities Payables 2.13(a), 11.1 2,969 2,946 2,488 Non-financial liabilities Provisions 2.13(c), 11.2 647 673 660 Employee benefits 2.13(d), 11.3 11,092 10,625 11,776 Other liabilities 2.13(f), 11.4 1,805 2,621 2,160 Total liabilities 16,513 16,865 17,084 Net assets 3,249 4,082 6,631
Equity Reserves 13.1 5 5 5 Accumulated funds 3,244 4,075 6,626 Transactions with owners in their capacity as owners 2.8 - 2 - Total Equity 3,249 4,082 6,631
This Statement of Financial Position should be read in conjunction with the accompanying notes. Budget information refers to original estimates and has not been subject to audit. Explanations of material variances between budget and actual outcomes are provided in Note 5.2 of the accompanying notes.
166 Department of Premier and Cabinet - Annual Report 2013-14 Department of Premier and Cabinet Statement of Cash Flows for the year ended 30 June 2014 2014 2014 2013 Budget Actual Actual Notes $’000 $’000 $’000 Inflows Inflows Inflows Cash flows from operating activities (Outflows) (Outflows) (Outflows) Cash inflows Appropriation receipts – recurrent 64,077 69,180 65,977 Appropriation receipts – capital 250 250 250 Grants - 190 389 Sales of goods and services 33,766 33,021 30,810 GST receipts 4,772 5,794 6,180 Other cash receipts - 3,222 5,752 Total cash inflows 102,865 111,657 109,358 Cash outflows Employee benefits (44,111) (49,670) (45,448) GST payments (4,772) (5,581) (6,439) Supplies and consumables (37,836) (35,683) (39,402) Grants and subsidies (2,257) (8,610) (5,985) Transfers to Service Tasmania lead agencies (12,028) (11,536) (11,458) Other transfer payments - (2,215) (1,702) Transfers to the Consolidated Fund - (55) (18) Other cash payments (2,949) (167) (1,017) Total cash outflows (103,953) (113,517) (111,469)
Net cash from operating activities 14.2 (1,088) (1,860) (2,111)
Cash flows from investing activities Cash outflows Payments for acquisition of non-financial assets (242) (547) (641) Total cash outflows (242) (547) (641)
Net cash used by investing activities (242) (547) (641)
Net increase (decrease) in cash held and cash equivalents (1,330) (2,407) (2,752) Cash and cash deposits at the beginning of the reporting period 11,355 12,419 15,171 Cash and cash deposits at the end of the reporting 14.1 period 10,025 10,012 12,419 ______This Statement of Cash Flows should be read in conjunction with the accompanying notes. Budget information refers to original estimates and has not been subject to audit. Explanations of material variances between budget and actual outcomes are provided in Note 5.3 of the accompanying notes.
Department of Premier and Cabinet - Annual Report 2013-14 167 Department of Premier and Cabinet Statement of Changes in Equity for the year ended 30 June 2014
Reserves Accumulated Total Funds Equity 2014 $’000 $’000 $’000 Balance as at 1 July 2013 5 6,626 6,631 Comprehensive result - (2,551) (2,551) Total comprehensive result 5 4,075 4,080 Transactions with owners in their capacity as owners: Administrative restructure – net assets transferred - 2 2 Total - 4,077 4,082 Balance as at 30 June 2014 5 4,077 4,082
Reserves Accumulated Total Funds Equity 2013 $’000 $’000 $’000 Balance as at 1 July 2012 5 8,289 8,294
Comprehensive result - (1,663) (1,663)
Balance as at 30 June 2013 5 6,626 6,631
This Statement of Changes in Equity should be read in conjunction with the accompanying notes.
168 Department of Premier and Cabinet - Annual Report 2013-14 Notes to and forming part of the Financial Statements for the year ended 30 June 2014 Contents NOTE 1 .... Administered Financial Statements ...... 172 1.1 .... Schedule of Administered Income and Expenses ...... 172 1.2 .... Schedule of Administered Cash Flows ...... 172 NOTE 2 .... Significant Accounting Policies ...... 174 2.1 .... Objectives and Funding...... 174 2.2 .... Basis of Accounting ...... 174 2.3 .... Reporting Entity ...... 175 2.4 .... Functional and Presentation Currency ...... 175 2.5 .... Changes in Accounting Policies...... 175 2.6 .... Administered Transactions and Balances ...... 176 2.7 .... Activities Undertaken Under a Trustee or Agency Relationship ...... 176 2.8 .... Transactions by the Government as Owner – Restructuring of Administrative Arrangements . 177 2.9 .... Income from transactions ...... 177 2.10 .. Expenses from transactions ...... 178 2.11 .. Other economic flows included in net result ...... 179 2.12 .. Assets ...... 180 2.13 .. Liabilities ...... 181 2.14 .. Leases ...... 182 2.15 .. Judgements and Assumptions ...... 182 2.16 .. Foreign Currency ...... 183 2.17 .. Comparative Figures ...... 183 2.18 . Budget Information ...... 183 2.19 .. Rounding ...... 183 2.20 .. Departmental Taxation ...... 183 2.21 .. Goods and Services Tax ...... 183 NOTE 3 .... Departmental Output Schedules ...... 184 3.1 .... Output Group Information ...... 184 3.2 .... Reconciliation of Total Output Groups Net Result to Statement of Comprehensive Income ... 192 3.3 .... Reconciliation of Total Output Groups Net Assets to Statement of Financial Position ...... 193 3.4 .... Administered Output Schedule ...... 193 3.5 .... Reconciliation of Total Administered Output Groups Comprehensive Result to Administered Changes in Equity ...... 194
Department of Premier and Cabinet - Annual Report 2013-14 169 NOTE 4 .... Expenditure under Australian Government Funding Arrangements ...... 195 NOTE 5 .... Explanations of Material Variances between Budget and Actual Outcomes ...... 196 5.1 .... Statement of Comprehensive Income ...... 196 5.2 .... Statement of Financial Position ...... 197 5.3 .... Statement of Cash Flows ...... 197 NOTE 6 .... Events Occurring After Balance Date ...... 199 NOTE 7 .... Income from transactions ...... 200 7.1 .... Revenue from Government ...... 200 7.2 .... Grants ...... 200 7.3 .... Sales of goods and services ...... 201 7.4 .... Other revenue ...... 201 NOTE 8 .... Expenses from transactions ...... 202 8.1 .... Employee benefits ...... 202 8.2 .... Depreciation and amortisation ...... 202 8.3 .... Supplies and consumables ...... 203 8.4 .... Grants, subsidies, donations and contributions ...... 203 8.5 .... Finance costs...... 205 8.6 .... Other transfer payments ...... 205 8.7 .... Other expenses ...... 205 NOTE 9 .... Other economic flows included in net result ...... 206 NOTE 10 .. Assets ...... 207 10.1 .. Receivables ...... 207 10.2 .. Inventories ...... 207 10.3 .. Plant, equipment and leasehold improvements ...... 208 10.4 .. Infrastructure ...... 209 10.5 .. Intangibles ...... 210 10.6 .. Other non-financial assets ...... 210 NOTE 11 .. Liabilities ...... 211 11.1 .. Payables ...... 211 11.2 .. Provisions ...... 211 11.3 .. Employee benefits ...... 212 11.4 .. Other liabilities ...... 212 NOTE 12 .. Commitments and Contingencies ...... 213 12.1 .. Schedule of commitments ...... 213 12.2 .. Contingent assets and liabilities ...... 214 NOTE 13 .. Reserves ...... 215 13.1 .. Reserves ...... 215
170 Department of Premier and Cabinet - Annual Report 2013-14 13.2 .. Administrative Restructuring ...... 215 NOTE 14 .. Cash Flow Reconciliation ...... 216 14.1 .. Cash and deposits ...... 216 14.2 .. Reconciliation of Net Result to Net Cash from Operating Activities ...... 216 14.3 .. Acquittal of Capital Investment and Special Capital Investment Funds ...... 217 14.4 .. Financing facilities ...... 217 NOTE 15 .. Financial Instruments ...... 218 15.1 .. Risk exposures ...... 218 15.2 .. Categories of financial assets and liabilities ...... 220 15.3 .. Comparison between carrying amount and net fair value of financial assets and liabilities ...... 220 NOTE 16 .. Notes to Administered Statements ...... 221 16.1 .. Explanations of material variances between budget and actual outcomes ...... 221 16.2 .. Administered revenue from Government ...... 221 16.3 .. Transfer to Tasmanian Community Fund ...... 221 NOTE 17 .. Transactions and Balances Relating to a Trustee or Agency Arrangement ...... 222
Department of Premier and Cabinet - Annual Report 2013-14 171 NOTE 1 Administered Financial Statements 1.1 Schedule of Administered Income and Expenses
2014 2014 2013 Budget Actual Actual Notes $’000 $’000 $’000 Administered revenue and other income from transactions Revenue from Government Appropriation revenue – Reserved by Law 2.9(a), 16.2 5972 6,079 5,913 Total administered revenue and other income from
transactions 5972 6,079 5,913
Administered expenses from transactions Transfer to Tasmanian Community Fund 2.10(f), 16.3 5972 6,079 5,913 Total administered expenses from transactions 5972 6,079 5,913 Administered net result from transactions attributable to - - - the State Administered net result - - - Administered Comprehensive Result - - -
This Schedule of Administered Income and Expenses should be read in conjunction with the accompanying notes. Budget information refers to original estimates and has not been subject to audit. Explanations of material variances between budget and actual outcomes are provided in Note 16.1 of the accompanying notes. The Department does not have any Administered Assets or Liabilities.
1.2 Schedule of Administered Cash Flows
2014 2014 2013 Budget Actual Actual Notes $’000 $’000 $’000 Inflows Inflows Inflows Administered cash flows from operating activities (Outflows) (Outflows) (Outflows) Administered cash inflows Appropriation receipts – Reserved by Law 16.2 5,972 6,079 5,913 Total administered cash inflows 5,972 6,079 5,913
Administered cash outflows Tasmanian Community Fund 16.3 (5,972) (6,079) (5,913) Total administered cash outflows (5,972) (6,079) (5,913)
Administered net cash from (used by) operating activities - - -
This Schedule of Administered Cash Flows should be read in conjunction with the accompanying notes. Budget information refers to original estimates and has not been subject to audit.
172 Department of Premier and Cabinet - Annual Report 2013-14 Explanations of material variances between budget and actual outcomes are provided in Note 16.1 of the accompanying notes.
Department of Premier and Cabinet - Annual Report 2013-14 173 NOTE 2 Significant Accounting Policies 2.1 Objectives and Funding
The Department of Premier and Cabinet (the Department) provides a broad range of services to Cabinet, other Members of Parliament, the Governor of Tasmania, Government agencies and the community. The Department works closely with the public sector, the community, local government, the Australian Government and other state and territory governments. The Department is a central agency of the Tasmanian Government. The Ministers whom the Department supports as at 30 June 2014 are the Premier; the Minister for Aboriginal Affairs; the Minister for Environment, Parks and Heritage; the Minister for Planning and Local Government; the Minister for Information Technology and Innovation; and the Minister for Women. In addition the Minister for Education is responsible for the Tasmanian Early Years Foundation. The Department also provided administrative support to the Local Government Board, the Tasmanian Climate Action Council and the Bushfire Recovery Taskforce. The Department plays an important role in whole-of-government policy co-ordination, issues management, inter-governmental relations, information technology and telecommunications, public sector management, and coordination of government services through Service Tasmania. The Department delivers a range of outputs to support the activities of other public sector organisations. These services encompass state service management, project management, information resource management, inter-agency human resource management and across government telecommunication and computing services. Department activities contributing towards these outcomes are classified as either controlled or administered. Controlled activities include the use of assets, liabilities, revenues and expenses controlled or incurred by the Department in its own right. Administered activities include the management or oversight by the Department on behalf of the Government of items controlled or administered by the Government. The Department is funded through a mixture of Parliamentary appropriations and retained revenues. It provides the following services on a fee-for-service basis: training; legislation drafting; and telecommunications and computing. The Financial Statements encompass all funds through which the Department controls resources to carry out its functions. In the process of preparing accrual based reports for the Department as a single entity, all material intra- entity transactions and balances have been eliminated. 2.2 Basis of Accounting
The Financial Statements are a general purpose financial report and have been prepared in accordance with: Australian Accounting Standards and interpretations issued by the Australian Accounting Standards Board; and The Treasurer’s Instructions issued under the provisions of the Financial Management and Audit Act 1990. The Financial Statements were signed by the Secretary on 12 August 2014.
174 Department of Premier and Cabinet - Annual Report 2013-14 Compliance with the Australian Accounting Standards (AAS) may not result in compliance with International Financial Reporting Standards (IFRS), as the AAS includes requirements and options available to not-for-profit organisations that are inconsistent with IFRS. The Department is considered to be not-for-profit and has adopted some accounting policies under AAS that do not comply with IFRS. The Financial Statements have been prepared on an accrual basis and, except where stated, are in accordance with the historical cost convention. The accounting policies are generally consistent with the previous year except for those changes outlined in Note 2.5. The Financial Statements have been prepared on the basis that the Department is a going concern. The continued existence of the Department in its present form, undertaking its current activities, is dependent on Government policy and on continuing appropriations by Parliament for the Department’s administration and activities. 2.3 Reporting Entity
The Financial Statements include all the controlled activities of the Department. The Financial Statements consolidate material transactions and balances of the Department and entities included in its output groups. Material transactions and balances between the Department and such entities have been eliminated. 2.4 Functional and Presentation Currency
These Financial Statements are presented in Australian dollars, which is the Department’s functional currency. 2.5 Changes in Accounting Policies a) Impact of new and revised Accounting Standards In the current year, the Department has adopted all of the new and revised AAS and interpretations issued by the Australian Accounting Standards Board (AASB) that are relevant to its operations and effective for the current annual reporting period. These include: AASB 13 Fair Value Measurement (AASB 2011-8 Amendments to Australian Accounting Standards arising from AASB 13). This Standard defines fair value, sets out a framework for measuring fair value and requires disclosures about fair value measurements. AASB 13 sets out a new definition of ‘fair value’ as well as new principles to be applied when determining the fair value of assets and liabilities. The new requirements will apply to all of the Department’s assets and liabilities (excluding leases), that are measured and/or disclosed at fair value or another measurement based on fair value. The Department has reviewed its fair value methodologies (including instructions to valuers, data used and assumptions made) for all items of property, plant, and equipment measured at fair value to ensure those methodologies comply with AASB 13. The financial impact is immaterial to the Department as all fixed assets, with the exception of Heritage assets, are valued at cost. AASB 13 requires increased disclosures in relation to fair value measurements for both assets and liabilities. To the extent that any fair value measurement for an asset or liability uses data that is not “observable” outside the Department, the disclosures are significantly greater. AASB 2011-8 replaces the existing definition and fair value guidance in other Australian Accounting Standards and Interpretations as a result of AASB 13. AASB 119 Employee Benefits (2011-10 Amendments to Australian Accounting Standards arising from AASB 119) – This Standard supersedes AASB 119 Employee Benefits, introducing
Department of Premier and Cabinet - Annual Report 2013-14 175 a number of changes to accounting treatments. The Standard was issued in September 2013. The Department has determined that the financial impact of application is immaterial. 2012-6 Amendments to Australian Accounting Standards – Mandatory Effective Date of AASB 9 and Transition Disclosures [AASB 9, AASB 2009-11, AASB 2010-7, AASB 2011-7 & AASB 2011-8]. This Standard makes amendments to various standards as a consequence of the issuance of International Financial Reporting Standard Mandatory Effective Date and Transition Disclosures (Amendments to IFRS 9 and IFRS 7) by the International Accounting Standards Board in December 2011. It is anticipated that there will not be any financial impact. b) Impact of new and revised Accounting Standards yet to be applied The following applicable new standards have been issued by the AASB and are yet to be applied: AASB 9 Financial Instruments – This Standard supersedes AASB 139 Financial Instruments: recognition and Measurement, introducing a number of changes to accounting treatments. The Standard was reissued in December 2010. The Standard was issued in August 2011 and is available from 1 January 2017 for application by not-for-profit entities. The Department has determined that the potential impact of application is immaterial. AASB 2012-3 Amendments to Australian Accounting Standards – Offsetting Financial Assets and Financial Liabilities [AASB 132]. This Standard adds application guidance to AASB 132 to address inconsistencies identified in applying some of the offsetting criteria, including clarifying the meaning of “currently has a legally enforceable right of set-off” and that some gross settlement systems may be considered equivalent to net settlement. It is not expected to have a financial impact. AASB 2013-5 Amendments to Australian Accounting Standards arising from Annual Improvements 2009-2011 Cycle [AASB 1, AASB 101, AASB 116, AASB 132 & AASB 134 and Interpretation 2]. This Standard makes amendments to the Australian Accounting Standards and Interpretations as a consequence of the annual improvements process. It is not expected to have a financial impact. AASB 2013-7 Amendments to Australian Accounting Standards arising from the Consolidation and Joint Arrangements Standards [AASBs 1, 2, 3, 5, 7, 9, 2009-11, 101, 107, 112, 118, 121, 124, 132, 133, 136, 138, 139, 1023 & 1038 and Interpretations 5, 9, 16 and 17]. This Standard replaces the existing definition and fair value guidance in other Australian Accounting Standards and Interpretations as the result of issuing AASB 13 in September 2013. It is not expected to have a financial impact. 2.6 Administered Transactions and Balances
The Department administers, but does not control, certain resources on behalf of the Government as a whole. It is accountable for the transactions involving such administered resources, but does not have the discretion to deploy resources for the achievement of the Department’s objectives. Administered assets, liabilities, expenses and revenues are disclosed in Note 1 to the Financial Statements. 2.7 Activities Undertaken Under a Trustee or Agency Relationship
Transactions relating to activities undertaken by the Department in a trust or fiduciary (agency) capacity do not form part of the Department’s activities. Trustee and agency arrangements, and transactions/balances relating to those activities, are neither controlled nor administered. Fees, commissions earned and expenses incurred in the course of rendering services as a trustee or through an agency arrangement are recognised as controlled transactions.
176 Department of Premier and Cabinet - Annual Report 2013-14 The Department holds monies in a trustee capacity on behalf of the Tasmanian Early Years Foundation and the Tasmanian Community Fund. The Jim Bacon Foundation (Wind-up) Bill 2013 received royal assent on 24 July 2013 resulting in the Jim Bacon Foundation being wound up on 31 July 2013. As the Department performs only a custodial role in respect of these monies, and because the monies cannot be used for achievement of the Department’s objectives, transactions and balances relating to a trustee arrangement are not recognised as departmental revenues, expenses, assets or liabilities in these Financial Statements. A summary of transactions is provided in Note 17. 2.8 Transactions by the Government as Owner – Restructuring of Administrative Arrangements
Net assets received under a restructuring of administrative arrangements are designated as contributions by owners and adjusted directly against equity. Net assets relinquished are designated as distributions to owners. Net assets transferred are initially recognised at the amounts at which they were recognised by the transferring agency immediately prior to the transfer. Details of these transactions are provided in Notes 13.2. 2.9 Income from transactions
Income is recognised in the Statement of Comprehensive Income when an increase in future economic benefits related to an increase in an asset or a decrease of a liability has arisen that can be measured reliably. All income is operating related. a) Revenue from Government Appropriations, whether recurrent or capital, are recognised as revenues in the period in which the Department gains control of the appropriated funds. Except for any amounts identified as carried forward in Note 7.1 and 16.2, control arises in the period of appropriation. b) Grants Grants payable by the Australian Government are recognised as revenue when the Department gains control of the underlying assets. Where grants are reciprocal, revenue is recognised as performance occurs under the grant. Non-reciprocal grants are recognised as revenue when the grant is received or receivable. Conditional grants may be reciprocal or non-reciprocal depending on the terms of the grant. c) Sales of goods and services Amounts earned in exchange for the provision of goods are recognised when the significant risks and rewards of ownership have been transferred to the buyer. Revenue from the provision of services is recognised in proportion to the stage of completion of the transaction at the reporting date. The stage of completion is assessed by reference to surveys of work performed. d) Other revenue Revenue from charges for services provided and other recoveries and transfers is recognised when an increase in future economic benefit relating to an increase in an asset or a decrease in a liability has arisen and can be reliably measured.
Department of Premier and Cabinet - Annual Report 2013-14 177 2.10 Expenses from transactions
Expenses are recognised in the Statement of Comprehensive Income when a decrease in future economic benefits related to a decrease in an asset or an increase of a liability has arisen that can be measured reliably. a) Employee benefits Employee benefits include, where applicable, entitlements to wages and salaries, recreation leave, personal leave, long service leave, superannuation and other post-employment benefits. b) Depreciation and amortisation All applicable non-financial assets having a limited useful life are systematically depreciated over their useful lives in a manner that reflects the consumption of their service potential. Depreciation is provided for on a straight line basis, using rates which are reviewed annually. Major depreciation periods are: Computing equipment 3-5 years Office plant and equipment 5 years Leasehold improvements 10 years Infrastructure 10 years Heritage assets are not depreciated. All intangible assets having a limited useful life are systematically amortised over their useful lives reflecting the pattern in which the asset’s future economic benefits are expected to be consumed by the Department. Intangibles (software) are amortised over 3 years. c) Grants, subsidies, donations and contributions Grants and subsidies expenditure is recognised to the extent that: the services required to be performed by the grantee have been performed; or the grant eligibility criteria have been satisfied. Donations and contributions are assessed individually to provide support to communities nationally, state wide and locally. A liability is recorded when the Department has a binding agreement to make the grant but services have not been performed or criteria satisfied. Where grant monies are paid in advance of performance or eligibility, a prepayment is recognised. d) Finance costs All finance costs are expensed as incurred using the effective interest method. Finance costs include: interest on bank overdrafts and short-term and long-term borrowings; unwinding of discounted provisions; amortisation of discounts or premiums related to borrowings; amortisation of ancillary costs incurred in connection with the arrangement of borrowings; and finance lease charges. e) Contributions provided
178 Department of Premier and Cabinet - Annual Report 2013-14 Contributions provided free of charge by the Department to another entity are recognised as an expense when fair value can be reliably determined. f) Other expenses Expenses from acquisition of supplies and services are recognised when the obligation to pay can be reliably measured, usually at the time of supply of such supplies and services. Transfers to Service Tasmania lead agencies relate to recoveries by lead agencies (Department of Education and Department of Primary Industries, Parks, Water and Environment) for delivery of services to Service Tasmania. Other transfer payments relate to transfers of funding to other agencies, foundations and other Government entities. See also notes 16 and 17. 2.11 Other economic flows included in net result
Other economic flows measure the change in volume or value of assets or liabilities that do not result from transactions. a) Gain (Loss) from the Sale of Non-financial Assets Gains or losses from the sale of non-financial assets are recognised when control of the asset has passed to the buyer. b) Impairment – Financial Assets Financial assets are assessed at each reporting date to determine whether there is any objective evidence that there are any financial assets that are impaired. A financial asset is considered to be impaired if objective evidence indicates that one or more events have had a negative effect on the estimated future cash flows of that asset. An impairment loss, in respect of a financial asset measured at amortised cost, is calculated as the difference between its carrying amount, and the present value of the estimated future cash flows discounted at the original effective interest rate. All impairment losses are recognised in the Statement of Comprehensive Income. An impairment loss is reversed if the reversal can be related objectively to an event occurring after the impairment loss was recognised. For financial assets measured at amortised cost, the reversal is recognised in profit or loss. c) Impairment – Non Financial Assets All non-financial assets are assessed to determine whether any impairment exists. Impairment exists when the recoverable amount of an asset is less than its carrying amount. Recoverable amount is the higher of fair value less costs to sell and value in use. The Department’s assets are not used for the purpose of generating cash flows; therefore value in use is based on depreciated replacement cost where the asset would be replaced if deprived of it. All impairment losses are recognised in the Statement of Comprehensive Income. Impairment losses recognised in prior periods are assessed at each reporting date for any indications that the loss has decreased or no longer exists. An impairment loss is reversed if there has been a change in the estimates used to determine the recoverable amount. An impairment loss is reversed only to the extent that the asset’s carrying amount does not exceed the carrying amount that would have been determined, net of depreciation or amortisation, if no impairment loss had been recognised. d) Other gains (losses) from other economic flows
Department of Premier and Cabinet - Annual Report 2013-14 179 Other gains (losses) from other economic flows include gains or losses from reclassifications of amounts from reserves and/or accumulated surplus to net result, and from the revaluation of the present values of the long service leave liability due to changes in the bond interest rate. 2.12 Assets
Assets are recognised in the Statement of Financial Position when it is probable that the future economic benefits will flow to the Department and the asset has a cost or value that can be measured reliably. a) Cash and deposits Cash means notes, coins, any deposits held at call with a bank or financial institution, as well as funds held in the Special Deposits and Trust Fund. Deposits are recognised at amortised cost, being their face value. b) Receivables Receivables are recognised at amortised cost, less any impairment losses. However, due to the short settlement period, receivables are not discounted back to their present value. c) Inventories Inventories held for distribution are valued at cost adjusted, when applicable, for any loss of service potential. Inventories acquired for no cost or nominal consideration are valued at current replacement cost. Inventories are measured at the lower of cost and current replacement cost. d) Plant, equipment, leasehold improvements and infrastructure (i) Valuation basis Heritage assets are recorded at fair value. All other non-current physical assets, including work in progress, are recorded at historical cost less accumulated depreciation and accumulated impairment losses. Cost includes expenditure that is directly attributable to the acquisition of the asset. The costs of self-constructed assets includes the cost of materials and direct labour, any other costs directly attributable to bringing the asset to a working condition for its intended use, and the costs of dismantling and removing the items and restoring the site on which they are located. Purchased software that is integral to the functionality of the related equipment is capitalised as part of that equipment. When parts of an item of plant, equipment and leasehold improvements have different useful lives, they are accounted for as separate items (major components) of plant and equipment. (ii) Subsequent costs The cost of replacing part of an item of plant, equipment and any leasehold improvement is recognised in the carrying amount of the item if it is probable that the future economic benefits embodied within the part will flow to the Department and its costs can be measured reliably. The carrying amount of the replaced part is derecognised. The costs of day-to-day servicing of plant, equipment and leasehold improvements are recognised in profit or loss as incurred. (iii) Asset recognition threshold The asset capitalisation threshold adopted by the Department for all classes of assets is $10,000, with the exception of assets held by TMD. For business purposes TMD has adopted a recognition threshold of $1,000. Items purchased that are valued at less than the asset capitalisation threshold of their class of asset are charged to the Statement of Comprehensive Income in the year of purchase (other than where they form part of a group of similar items which are material in total).
180 Department of Premier and Cabinet - Annual Report 2013-14 (iv) Revaluations The Department’s heritage assets (furniture) are revalued on a three yearly basis. They were revalued by Gowans Auctions (Auctioneers and Valuers) in June 2012. Heritage assets are reported at fair value. Details of the revaluation are in Note 10.3. e) Intangibles An intangible asset is recognised where: it is probable that an expected future benefit attributable to the asset will flow to the Department; and the cost of the asset can be reliably measured. Intangible assets held by the Department are valued at fair value less any subsequent accumulated amortisation and any subsequent accumulated impairment losses where an active market exists. Where no active market exists, intangibles are valued at cost less any accumulated amortisation and any accumulated impairment losses. Intangible assets for the Department are not revalued due to software having a limited useful life. f) Other non-financial assets Prepayments are recognised when they occur and are measured at the nominal amount. Lease make- good is recognised at amortised cost. 2.13 Liabilities
Liabilities are recognised in the Statement of Financial Position when it is probable that an outflow of resources embodying economic benefits will result from the settlement of a present obligation and the amount at which the settlement will take place can be measured reliably. a) Payables Payables, including goods received and services incurred but not yet invoiced, are recognised at amortised cost, which due to the short settlement period, equates to face value, when the Department becomes obliged to make future payments as a result of a purchase of assets or services. b) Interest bearing liabilities Bank loans and other loans are initially measured at fair value, net of transaction costs. Bank loans and other loans are subsequently measured at amortised cost using the effective interest rate method, with interest expense recognised on an effective yield basis. The effective interest rate method is a method of calculating the amortised cost of a financial liability and allocating interest expense over the relevant period. The effective interest rate is the rate that exactly discounts estimated future cash payments through the expected life of the financial liability, or where appropriate, a shorter period. c) Provisions A provision arises if, as a result of a past event, the Department has a present legal or constructive obligation that can be estimated reliably, and it is probable that an outflow of economic benefits will be required to settle the obligation. Provisions are determined by discounting the expected future cash flows at a rate that reflects current market assessments of the time value of money and the risks specific to the liability. Any right to reimbursement relating to some or all of the provision is recognised as an asset when it is virtually certain that the reimbursement will be received.
Department of Premier and Cabinet - Annual Report 2013-14 181 d) Employee benefits Liabilities for wages and salaries and recreation leave are recognised when the employee becomes entitled to receive a benefit. Those liabilities expected to be realised within 12 months are measured as the amount expected to be paid. Other employee entitlements are measured as the present value of the benefit at 30 June 2014, where the impact of discounting is material, and at the amount expected to be paid if discounting is not material. A liability for long service leave is recognised, and is measured as the present value of expected future payments to be made in respect of services provided by employees up to the reporting date. e) Superannuation (i) Defined contribution plans A defined contribution plan is a post-employment benefit plan under which an entity pays fixed contributions into a separate entity and will have no legal or constructive obligation to pay further amounts. Obligations for contributions to defined contribution plans are recognised as an expense when they fall due. (ii) Defined benefit plans A defined benefit plan is a post-employment benefit plan other than a defined contribution plan. The Department does not recognise a superannuation liability for the accruing superannuation benefits of employees. This liability is held centrally and is recognised within the Finance-General Division of the Department of Treasury and Finance. f) Other liabilities Other liabilities are recognised in the Statement of Financial Position when it is probable that the outflow of resources embodying economic benefits will result from the settlement of a present obligation and the amount at which the settlement will take place can be measured reliably. Other liabilities consist of employee benefits on costs, revenue received in advance, appropriation carried forward from current year under Section 8A(2) carry forward in the Public Account Act 1986 and a lease incentive liability. 2.14 Leases
The Department has entered into a number of operating lease agreements for buildings and office equipment, where the lessors effectively retain all the risks and benefits incidental to ownership of the items leased. Equal instalments of lease payments are charged to the Statement of Comprehensive Income over the lease term, as this is representative of the pattern of benefits to be derived from the leased property. The Department is prohibited by Treasurer’s Instruction 502 Leases from holding finance leases. 2.15 Judgements and Assumptions
In the application of Australian Accounting Standards, the Department is required to make judgements, estimates and assumptions about carrying values of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and various other factors that are believed to be reasonable under the circumstances, the results of which form the basis of making the judgements. Actual results may differ from these estimates. The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimates are revised if the revisions affect only that
182 Department of Premier and Cabinet - Annual Report 2013-14 period; or in the period of the revisions and future periods if the revisions affect both current and future periods. Judgements made by the Department that have significant effects on the Financial Statements are disclosed in the relevant notes to the Financial Statements. These judgements include: Impairment (refer Notes 2.11(b) & 2.11(c)); Asset revaluations (refer Note 2.12(c) & (d) and 10.3); Provision for impairment (refer note 2.13 (c)); and Provisions for Employee benefits (refer notes 2.13(d) and 11.3). The Department has made no assumptions concerning the future that may cause a material adjustment to the carrying amounts of assets and liabilities within the next reporting period. 2.16 Foreign Currency
Transactions denominated in a foreign currency are converted at the exchange rate at the date of the transaction. Foreign currency receivables and payables are translated at the exchange rates current as at balance date. 2.17 Comparative Figures
Comparative figures have been adjusted to reflect any changes in accounting policy or the adoption of new standards. Details of the impact of changes in accounting policy on comparative figures are at Note 2.5. 2.18 Budget Information
Budget information refers to original estimates as disclosed in the 2013-14 Budget Papers and is not subject to audit. 2.19 Rounding
All amounts in the Financial Statements have been rounded to the nearest thousand dollars unless otherwise stated. Where the result of expressing amounts to the nearest thousand dollars would result in an amount of zero, the financial statement will contain a note expressing the amount to the nearest whole dollar. 2.20 Departmental Taxation
The Department is exempt from all forms of taxation except Fringe Benefits Tax, Payroll Tax and the Goods and Services Tax (GST). 2.21 Goods and Services Tax
Revenue, expenses and assets are recognised net of the amount of Goods and Services Tax, except where the GST incurred is not recoverable from the Australian Taxation Office (ATO). Receivables and payables are stated inclusive of GST. The net amount recoverable or payable to the ATO is recognised as an asset or liability within the Statement of Financial Position. In the Statement of Cash Flows, the GST component of cash flows arising from operating, investing or financing activities which is recoverable from, or payable to, the ATO is, in accordance with the AAS, classified as operating cash flows.
Department of Premier and Cabinet - Annual Report 2013-14 183 NOTE 3 Departmental Output Schedules 3.1 Output Group Information
Comparative information has not been restated for external administrative restructures. Budget information refers to original estimates and has not been subject to audit. (I) MINISTERIAL AND PARLIAMENTARY SUPPORT OUTPUT GROUP Output Group 1 – Support For Members of Parliament 2014 2014 2013 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Revenue from appropriation 19,094 21,930 19,074 Other revenue - 281 271 Total revenue and other income from transactions 19,094 22,211 19,345 Expenses from transactions Employee benefits Salaries and wages 11,780 14,363 13,094 Other employee related expenses - 59 51 Superannuation 1,187 1,195 1,236 Depreciation and amortisation 17 59 59 Grants, subsidies, donations and contributions - 1 1 Finance costs - 5 5 Supplies and consumables Advertising and promotion - 23 19 Communications 427 448 484 Consultants 178 102 21 Information technology 218 145 137 Maintenance 166 71 20 Operating lease costs - 434 557 Property services 3,296 2,654 2,651 Travel and transport 1,573 723 823 Other supplies and consumables 145 617 464 Other expenses 108 48 257
Total expenses from transactions 19,095 20,947 19,879
Net result from transactions (net operating balance) (1) 1,264 (534)
Net Result (1) 1,264 (534)
Comprehensive result (1) 1,264 (534)
Expense by output 1.1 Support for Ministers 14,873 16,001 15,309 1.2 Support for other Members of Parliament 4,222 4,946 4,570
Total 19,095 20,947 19,879
Net assets Total assets deployed for Output Group 1 854 387 Total liabilities incurred for Output Group 1 (2,960) (3,750)
Net assets deployed for Output Group 1 (2,106) (3,363)
184 Department of Premier and Cabinet - Annual Report 2013-14 (II) DEPARTMENTAL OUTPUT GROUPS Output Group 1 – Support for Executive Decision Making 2014 2014 2013 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Revenue from appropriation 10,898 10,786 11,818 Section 8A(2) carry forward revenue - 278 6 Sales of goods and services - 17 - Other Revenue 100 49 516
Total revenue and other income from transactions 10,998 11,130 12,340 Expenses from transactions Employee benefits Salaries and wages 5,066 5,112 4,907 Other employee related expenses - 170 116 Superannuation 597 626 595 Depreciation and amortisation 25 77 94 Grants, subsidies, donations and contributions 3,207 3,585 3,204 Finance costs - 3 3 Supplies and consumables Advertising and promotion 43 23 42 Board members’ fees - 167 107 Communications 71 94 141 Consultants 82 179 332 Information technology 116 84 465 Maintenance - 30 10 Operating lease costs - 76 88 Property services 553 564 620 Travel and transport 268 124 128 Other supplies and consumables 1,091 497 928 Other transfer payments - 249 173 Transfers to the Consolidated Fund - 13 9 Other expenses 9 21 103 Total expenses from transactions 11,128 11,694 12,065 Net result from transactions (net operating balance) (130) (564) 275 Net Result (130) (564) 275 Comprehensive result (130) (564) 275
Expense by output 1.1 Strategic Policy and Advice 5,014 5,113 4,534 1.2 Climate Change 1,747 1,968 1,682 1.3 Social Inclusion 4,367 4,613 5,849 Total 11,128 11,694 12,065
Net assets Total assets deployed for Output Group 1 528 1,131 Total liabilities incurred for Output Group 1 (1,882) (1,921)
Net assets deployed for Output Group 1 (1,354) (790)
Department of Premier and Cabinet - Annual Report 2013-14 185 Output Group 2 – Government Processes and Services 2014 2014 2013 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Revenue from appropriation 9,093 9,728 9,638 Section 8A(2) carry forward revenue - - 500 Grants Revenue - 114 117 Sales of goods and services 1,259 83 408 Other revenue - 239 308
Total revenue and other income from transactions 10,352 10,164 10,971 Expenses from transactions Employee benefits Salaries and wages 5,728 6,476 6,303 Other employee related expenses - 234 108 Superannuation 666 731 673 Depreciation and amortisation 50 68 63 Grants, subsidies, donations and contributions 231 1,025 721 Finance costs - 3 3 Supplies and consumables Advertising and promotion 201 226 134 Communications 149 144 131 Consultants 179 14 185 Information technology 816 1,004 428 Maintenance - 41 4 Operating lease costs - 67 96 Property services 628 679 632 Travel and transport 170 78 86 Other supplies and consumables 1,619 1,183 905 Other transfer payments - 523 339 Transfers to the Consolidated Fund - 32 2 Other expenses 20 28 118
Total expenses from transactions 10,457 12,556 10,931
Net result from transactions (net operating balance) (105) (2,392) 40
Net Result (105) (2,392) 40
Comprehensive result (105) (2,392) 40
Expense by output 2.1 Management of Executive Government Processes 5,136 7,491 6,546 2.2 Principal and Subordinate Legislation 3,095 3,349 3,035 2.3 Tasmanian Government Courier 578 568 599 2.4 Corporate Support to Ministerial and Parliamentary Offices and the Office of the Governor 1,648 1,148 751
Total 10,457 12,556 10,931
Net assets Total assets deployed for Output Group 2 4,697 6,022 Total liabilities incurred for Output Group 2 (2,807) (2,506)
Net assets deployed for Output Group 2 1,890 3,516
186 Department of Premier and Cabinet - Annual Report 2013-14 Output Group 3 – Electronic Services for Government Agencies and the Community 2014 2014 2013 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Revenue from appropriation 12,445 12,445 12,083 Sales of goods and services 30,963 30,645 29,184 Other revenue - 149 141
Total revenue and other income from transactions 43,408 43,239 41,408 Expenses from transactions Employee benefits Salaries and wages 9,748 9,984 8,916 Other employee related expenses - 147 127 Superannuation 952 1,055 954 Depreciation and amortisation 707 898 860 Finance costs - 1 1 Supplies and consumables Advertising and promotion 5 79 6 Board members’ fees - 7 7 Communications 15,403 14,994 14,910 Consultants 142 314 280 Information technology 2,532 1,707 2,029 Maintenance - 58 17 Operating lease costs - 78 89 Property services 972 975 971 Travel and transport 268 184 144 Other supplies and consumables 2,203 1,990 2,361 Transfers to Service Tasmania lead agencies 12,028 11,286 11,208 Other transfer payments - 285 46 Other expenses 34 38 184
Total expenses from transactions 44,994 44,080 43,110
Net result from transactions (net operating balance) (1,587) (841) (1,702)
Net Result (1,587) (841) (1,702)
Comprehensive result (1,587) (841) (1,702)
Expense by output 3.1 ICT Policy Development and Implementation 1,300 1,311 1,288 3.2 Management and Ongoing Development of Service Tasmania 14,226 13,674 12,907 3.3 Delivery of ICT Services 29,468 29,095 28,915
Total 44,994 44,080 43,110 Net assets Total assets deployed for Output Group 3 12,737 13,960 Total liabilities incurred for Output Group 3 (6,600) (6,016)
Net assets deployed for Output Group 3 6,137 7,944
Department of Premier and Cabinet - Annual Report 2013-14 187 Output Group 4 – State Service Management 2014 2014 2013 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Revenue from appropriation 2,841 2,650 2,922 Section 8A(2) carry forward revenue - - 358 Sales of goods and services 1,381 1,258 1,528 Other revenue - 1 3
Total revenue and other income from transactions 4,222 3,909 4,811 Expenses from transactions Employee benefits Salaries and wages 2,223 2,188 2,305 Other employee related expenses - 42 42 Superannuation 245 257 267 Depreciation and amortisation 10 - 14 Finance costs - - 1 Supplies and consumables Advertising and promotion 38 3 15 Communications 40 21 32 Consultants 253 7 8 Information technology 83 65 191 Maintenance - - 2 Operating lease costs - 21 35 Property services 175 303 353 Travel and transport 75 45 49 Other supplies and consumables 1,129 956 1,284 Other transfer payments - 60 100 Other expenses - 8 83
Total expenses from transactions 4,271 3,976 4,781
Net result from transactions (net operating balance) (49) (67) 30
Net Result (49) (67) 30
Comprehensive result (49) (67) 30
Expense by output 4.1 State Service Employment and Management 4,271 3,976 4,497 4.2 Support for the State Service Commissioner - - 284
Total 4,271 3,976 4,781 Net assets Total assets deployed for Output Group 4 1,162 1,129 Total liabilities incurred for Output Group 4 (1,042) (976)
Net assets deployed for Output Group 4 120 153
188 Department of Premier and Cabinet - Annual Report 2013-14 Output Group 5 – Tasmania Together Progress Board 2014 2014 2013 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Revenue from appropriation - - 903
Total revenue and other income from transactions - - 903 Expenses from transactions Employee benefits Salaries and wages - - 350 Other employee related expenses - - 13 Superannuation - - 49 Depreciation and amortisation - - 10 Supplies and consumables Advertising and promotion - - 24 Board members’ fees - - 83 Communications - - 9 Consultants - - 6 Information technology - - 60 Maintenance - - 1 Operating lease costs - - 9 Property services - - 101 Travel and transport - - 8 Other supplies and consumables - - 36 Other transfer payments - - 10 Other expenses - - 13
Total expenses from transactions - - 782
Net result from transactions (net operating balance) - - 121
Net Result - - 121
Comprehensive result - - 121
Expense by output 5.1 Support for Tasmania Together Progress Board - - 782
Total - - 782 Net assets Total assets deployed for Output Group 5 - 66 Total liabilities incurred for Output Group 5 - (77)
Net assets deployed for Output Group 5 - (11)
Department of Premier and Cabinet - Annual Report 2013-14 189 Output Group 6 – Community Development 2014 2014 2013 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Revenue from appropriation 7,001 7,201 6,872 Grants Revenue - 40 70 Sales of goods and services 2 2 27 Other revenue - 137 42
Total revenue and other income from transactions 7,003 7,380 7,011 Expenses from transactions Employee benefits Salaries and wages 3,290 3,613 3,254 Other employee related expenses - 60 41 Superannuation 401 452 396 Depreciation and amortisation 2 28 9 Grants, subsidies, donations and contributions 1,544 1,737 1,497 Finance costs - 1 1 Supplies and consumables Advertising and promotion 133 67 193 Board members’ fees - 6 9 Communications 96 76 80 Consultants 110 13 9 Information technology 97 52 60 Maintenance - 12 3 Operating lease costs - 41 59 Property services 473 732 616 Travel and transport 283 149 178 Other supplies and consumables 737 199 188 Other transfer payments - 62 298 Transfers to the Consolidated Fund - 9 7 Other expenses - 14 63
Total expenses from transactions 7,166 7,323 6,961
Net result from transactions (net operating balance) (163) 57 50
Net Result (163) 57 50
Comprehensive result (163) 57 50
Expense by output 6.1 Community Development – Policy Advice and Ongoing Community Development 5,900 5,862 6,961 6.2 Office of Aboriginal Affairs 935 893 - 6.3 Office of Veterans’ Affairs 331 568 -
Total 7,166 7,323 6,961
Net assets Total assets deployed for Output Group 6 638 519 Total liabilities incurred for Output Group 6 (1,024) (888)
Net assets deployed for Output Group 6 (386) (369)
190 Department of Premier and Cabinet - Annual Report 2013-14 Output Group 7 – Development of Local Government, Security and Emergency Management 2014 2014 2013 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Revenue from appropriation 2,705 3,649 2,365 Grants Revenue - 33 205 Sales of goods and services - 823 19 Other revenue - 2,453 4,563
Total revenue and other income from transactions 2,705 6,958 7,152 Expenses from transactions Employee benefits Salaries and wages 2,077 2,189 2,238 Other employee related expenses - 35 38 Superannuation 233 280 260 Depreciation and amortisation - 14 15 Grants, subsidies, donations and contributions (200) 2,614 561 Finance costs - 1 - Supplies and consumables Advertising and promotion 18 19 143 Board members’ fees - 41 17 Communications 31 63 57 Consultants 32 23 25 Information technology 46 18 61 Maintenance - 4 57 Operating lease costs - 54 39 Property services 179 178 117 Travel and transport 149 55 56 Other supplies and consumables 136 367 2,825 Other transfer payments - 1,001 466 Other expenses - 10 120
Total expenses from transactions 2,701 6,966 7,095
Net result from transactions (net operating balance) 4 (8) 57
Net Result 4 (8) 57
Comprehensive result 4 (8) 57
Expense by output 7.1 Development of Local Government 1,665 1,732 7,095 7.2 Security and Emergency Management 1,036 5,234 -
Total 2,701 6,966 7,095
Net assets Total assets deployed for Output Group 7 332 500 Total liabilities incurred for Output Group 7 (551) (949)
Net assets deployed for Output Group 7 (219) (449)
Department of Premier and Cabinet - Annual Report 2013-14 191 Capital Investment Program 2014 2014 2013 Budget Actual Actual $'000 $'000 $'000
Continuing Operations Revenue and other income from transactions Appropriation revenue – works and services 250 250 250
Total revenue and other income from transactions 250 250 250 Expenses from transactions Transfers to Service Tasmania lead agencies 250 250 250
Total expenses from transactions 250 250 250
Net result from transactions (net operating balance) - - -
Net Result - - -
Comprehensive result - - - Expense by project Service Tasmania Shops Capital Investment 250 250 250
Total 250 250 250
Net assets Total assets deployed for Capital Investment Program - - Total liabilities incurred for Capital Investment Program - -
Net assets deployed for Capital Investment Program - -
3.2 Reconciliation of Total Output Groups Net Result to Statement of Comprehensive Income
2014 2014 2013 Budget Actual Actual $'000 $'000 $'000 Total comprehensive result of Output Groups (2,030) (2,551) (1,663)
Reconciliation to comprehensive result - - -
Comprehensive result (2,030) (2,551) (1,663)
192 Department of Premier and Cabinet - Annual Report 2013-14 3.3 Reconciliation of Total Output Groups Net Assets to Statement of Financial Position
2014 2013 Actual Actual $'000 $'000 Total net assets deployed for Output Groups 4,082 6,631
Reconciliation to net assets Assets unallocated to Output Groups - - Liabilities unallocated to Output Groups - - Net assets 4,082 6,631
3.4 Administered Output Schedule
Budget information refers to original estimates and has not been subject to audit. Output Group – Administered Items 2014 2014 2013 Budget Actual Actual $'000 $'000 $'000 Administered revenue and other income from transactions Revenue from appropriation 5,972 6,079 5,913 Total administered revenue and other income from transactions 5,972 6,079 5,913
Administered expenses from transactions Tasmanian Community Fund 5,972 6,079 5,913
Total administered expenses from transactions 5,972 6,079 5,913 Administered net result from transactions (net operating balance) - - -
Total administered comprehensive result - - - Administered expenses by project Tasmanian Community Fund 5,972 6,079 5,913
Total 5,972 6,079 5,913
The Department does not have any Administered Assets or Liabilities.
Department of Premier and Cabinet - Annual Report 2013-14 193
3.5 Reconciliation of Total Administered Output Groups Comprehensive Result to Administered Changes in Equity
2014 2014 2013 Budget Actual Actual $'000 $'000 $'000 Total administered net result of Administered Items - - -
Reconciliation to administered net surplus/(deficit) - - - Net surplus (deficit) - - -
The Department does not have any Administered Assets or Liabilities.
194 Department of Premier and Cabinet - Annual Report 2013-14 NOTE 4 Expenditure under Australian Government Funding Arrangements
Australian Australian State Gov’t State Gov’t Funds Funds Funds Funds 2014 2014 2013 2013 Actual Actual Actual Actual $’000 $’000 $’000 $’000 National Partnership Payment Local Government Reform - 32 - 205 Total - 32 - 205
Department of Premier and Cabinet - Annual Report 2013-14 195 NOTE 5 Explanations of Material Variances between Budget and Actual Outcomes
The following are brief explanations of material variances between Budget estimates and actual outcomes. Variances are considered material where the variance exceeds the greater of 10 per cent of Budget estimate and $500,000. 5.1 Statement of Comprehensive Income
Note Budget Actual Variance Variance $’000 $’000 $’000 % Other revenue (a) - 3,309 3,309 NA Employee benefits (b) 39,909 44,018 (4,109) (10) Supplies and consumables (c) 40,602 35,118 5,484 14 Grants, subsidies, donations and contributions (d) 2,257 8,832 (6,575) 291 Other transfer payments (e) - 2,181 (2,181) NA Notes to Statement of Comprehensive Income variances Variations are primarily due to: (a) Reflects: reimbursement of salaries from other Agencies ($320,466) TasAlert Website funding ($60,000) Bushfire Appeal Donations from organisations ($118,232) and from the Red Cross for Community Projects, Temporary Accommodation and distribution of funds to affected community members ($2,214,435) Electricity Hardship Fund revenue ($87,500) Impacts of Natural Hazards project revenue ($114,000) Tasmanian Forests Agreement Communications reimbursement ($33,810) reimbursement for National Centre of Excellence payment ($35,100). (b) Reflects: termination payments ($1,531,787) higher than expected Leave expense ($2,402,000). (c) Reflects recasting of expenses against budget between Grants and Subsidies, Supplies and Consumables, and Other Transfer Payments. (d) Reflects: Bushfire Donation payments to other agencies ($77,159) Premier’s Discretionary Fund and Government Donation and Appeals Fund payments ($273,000) Section 8A(2) payment for the House Warming Program ($113,884) Bushfire Appeal payments for community projects ($841,680) Foodbank funding ($88,000) Bushfire Appeal distribution of funds to affected community members ($1,559,385) Flame of Remembrance payment ($200,000) recasting of expenses against budget between Grants and Subsidies, Supplies and Consumables, and Other Transfer Payments ($3,422,000). (e) Reflects: Payment to another agency for Bushfire Clean-up costs ($883,920) King Island Partnership Agreement ($100,000) Service Tasmania Project payments ($81,266) Government Contact Centre transfer payments ($203,586)
196 Department of Premier and Cabinet - Annual Report 2013-14 Tasmanian Early Years Foundation ($500,000) Tasmanian State Service Leadership Development Scholarship ($60,000) National Health and Medical Research Council ($45,000) COAG Reform Council Meeting contributions ($59,116) National Centre for Excellence ($35,100) Other transfer payments ($213,000).
5.2 Statement of Financial Position
Note Budget Actual Variance Variance $’000 $’000 $’000 % Receivables (a) 4,342 5,029 687 16 Plant, equipment and leasehold improvements (b) 1,111 1,902 791 71 Other liabilities (c) 1,805 2,621 (816) (45)
Notes to Statement of Financial Position variances (a) Reflects higher than expected TMD Trade Receivables ($400,000) and TMD GST Receipts ($300,000) (b) Reflects: additions of $341,000 during 2013-14 the budgeted depreciation being higher than the actual result. (c) Reflects carry forward funding under Section 8A (2) of the Public Account Act 1986 for the Tasmanian Jobs Website Project and Ministerial and Parliamentary Support Termination Payments ($791,000).
5.3 Statement of Cash Flows
Note Budget Actual Variance Variance $’000 $’000 $’000 % GST receipts (a) 4,772 5,794 1,022 21 Other cash receipts (b) - 3,222 3,222 NA Employee benefits (c) (44,111) (49,670) 5,559 (13) GST payments (d) (4,772) (5,581) 809 (17) Grants, subsidies (e) (2,257) (8,610) 6,353 (281) Other transfer payments (f) - (2,215) 2,215 100 Other cash payments (g) (2,949) (167) (2,782) 94
Notes to Statement of Cash Flows variances Variations are primarily due to: (a) Reflects the actual level of input tax credits received and GST received on services provided. (b) Reflects: reimbursement of salaries from other Agencies ($320,466) TasAlert Website funding ($60,000) Bushfire Appeal Donations from organisations ($118,232) and from the Red Cross for Community Projects, Temporary Accommodation and distribution of funds to effected community members ($2,214,435) Electricity Hardship Fund revenue ($87,500) Impacts of Natural Hazards project revenue ($114,000) Tasmanian Forests Agreement Communications reimbursement ($33,810) reimbursements for National Centre of Excellence payment ($35,100) other reimbursement for expenses incurred ($325,000). (c) Reflects: termination payments made ($1,531,787)
Department of Premier and Cabinet - Annual Report 2013-14 197 reimbursement of salary payments ($180,961) higher than expected Leave payments ($3,846,000). (d) Reflects the actual level of GST paid on purchases. (e) Reflects: Bushfire Donation payments to other agencies ($77,159) Premier’s Discretionary Fund and Government Donation and Appeals Fund Payments ($273,000) Section 8A(2) payment for the House Warming Program ($113,884) Bushfire Appeal payments for community projects ($841,680) Foodbank funding ($88,000) Bushfire Appeal distribution of funds to effected community members ($1,559,385) Flame of Remembrance payment ($200,000) recasting of expenses against budget between Grants and Subsidies, Supplies and Consumables, and Other Transfer Payments ($3,199,000). (f) Reflects: payment to another agency for Bushfire Clean-up costs ($883,920) King Island Partnership Agreement ($100,000) Service Tasmania Project payments ($81,266) Government Contact Centre transfer payments ($203,586) Tasmanian Early Years Foundation ($500,000) Tasmanian State Service Leadership Development Scholarship ($60,000) National Health and Medical Research Council ($45,000) COAG Reform Council Meeting Contributions ($59,116) National Centre for Excellence ($35,100) Other transfer payments ($247,000). (g) Reflects recasting of expenses against budget between Other Transfer Payments and Other Cash Payments.
198 Department of Premier and Cabinet - Annual Report 2013-14 NOTE 6 Events Occurring After Balance Date
An administrative restructure has occurred after the reporting date, transferring Sport and Recreation Tasmania to the Department. The financial effect of this event has not been recognised.
Department of Premier and Cabinet - Annual Report 2013-14 199 NOTE 7 Income from transactions 7.1 Revenue from Government
Revenue from Appropriation includes revenue from appropriations, including appropriations carried forward under section 8A (2) of the Public Account Act 1986, and Items Reserved by Law.
The Budget information is based on original estimates and has not been subject to audit.
2014 2014 2013 Budget Actual Actual $’000 $’000 $’000 Continuing operations Appropriation revenue - recurrent Current year 63,258 67,659 64,944 Item Reserved by Law: Parliamentary Salaries, Superannuation and Allowances Act 2012 819 730 731 Total 65,675 64,077 68,389 Appropriation revenue – works and services 250 250 250 Revenue from Government - other Appropriation carried forward under section 8A(2) of the Public Account Act 1986 taken up as revenue in the current year 302 278 864 Total 552 528 1,114 Total Revenue from Government 64,629 68,917 66,789
Section 8A(2) of the Public Account Act 1986 allows for an unexpended balance of an appropriation to be transferred to an account in the Special Deposits and Trust Fund for such purposes and conditions as approved by the Treasurer. In the initial year, the carry forward is recognised as a liability, Revenue Received in Advance. The carry forward from the initial year is recognised as revenue in the reporting year, assuming the conditions of the carry forward are met and the funds are expended. 7.2 Grants
2014 2013 $’000 $’000 Grants from Australian Government Australia Day activities 114 117 National Youth Week activities 40 40 Grants under the National Partnership Payments 32 205 Total 186 362 Other grants National Youth Week activities - 30 Total - 30
Total 186 392
Grants received from the National Australia Day Council in 2013-14 of $113,911 were provided on the condition that they were used for Australia Day celebrations. An amount of $33,014 was also carried forward from 2012-13 to deliver the second biennial conference for local government, Australia Day event managers and other ongoing activities. Of this carry-over amount, $4,000 was used to deliver Australia Day programs. The remaining $29,014 was carried forward into 2014-15 when the conference was rescheduled from May 2014 to August 2014. This action is endorsed by the National Australia Day Council.
200 Department of Premier and Cabinet - Annual Report 2013-14 A grant received from the Australian Government Department of Education of $40,011 was provided on the condition that the funds were used for National Youth Week activities. The funding was fully expended. The grant funding received under the Australian Government Funding Arrangements for the Local Government Reform projects for $32,500 was fully expended. See Note 4. 7.3 Sales of goods and services
2014 2013 $’000 $’000 TMD TASINET charges 16,857 16,895 Computing services 5,078 4,016 Network Tasmania (NT) contract management 3,473 3,283 Human resource systems 1,581 1,529 Oracle licensing 636 648 27,625 26,371 Service Tasmania transaction fees and contributions 2,798 2,474 Training services – The Training Consortium 1,257 1,518 Legislation drafting – Office of Parliamentary Counsel 78 407 Other 1,071 396 Total 32,828 31,166
7.4 Other revenue
2014 2013 $’000 $’000 Transfers from other agencies 393 4,037 Donations and contributions 2,046 1,235 Other 792 390 Paid parental leave 68 119 Carbon emissions offsets revenue 10 63 Total 3,309 5,844
Department of Premier and Cabinet - Annual Report 2013-14 201 NOTE 8 Expenses from transactions 8.1 Employee benefits
2014 2013 $’000 $’000 Wages and salaries (including fringe benefits and non-monetary 37,140 35,595 components) Recreation leave 2,972 2,962 Long service leave 970 1,269 Personal leave 1,136 935 Other post-employment benefits 1,706 604 Other employee expenses 94 102 Sub Total 44,018 41,467
Superannuation – defined contribution scheme 2,478 2,408 Superannuation – defined benefit scheme 2,118 2,022 Total 48,614 45,897
Superannuation expenses relating to defined benefit schemes relate to payments into the Consolidated Fund. The amount of the payment is based on an employer contribution rate determined by the Treasurer, on the advice of the State Actuary. The current employer contribution is 12.75 per cent (in 2013 it was 12.5 per cent) of salary. Superannuation expenses relating to defined contribution schemes are paid directly to superannuation funds at a rate of 9.25 per cent (in 2013 it was 9 per cent) of salary. In addition, departments are also required to pay into the Consolidated Fund a “gap” payment equivalent to 3.5 per cent of salary in respect of employees who are members of contribution schemes. 8.2 Depreciation and amortisation a) Depreciation 2014 2013 $’000 $’000 Computer hardware 417 373 Leasehold improvements 156 146 Plant and equipment 10 9 Total 583 528
b) Amortisation 2014 2013 $’000 $’000 Infrastructure assets 196 195 Intangibles - software 220 255 Lease make-good (See Note 12.2) 146 146 Total 562 596
Total depreciation and amortisation 1,145 1,124
202 Department of Premier and Cabinet - Annual Report 2013-14 8.3 Supplies and consumables
2014 2013 $’000 $’000 Communications 15,839 15,845 Contractors, training fees, and expenses 3,122 6,532 Rent 5,340 5,315 Information technology 3,075 3,429 Travel and transport 1,324 1,473 Operating lease costs 771 973 Printing and information 932 883 Consultants 652 866 Other property services 778 745 Advertising and promotion 441 575 Training and conferences 473 359 Meetings/committee expenses 232 427 Other supplies and consumables 397 415 Materials and supplies 218 267 Minor equipment purchases and maintenance 532 243 Sitting fees 220 223 Building and infrastructure maintenance 215 116 Audit fees – external audit 236 100 Entertainment 88 79 Recruitment 180 76 Audit fees – internal audit 53 45 Total 35,118 38,986
8.4 Grants, subsidies, donations and contributions
2014 2013 $’000 $’000 Social Inclusion Grant Programs 2,999 2,667 Tasmanian Bushfire Recovery Grants 2,532 500 Community Development Grants 1,373 1,154 Premier’s Discretionary Fund 472 304 Office of Aboriginal Affairs 364 345 Family Assistance Program 350 350 Other grants, subsidies, donations and contributions 313 139 Government Donations and Appeal Fund 281 176 Tasmanian Climate Change Office Grants 118 163 University Scholarships 130 130 Local Government Reform Project 33 57 Total 8,962 5,985
Social Inclusion Grant Programs Emergency Relief and Cost of Living funding provided a suite of initiatives that assisted Tasmanians in need to access financial support and other resources to help them deal with rising living costs. Funding was provided for emergency relief to assist Tasmanians to meet increases in the cost of essential goods and services, to expand the provision of food relief, to support three food vans across the State and to enable low income Tasmanians purchase more efficient appliances. Cost of living funding supported a range of affordable and accessible food initiatives, the delivery of financial counseling and education services and the provision of energy efficiency upgrades to assist low income households reduce their energy use and power bills. Also Volunteering Tasmania
Department of Premier and Cabinet - Annual Report 2013-14 203 received funding to reinvigorate and coordinate volunteering in Tasmania. Funding for Social Inclusion Grants was provided through Output 1.3 – Social Inclusion.
Tasmanian Bushfire Recovery Grants The Bushfire Recovery Unit provided funding to community associations to assist in the recovery process after the devastating January 2013 bush fires. $2,175,000 in grants were paid by the Department of Premier and Cabinet on behalf of the Australian Red Cross January 2013 Appeal Distribution Committee and $357,000 was provided out of funds donated by the Governments of Western Australia and South Australia to support the bushfire recovery process. This program is funded under Output 7.2 - Security and Emergency Management.
Community Development Grants The Community Development Division provides funding to peak bodies, and other community organisations to provide services to specific communities. Grant programs administered by the Community Development Division are the Lesbian, Gay, Bisexual, Transgender and Intersex (LGBTI) Grants Program, the War Memorial Repair and Maintenance Grants Program and the National Youth Week Grants Program. Also funded is a grant to the Anzac Day Trust to provide small grants to service organisations. These programs are funded under Output 6.1 - Community Development Division – Policy Advice and Community Services and Output 6.3 – Office of Veterans’ Affairs.
Premier’s Discretionary Fund This is a discretionary program maintained to allow the Premier to meet funding requests of under $10,000, to provide limited financial assistance to groups or individuals. These payments are designed to support valued community and cultural activities with national, statewide or local significance. This program is funded under Output 2.1 - Management of Executive Government Processes.
Office of Aboriginal Affairs This item provides special funding for two Tasmanian Aboriginal bodies being the Aboriginal Land Council and the Tasmanian Aboriginal Centre. The funding was provided for use by the Aboriginal Land Council, a Home Buyers Grant and an Aboriginal Safety and Well Being project. This program is funded under Output 6.2 – Office of Aboriginal Affairs.
Family Assistance Program This item provided special funding for five welfare organisations undertaking programs to support Tasmanian families. The funding was available for emergency relief, as well as preventative support programs designed to reduce the need for emergency relief and social policy research associated with emergency relief. Funding for the Family Assistance Program was provided through Output 1.3 – Social Inclusion.
Other grants, subsidies, donations and contributions University Scholarships: $130,000 University of Tasmania – Trade Opportunities - Asia: $120,000 Unions Tasmania: $100,000 Darrel Baldock Memorial: $50,000 University of Tasmania - Jim Bacon Memorial Scholarship: $30,000 Australia Day Grants: $9,232 The Smith Family: $3,000 Donations in lieu of Christmas Cards: $500 Donation to Ponting Foundation; $200 Government Donations and Appeals Fund This is a discretionary program for donations to allow the Premier to make ongoing financial assistance to groups or individuals. These donations are designed to support valued community and cultural activities with national, statewide or local significance. This program is funded under Output 2.1 - Management of Executive Government Processes.
204 Department of Premier and Cabinet - Annual Report 2013-14 Climate Change Grants Programs The Tasmanian Climate Change Office (TCCO) administered two community grants programs in 2013-14 to help local communities, households and individuals to reduce their carbon footprint. The ClimateConnect community grants program is designed to enable Tasmanian communities and industries to undertake projects that will assist them to adapt to the opportunities and risks from climate change. The Earn Your Stars community grants program is designed to support community based emission reduction projects.
Local Government Reform Fund Projects Australian Government funding was transferred to the Brighton Council and the Cradle Coast Authority for their Local Government Reform Fund (LGRF) projects. The LGRF is an Australian Government funding program that was introduced to improve the asset and financial management capabilities of councils around Australia, as well as to encourage greater collaboration between councils and to provide for nationally consistent data to enable the performance of councils to be measured. This program is funded under Output 7.1 – Local Government Development. 8.5 Finance costs
2014 2013 $’000 $’000 Interest expense Interest (unwinding of lease make-good discount, see note 12.2) 13 13 Interest on advance from the State Government - - Total 13 13
8.6 Other transfer payments
2014 2013 $’000 $’000 Transfers to Tasmanian State Government Agencies 1,451 539 Transfer to Tasmanian Early Years Foundation 500 500 Transfers to local government (5) 147 Transfers to Australian Government Agencies 112 100 Other transfers 105 60 Transfer to Jim Bacon Foundation - 50 Transfers to interstate government agencies 18 37 Total 2,181 1,433
8.7 Other expenses
2014 2013 $’000 $’000 Payroll Tax - 644 Workers’ compensation premiums 167 197 Ex-gratia payments - 99 Total 167 940
Department of Premier and Cabinet - Annual Report 2013-14 205 NOTE 9 Other economic flows included in net result
No other economic flows have occurred that require inclusion in the net result for the 2012-13 and 2013-14 financial years.
206 Department of Premier and Cabinet - Annual Report 2013-14 NOTE 10 Assets 10.1 Receivables
2014 2013 $’000 $’000 Receivables 5,029 5,290 Total 5,029 5,290 Sales of goods and services receivables (inclusive of GST) 1,993 2,438 Accrued revenue 2,488 2,245 Tax assets 314 476 Other receivables 234 131 Total 5,029 5,290
Settled within 12 months 5,029 5,290 Settled in more than 12 months - - Total 5,029 5,290
10.2 Inventories
2014 2013 $’000 $’000 Communications equipment - 1 Total 1
Utilised within 12 months - 1 Utilised in more than 12 months - - Total - 1
Department of Premier and Cabinet - Annual Report 2013-14 207 10.3 Plant, equipment and leasehold improvements a) Carrying amount 2014 2013 $’000 $’000 Heritage furniture assets At fair value 28 June 2012 25 25 Total 25 25
Plant and equipment At cost 107 110 Less: accumulated depreciation (97) (90) Total 10 20
Computer hardware At cost 2,466 2,321 Less: accumulated depreciation (1,751) (1,468) Total 714 853
Leasehold improvements At cost 1,481 1,560 Less: accumulated amortisation (328) (200) Total 1,153 1,360
Total plant, equipment and leasehold improvements 1,902 2,258
The latest revaluations of the Heritage furniture assets as at 28 June 2012 were performed independently. The valuation was undertaken by Gowans Auctions (Auctioneers and Valuers with 30 years’ experience). The valuations were based on fair market value. The Department has not recognised 27 items of Heritage furniture in the Statement of Financial Position due to the reliable measurement criteria for asset recognition not being met. b) Reconciliation of movements Reconciliations of the carrying amounts of each class of plant, equipment and leasehold improvements at the beginning and end of the current and previous financial year are set out below. Carrying value means the net amount after deducting accumulated depreciation and accumulated impairment losses. Heritage Plant and Computer Leasehold furniture equipment hardware improvements Total 2014 $’000 $’000 $’000 $’000 $’000
Carrying value at 1 July 25 20 853 1,360 2,258
Additions - 1 279 61 341 Net additions (disposals) through restructuring (1) (1) (112) (114) Depreciation - (10) (417) (156) (583) Carrying value at 30 June 25 10 714 1,153 1,902
208 Department of Premier and Cabinet - Annual Report 2013-14 Heritage Plant and Computer Leasehold furniture equipment hardware improvements Total 2013 $’000 $’000 $’000 $’000 $’000
Carrying value at 1 July 25 21 883 1,311 2,240
Additions - 8 343 195 546 Depreciation - (9) (373) (146) (528) Carrying value at 30 June 25 20 853 1,360 2,258
10.4 Infrastructure a) Carrying amount 2014 2013 $’000 $’000 Infrastructure At cost TMD Data Centre 1,869 1,869 Less: accumulated depreciation (1,550) (1,354) Total 319 515
b) Reconciliation of movements 2014 2013 $’000 $’000 Carrying amount at start of year 515 631 Additions - 79 Depreciation expense (196) (195) Carrying amount at end of year 319 515
Department of Premier and Cabinet - Annual Report 2013-14 209 10.5 Intangibles a) Carrying amount 2014 2013 $’000 $’000 At cost Software at cost 2,858 2,650 less accumulated amortisation (2,597) (2,377) Total 261 273
Intangible assets for the Department are not revalued due to software having a limited useful life. See Note 2.12(e). b) Reconciliation of movements 2014 2013 $’000 $’000 Carrying amount at start of year 273 512 Additions - other 208 16 Amortisation expense (220) (255) Carrying amount at end of year 261 273
10.6 Other non-financial assets
2014 2013 $’000 $’000 Prepayments 3,225 2,614 Total 3,225 2,614
Utilised within 12 months 3,225 2,614 Utilised in more than 12 months - - Total 3,225 2,614
Lease make-good1 634 634 Less: Accumulated amortisation (see note 12.2) (435) (289) Total 199 345
Total Other non-financial assets 3,424 2,959
210 Department of Premier and Cabinet - Annual Report 2013-14 NOTE 11 Liabilities 11.1 Payables
2014 2013 $’000 $’000 Creditors 2,328 1,573 Accrued expenses 618 915 Total 2,946 2,488
Settled within 12 months 2,946 2,488 Settled in more than 12 months - - Total 2,946 2,488
Settlement is usually made within 30 days. 11.2 Provisions
(a) Carrying amount 2014 2013 $’000 $’000 Operating lease make-good provisions (see note 12.2) 673 660 Total 673 660
Utilised within 12 months - - Utilised in more than 12 months 673 660 Total 673 660
b) Reconciliation of movements in provisions 2014 2013 $’000 $’000 Carrying value at 1 July 660 647 Increases 13 13 Carrying value at 30 June 673 660
Department of Premier and Cabinet - Annual Report 2013-14 211 11.3 Employee benefits
2014 2013 $’000 $’000 Accrued salaries 1,623 1,213 Recreational leave 2,823 3,492 Long service leave 6,179 7,036 Provision for SSALS1 - 35 Total 10,625 11,776
Utilised within 12 months 5,231 5,591 Utilised in more than 12 months 5,395 6,185 Total 10,625 11,776
Note: 1. State Service Accumulated Leave Scheme (SSALS)
11.4 Other liabilities
2014 2013 $’000 $’000 Revenue received in advance: Appropriation carried forward from current year under Section 8A(2) carry 791 302 forward of the Public Account Act 1986 Other revenue received in advance 1,040 1,011 1,831 1,313 Other liabilities Lease incentive liability 790 847 790 847 Total 2,621 2,160
Utilised within 12 months 1,941 1,408 Utilised in more than 12 months 680 752 Total 2,621 2,160
212 Department of Premier and Cabinet - Annual Report 2013-14 NOTE 12 Commitments and Contingencies 12.1 Schedule of commitments
2014 2013 $’000 $’000 By Type Operating lease commitments Operating leases 11,258 12,668 Total operating lease commitments 11,258 12,668 Rental commitments Rent for Crown owned properties 2,606 2,606 Rent for Crown leased properties 2,532 4,937 Total other commitments 5,138 7,543 By maturity Operating lease commitments One year or less 2,611 3,378 From one to five years 6,695 5,994 More than five years 1,953 3,296 Total operating lease commitments 11,258 12,668 Rental commitments One year or less 2,748 2,736 From one to five years 1,956 4,258 More than five years 434 549 Total other commitments 5,138 7,543
Operating Lease Commitments Photocopiers Lease payments are determined at time of lease agreement and are paid quarterly. Lease terms are for four or five years with no change to the lease rate. Motor Vehicles The Government Motor Vehicle fleet is administered by Lease Plan. Lease payments vary according to the type of vehicle. Generally all lease terms are for a period of three years or 60,000 kilometres, whichever occurs first. Properties Commercial property lease payments are generally payable monthly in advance in accordance with the terms and conditions of the lease. All lease terms vary and generally will contain a provision for an extension of lease for a further term/s. Leases contain provision for rent reviews and the rate is adjusted in accordance with the terms and conditions outlined in the lease document. Generally, rent is reviewed to market, CPI or fixed increase. Lease agreements do not contain provision for purchase on cessation. Lease agreements have been reviewed for make good provisions. (Note 12.2) Water Coolers Lease payments are determined at time of lease agreement and are paid yearly in advance. Lease terms are for one year with no change to the lease rate.
Department of Premier and Cabinet - Annual Report 2013-14 213 Other Rental Commitments Rental assessments for Crown Owned properties and subsequent rental payments were previously set by the Valuer-General but in more recent years have been the subject of CPI movement. Rental payments for Crown leased properties administered by the Department of Treasury and Finance are made annually. 12.2 Contingent assets and liabilities
Contingent assets and liabilities are not recognised in the Statement of Financial Position due to uncertainty regarding the amount or timing of the underlying claim or obligation.
Quantifiable contingencies A quantifiable contingent asset is a possible asset that arises from past events and whose existence will be confirmed only by the occurrence or non-occurrence of one or more uncertain future events not wholly within the control of the entity. A quantifiable contingent liability is a possible obligation that arises from past events and whose existence will be confirmed only by the occurrence or non-occurrence of one or more uncertain future events not wholly within the control of the entity; or a present obligation that arises from past events but is not recognised because it is not probable that an outflow of resources embodying economic benefits will be required to settle the obligation. The Department has recognised a value in expenses, assets and liabilities for the potential make-good on leases for three properties. These three leases each have a make-good estimated value of $50,000 and over and are not included in the quantifiable contingent assets and liabilities. See Notes 8.2, 8.5, 10.6 and 11.2.
2014 2013 $’000 $’000 Quantifiable contingent liabilities Potential make good on lease 106 88 Litigation claim 100 310 Total quantifiable contingent liabilities 206 398
Quantifiable contingent assets Lease hold improvement – make good 48 26 Total quantifiable contingent assets 48 26
At 30 June 2014, the Department had two potential legal claims registered with Crown Law. At the reporting date, the estimated amount of any eventual payments that may be required in relation to these claims was $100,000 in total.
214 Department of Premier and Cabinet - Annual Report 2013-14 NOTE 13 Reserves 13.1 Reserves
Heritage and cultural assets Total 2014 $’000 $’000 Asset revaluation reserve Balance at the beginning of financial year 5 5 Revaluation increments/ (decrements) - - Balance at end of financial year 5 5
Heritage and cultural assets Total 2013 $’000 $’000 Asset revaluation reserve Balance at the beginning of financial year 5 5 Revaluation increments/ (decrements) - - Balance at end of financial year 5 5
Nature and purpose of reserves
Asset Revaluation Reserve The Asset Revaluation Reserve is used to record increments and decrements on the revaluation of the Heritage assets (furniture), as described in Note 2.12(d). 13.2 Administrative Restructuring
As a result of a restructuring of administrative arrangements, the Department relinquished its responsibility for the Government Contact Centre on 9 April 2014. In respect of activities relinquished, the Department transferred the following assets and liabilities to the Department of Primary Industries, Parks, Water and Environment:
2014 2013 $’000 $’000 Net assets relinquished on restructure Plant, equipment and leasehold improvements 114 - Total assets relinquished 114 -
Employee benefits 114 - Other non-financial liabilities 2 - Total liabilities relinquished 116 - Net assets (liabilities) relinquished on restructure (2) -
Net contribution by the Government as owner during the period - -
Department of Premier and Cabinet - Annual Report 2013-14 215 NOTE 14 Cash Flow Reconciliation 14.1 Cash and deposits
Cash and deposits includes the balance of the Special Deposits and Trust Fund Accounts held by the Department, and other cash held, excluding those accounts which are administered or held in a trustee capacity or agency arrangement. 2014 2013 $’000 $’000 Special Deposits and Trust Fund balance T520 Department of Premier and Cabinet Operating Account 6,621 7,784 T631 TMD Operating Account 2,404 3,989 T816 Department of Premier and Cabinet Service Tasmania Account 985 643 Total 10,010 12,416 Other cash held Petty cash 2 3 Total 2 3 Total cash and deposits 10,012 12,419
The funds held in T520 as at 30 June 2014 are primarily for projects yet to commence or commenced but not completed for which specific Australian Government or State funds were allocated. For projects yet to commence ($302,000) under Section 8A(2) of the Public Account Act 1986 is being carried forward for social inclusion grants, the Tasmanian Climate Action Council Community Engagement project and the Tasmanian Coastal Adaptation project extension. The funding held in the trust fund for Australian and State government funded projects commenced but not completed totals $1.515 million. Funding of $684,000 is also being held for the Bushfire Recovery Unit from donations and fund raising activities for disbursement to affected communities. The funds held in T631 as at 30 June 2013 include Australian Government or State funds allocated to projects yet to commence or commenced but not completed. These projects include the IT Transformation Project ($973,000) and a lease incentive payment ($847,000) together with funding currently held towards the new voice services for whole-of-government. There is also a requirement to have reserves to meet normal operating liquidity requirements ($2 million). The funds held in T816 as at 30 June 2013 is operating cash carried forward to 2013-14 and related to timing of operating activities. 14.2 Reconciliation of Net Result to Net Cash from Operating Activities
2014 2013 $’000 $’000 Net result (2,551) (1,663) Depreciation and amortisation 1,144 1,124 Interest on unwinding of lease make-good discount 13 13 Decrease (increase) in Receivables 341 (783) Decrease (Increase) in Tax assets 161 (162) Decrease (Increase) in Accrued revenue (242) 74 Decrease (Increase) in Prepayments (611) (436) Decrease (Increase) in Inventories 1 - Increase (Decrease) in Employee Benefits (1,151) 843 Increase (Decrease) in Creditors 755 (760) Increase (Decrease) in Accrued Expenses (297) 370 Increase (Decrease) in Other Liabilities 461 (731) Administrative restructure – Liabilities not included in Income Statement 116 - Net cash provided (used) by operating activities (1,860) (2,111)
216 Department of Premier and Cabinet - Annual Report 2013-14 14.3 Acquittal of Capital Investment and Special Capital Investment Funds
The Department received Works and Services Appropriation funding and revenues from the Economic and Social Infrastructure Fund to fund specific projects. Cash outflows relating to these projects are listed below by category. Budget information refers to original estimates and has not been subject to audit. a) Project expenditure
2014 2014 2013 Budget Actual Actual $’000 $’000 $’000 Capital Investment Program Service Tasmania Shop funding 250 250 250 Total 250 250 250
Total Project Expenditure 250 250 250
b) Classification of cash flows The project expenditure above is reflected in the Statement of Cash Flows as follows. 2014 2013 Actual Actual $’000 $’000 Cash Outflows Transfers to Service Tasmania lead agencies 250 250 Total Cash Outflows 250 250
14.4 Financing facilities
TMD has a Westpac operating bank account with an overdraft facility limit of $500,000. 2014 2013 Actual Actual $’000 $’000 Westpac TMD Operating account Amount unused 500 500 Amount used - - Total 500 500
Total Financing Facilities 500 500
Department of Premier and Cabinet - Annual Report 2013-14 217 NOTE 15 Financial Instruments 15.1 Risk exposures a) Risk management policies The Department has exposure to the following risks from its use of financial instruments: 1) credit risk; 2) liquidity risk; and 3) market risk. The Head of Agency has overall responsibility for the establishment and oversight of the Department’s risk management framework. Risk management policies are established to identify and analyse risks faced by the Department, to set appropriate risk limits and controls, and to monitor risks and adherence to limits. b) Credit risk exposures Credit risk is the risk of financial loss to the Department if a customer or counterparty to a financial instrument fails to meet their contractual obligations. The credit risk on financial assets of the Department, which have been recognised in the Statement of Financial Position, is generally the carrying amount net of any provision for impairment. The Department has a debt management policy with processes surrounding the raising of debts payable to the Department and the management of outstanding debts. The Department does not have a significant exposure to credit risk as departmental receivables are mainly from other government entities. The Department does not consider a need to have a provision for impairment. The Department’s maximum exposures to credit risk at reporting date in relation to each class of recognised financial assets is the carrying amount of those assets as indicated in the Statement of Financial Position. The Department does not have any significant exposure to credit risk. The following tables analyse financial assets that are past due but not impaired.
Analysis of financial assets that are past due at 30 June 2014 but not impaired
Not past Past due Past due Past due Total due 30 days 60 days 90 days $’000 $’000 $’000 Receivables 4,520 238 38 232 5,028
Analysis of financial assets that are past due at 30 June 2013 but not impaired
Not past Past due Past due Past due Total due 30 days 60 days 90 days $’000 $’000 $’000 Receivables 5,053 75 75 87 5,290 c) Liquidity risk Liquidity risk is the risk that the Department will not be able to meet its financial obligations as they fall due. The Department’s approach to managing liquidity is to ensure that it will always have sufficient liquidity to meet its liabilities when they fall due. The Department does not have any significant exposure to liquidity risk. The Department has policies in place to manage liabilities as they fall due. The Department’s budget policy enables the identification of issues and initiatives that have a budgetary impact and where appropriate to seek adequate funding to meet commitments as they arise.
218 Department of Premier and Cabinet - Annual Report 2013-14 The following tables detail the undiscounted cash flows payable by the Department by remaining contractual maturity for its financial liabilities. It should be noted that as these are undiscounted, totals may not reconcile to the carrying amounts presented in the Statement of Financial Position.
2014 Maturity analysis for financial liabilities Undiscounted Carrying 1 Year 2 Years 3 Years 4 Years 5 Years > 5 Years Total Amount $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 Financial liabilities Payables 2,946 - - - - - 2,946 2,946 Total 2,946 - - - - - 2,946 2,946
2013 Maturity analysis for financial liabilities Undiscounted Carrying 1 Year 2 Years 3 Years 4 Years 5 Years > 5 Years Total Amount $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 Financial liabilities Payables 2,488 - - - - - 2,488 2,488 Total 2,488 - - - - - 2,488 2,488
d) Market risk Market risk is the risk that the fair value of future cash flows of a financial instrument will fluctuate because of changes in market prices. The primary market risk that the Department is exposed to is interest rate risk. The Department manages a number of accounts under the Public Account Act 1986 and in accordance with the Financial Management and Audit Act 1990, including the Treasurer’s Instructions. The Department does not have any significant exposure to interest rate risk.
Sensitivity analysis of Department’s exposure to possible changes in interest rates The Department has performed a sensitivity analysis relating to its exposure to interest rate risk as at balance date. The Department operates a collection account and an expenditure account. No interest is applied to these accounts. Receivables are mainly from other government entities with credit terms of 30 days. Interest is not applied to other agencies on overdue amounts. The Department’s accounts payable policy and procedures is to pay accounts within 30 days unless other trading terms have been agreed. This is deemed to provide no interest rate risk to the Department. The Department does not have financial leases or financial guarantees. As at 30 June 2014, the Department did not have interest bearing financial instruments and no significant exposure to changes in interest rates. A change in the variable rate of 100 basis points would not have an effect on the Department’s profit and loss or equity.
Department of Premier and Cabinet - Annual Report 2013-14 219 15.2 Categories of financial assets and liabilities
2014 2013 $'000 $'000 Financial assets Financial assets measured at amortised cost Petty cash 2 3 Cash in Special Deposits and Trust Fund 10,010 12,416 Receivables 5,028 5,290 Total 15,040 17,709 Financial liabilities Financial liabilities measured at amortised cost Payables 2,946 2,488 Total 2,946 2,488
15.3 Comparison between carrying amount and net fair value of financial assets and liabilities
Carrying Net Fair Carrying Net fair Amount Value Amount Value 2014 2014 2013 2013 $’000 $’000 $’000 $’000 Financial assets Petty cash 2 2 3 3 Cash in Special Deposits and Trust Fund 10,010 10,010 12,416 12,416 Total financial assets 10,012 10,012 12,419 12,419
Financial liabilities Payables 2,946 2,946 2,488 2,488 Total financial liabilities 2,946 2,946 2,488 2,488
220 Department of Premier and Cabinet - Annual Report 2013-14 NOTE 16 Notes to Administered Statements 16.1 Explanations of material variances between budget and actual outcomes
The variances between Budget estimates and actual outcomes were not material. The variance was less than both 10 per cent of Budget estimate and $500,000. 16.2 Administered revenue from Government
Administered revenue from Government includes revenue from appropriations, including appropriations carried forward under section 8A (2) of the Public Account Act 1986, and from Items Reserved by Law. The Budget information is based on original estimates and has not been subject to audit. 2014 2014 2013 Budget Actual Actual $’000 $’000 $’000 Appropriation revenue - recurrent Reserved by law – Tasmanian Community Fund 5,972 6,079 5,913 Total revenue from Government 5,972 6,079 5,913
16.3 Transfer to Tasmanian Community Fund
2014 2013 Actual Actual $’000 $’000 Transfer to Tasmanian Community Fund 6,079 5,913 Total 6,079 5,913
Department of Premier and Cabinet - Annual Report 2013-14 221 NOTE 17 Transactions and Balances Relating to a Trustee or Agency Arrangement
Account/Activity Opening Net transactions Closing balance balance during 2013-14 $’000 $’000 $’000
T471 Jim Bacon Foundation Account 469 (469) - T472 Tasmanian Early Years Foundation Account 1,325 (296) 1,029 T423 Tasmanian Community Fund Board 6,797 2,556 9,353
This represents the balance of accounts held in the Special Deposit and Trust Fund in a Trustee Capacity or under an agency arrangement. These funds do not form part of the Department’s assets. See Note 2.7.
222 Department of Premier and Cabinet - Annual Report 2013-14 Appendix
Additional information forming part of this Annual Report: Independent audit report Certification of special purpose financial report Jim Bacon Foundation Abbreviations Compliance index Contacting DPAC
Department of Premier and Cabinet - Annual Report 2013-14 223
224 Department of Premier and Cabinet - Annual Report 2013-14
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228 Department of Premier and Cabinet - Annual Report 2013-14
Department of Premier and Cabinet - Annual Report 2013-14 229 Abbreviations
AA Audit Act 2008 AASB Australian Accounting Standards Board ALCT Aboriginal Land Council of Tasmania ANROWS Australian National Research Organisation for Women’s Safety ANZSOG Australia and New Zealand School of Government BAC Business Assessment Criteria BRP Business Reengineering Process BRU Bushfire Recovery Unit CAF Council for the Australian Federation CALD Culturally and Linguistically Diverse CDD Community Development Division CMU Communications and Marketing Unit COAG Council of Australian Governments COTA Tas Council on the Ageing Tasmania CSD Corporate Services Division CSRT Communities, Sport and Recreation Tasmania CUS Client Update Service DEDTA Department of Economic Development, Tourism and the Arts DHHS Department of Health and Human Services DIER Department of Infrastructure, Energy and Resources DLG DPAC Leadership Group DPAC Department of Premier and Cabinet DPEM Department of Police and Emergency Management DPIPWE Department of Primary Industries, Parks, Water and Environment DVS Document Verification Service ED Employment Direction EEAP Energy Efficient Appliances Program EFR Emergency Food Relief EnAct Tasmanian Legislation website EOI Evidence of Identity ERO Equal Remuneration Order FLEX Financial Literacy Exchange program FMAA Financial Management and Audit Act 1990 FMMP Frank MacDonald Memorial Prize FTE Full-time Equivalent GCC Government Contact Centre GST Goods and Services Tax HDA Higher Duties Allowance HR Human Resources ICT Information and Communications Technology ISSN International Standard Serial Number IT Information Technology ITGCC Integrated Tasmanian Government Contact Centre
230 Department of Premier and Cabinet - Annual Report 2013-14 LGAT Local Government Association of Tasmania LGBTI Lesbian, gay, bisexual, transgender and intersex LGD Local Government Division LINC Learning and Information Network Centre LSL Long Service Leave LWOP Leave Without Pay MAP Multicultural Access Point MCOT Multicultural Council of Tasmania MP Member of Parliament MPS Ministerial and Parliamentary Support MRDA More Responsible Duties Allowance NDIS National Disability Insurance Scheme NILS No Interest Loan Scheme Network (Tasmania) Pty Ltd Non-TSS Non Tasmanian State Servants NRA National Research Agenda NRM Natural Resource Management NT Networking Tasmania NYW National Youth Week OAA Office of Aboriginal Affairs OAM Medal of the Order of Australia OeG Office of eGovernment OSEM Office of Security and Emergency Management PDAC Premier’s Disability Advisory Council PID Public Interest Disclosures Act 2002 PIMS Procedural Information Management System PIU Public Information Unit PLAS Personal Leave Accumulation Scheme PLGC Premier’s Local Government Council PMD Performance Management and Development PSSRA Public Sector Superannuation Reform Act 1999 PSU Portfolio Services Unit RSL Returned and Services League RTI Right to Information RTIA Right to Information Act 2009 SIU Social Inclusion Unit SSA State Service Act 2000 SSALS State Service Accumulated Leave System SSMO State Service Management Office (formerly Public Sector Management Office) SSR State Service Regulations 2011 TCCO Tasmanian Climate Change Office TFGA Tasmanian Farmers and Graziers Association TI Treasurer’s Instruction TMD Telecommunications Management Division TPC Tasmanian Planning Commission TPS Tasmanian Prison Service
Department of Premier and Cabinet - Annual Report 2013-14 231 TRIM DPAC’s records information management system TSS Tasmanian State Service TTC The Training Consortium TVAC Tasmanian Veterans’ Advisory Council TYP Tasmanian Youth Parliament VoIP Voice over Internet Protocol WHS Workplace Health and Safety YMCA Young Men’s Christian Association YNOT Youth Network of Tasmania
232 Department of Premier and Cabinet - Annual Report 2013-14 Compliance index
This index has been compiled in response to the Auditor-General’s Special Report No.4 of May 1993, Standard of Annual Reporting by Government Departments. The four columns in the index have the following meaning: Section and Compliance These columns refer to the statutory disclosure requirements in Tasmanian public sector legislation. Details This is a brief statement of the instruction, clause, section or subsection of the corresponding statutory disclosure requirement. Page This states where in the Annual Report the requirement is satisfied. In some instances, the requirement is complied with by the Annual Report in its entirety.
Department of Premier and Cabinet - Annual Report 2013-14 233 Section Compliance Page Details Aids to access Statement of Compliance Auditor-General’s Special Report 4 Table of contents No.4 of 1993, Standard of Annual Compliance index 230- Reporting by Government List of abbreviations Departments 238 Overview Strategic plan Departmental Overview/ SSR s9(a)(i) 8-86 An overview of the Agency’s strategic plan, Output Groups including its aims, functions and related programs Head of Agency performance DPAC Annual Report SSA s36(1)(a) & (b) 6-238 A report on the performance of the functions and powers of the head of Secretary’s report FMAA s27(1)(a) 6-7 Agency under any written law Major initiatives Departmental Overview/ SSR s9(a)(v) 8-86 Details of the major initiatives taken by the Output Group reports Agency to develop and give effect to Government policy Statutory offices FMAA s27(1)(b) subject to s27(2) N/A A report by any statutory office holder and SSA s36(1)(b) employed in or attached to the Department except where required to report under any other Act Organisational structure Organisation chart SSR s9(a)(ii) 14 An organisation chart illustrating the Agency’s administrative structure, including regional offices, and showing officers of the Agency Governance SSR s9(a)(iii) 13 A description of the relationship between Output Group structure the organisational structure and the program management structure of the Agency Major changes during the year Governance SSR s9(a)(iv) 13 Details of, and reasons for, any major Output Group structure changes which have taken place in relation to the programs, aims, functions or organisational structure of the Agency Performance measurement Output Group reports TI 201 (1)(a) & (e) 15-86 A narrative summary of significant financial outcomes for Agency programs or activities, and any Ministerial directives in relation to financing or investment activities; and key efficiency and effectiveness indicators and the objectives to which Outputs relate Output Group reports TI 201 (1)(b) 15-86 Economic and other factors which have affected the achievement of operational objectives
234 Department of Premier and Cabinet - Annual Report 2013-14 Section Compliance Page Details Carbon emission reduction Premier’s Agenda 2008 Speech 88 Outlines our corporate social responsibility plan initiatives Legislation administered Departmental information/ SSR s9(d) 94-97 A description of other activities undertaken Legislation administered by the Agency, including details of legislation administered by the Agency together with details of significant changes to that legislation Public access Key Contacts Contacting DPAC SSR s9(c)(ii) 239- A list of contact officers and points of public access in relation to services 240 provided by the Agency Community awareness Output Group reports SSR s9(c)(i) 15-86 Details of activities to develop community awareness of the Agency and the services it provides Appeals process Public access to agency SSR s9(c)(iii) 117 An outline of the processes available for appeals against decisions made by the decision-making Agency Agency publications Departmental information/ SSR s9(c)(i) 98-99 Details of any publications of the Agency departmental publications Right to Information Departmental RTIA s23 & s53 92-93 Right to Information details for the year information/Right to Information Public interest disclosures Public access to agency PID s86 117 List the number of public interest decision-making disclosures made to the department and the procedures for making public interest disclosures Asset management and risk management policies Financial information/ TI 201 (1)(c) 118- Pricing policies of goods and services Asset management, pricing provided, the last review date and and risk management 119 reference to documents that contain policies pricing information with details of cost recovery policies and their application as appropriate TI 201 (1)(d) 118- Information on major capital projects and undertakings 119 Financial information/ TI 201 (1)(f) 118- Statement of risk management policies, and Asset management, pricing an outline of significant risk management and risk management 119 activities or initiatives policies
Department of Premier and Cabinet - Annual Report 2013-14 235 Section Compliance Page Details TI 201 (1)(g) 118- Statement of asset management policies, and an outline of significant strategies and 119 initiatives TI 201 (1)(h) N/A Amounts in respect of public property, revenue and debts due to the State, written off by the Minister or Head of Agency TI 201 (1)(i) N/A The amount of losses and/or damage to public property or money, and where appropriate, the amount of losses recovered Human Resources management Disability Action Plan Disability Framework for Action 89-90 Agency reports to PDAC 2012-2017 Our people and policies/ SSR s9(b)(i) 101- Details of and statistical information of Staffing information, recruitment policies and programs employee statistics, Human 113 Resources activities SSR s9(b)(ii) 111 Details of officer and employee development activities SSR s9(b)(iii) 111 Details of workplace diversity programs, including statistical information for the year SSR s9(b)(iv) 117 Details of processes established to ensure employee participation in industrial relations matters within the Agency and any disputes affecting the Agency SSR s9(b)(v) 111 Details of internal grievance procedures SSR s9(b)(vi) and 112- Details of occupational health and safety strategies and a report on their Agency's ED 27 (5.2) 113 work health, safety, wellbeing and injury management performance ED 26 111 Head of Agency is required to report on activities and effectiveness related to performance management in the Agency's Annual Report PSSRA s13 114- Certification by the relevant agency manager relating to contributions to non- 116 RBF superannuation funds ED 23 112- Report annually on the status of their health and wellbeing program within Agency 113 Annual Reports and providing a summary of program highlights for the reporting period Government procurement Governance TI 1111 3(a) 12 A narrative statement in the introduction by the Head of Agency summarising the department's support for local business
236 Department of Premier and Cabinet - Annual Report 2013-14 Section Compliance Page Details Financial information/ TI 1111 3(a) & (b)(i) 155 Table summarising the level of participation Government procurement by local businesses with regard to all contracts and procurement processes of $50 000 or over, including the number of contracts awarded, the number of tenders called and the number of bids received and the extent of local participation in procurement activities Financial information/ TI 1111 3(b)(ii) 155- Detailed information on all contracts Government procurement awarded of $50 000 or over, including TI 1111 39(b)(iv)-(vi) 158 consultancy contracts, including a description of the contract, the total value of the contract and the name and locality of contractors Contributions and grants TI 201 (1)(l) 120- Any other matters deemed relevant by the Head of Agency 154 TI 709 12 The Head of Agency must ensure that each grant program is reviewed at least annually to ensure that intended outcomes are being realised and report the findings in the annual report Financial statements DPAC financial statements AA s17(1) 159- Accountable authorities are required to submit financial statements to Auditor- FMAA s27(1)(c) 222 General as soon as possible and within 45 FMAA s27(2),(3) & (4) days after the end of each financial year. Financial statements in respect of that TI 201 (1)(j) financial year and, the Auditor-General's report on those statements. Financial statements of the department including statements of any statutory or public body not required to report under any other Act. The financial statements required to be prepared as may be specified in the Treasurer's Instructions to present fairly the financial transactions of the Agency during the financial year; and such components of financial position of the Agency at the end of the financial year as may be specified in the Treasurer's Instructions and such other components of financial position as the Head of Agency considers desirable to be included in the statements. Audit opinion AA s42(5) 160- Independent Auditor’s Report on the department’s Financial Statements TI 201 (1)(k) 161 FMAA s27(1)(c)
Department of Premier and Cabinet - Annual Report 2013-14 237 Section Compliance Page Details Audit opinion TI 201 (1)(a) & (b) N/A A narrative summary of significant financial outcomes for Agency programs or activities, and any Ministerial directives in relation to financing and investment activities. Economic and other factors which have affected the achievement of operational objectives.
238 Department of Premier and Cabinet - Annual Report 2013-14 Contacting DPAC
Telephone (03) 6232 7184 Office of the Secretary Mailing address Department of Premier and Cabinet GPO Box 123 HOBART Tasmania 7001 Email [email protected] Website www.dpac.tas.gov.au
Office Address Telephone Facsimile
Cabinet Office and Executive Level 4, Executive Building 6270 5659 6233 2201 Council Secretariat 15 Murray Street 6270 5669 Hobart TAS 7000
Communications and Level 5, Executive Building 6270 5474 6233 9676 Marketing Unit 15 Murray Street Hobart TAS 7000
Communities, Sport and Level 8, 144 Macquarie Street 6232 7133 6233 9421 Recreation Tasmania Hobart TAS 7000
Corporate Services Division Level 6, Executive Building 6270 5482 6233 2769 15 Murray Street Hobart TAS 7000
Executive Division Level 7, Executive Building 6232 7184 15 Murray Street Hobart TAS 7000
Local Government Division Level 5, Executive Building 6232 7022 6233 5685 15 Murray Street Hobart Tasmania 7000
Office of eGovernment Level 6, Executive Building 6232 7722 15 Murray Street Hobart TAS 7000
Office of Parliamentary Level 11, 86 Collins Street 6233 2223 6233 3335 Counsel Hobart TAS 7000
Office of Security and Level 1, 47 Liverpool Street 6270 5486 Emergency Management Hobart TAS 7000
Department of Premier and Cabinet - Annual Report 2013-14 239 Office of the Secretary Level 7, Executive Building 6232 7184 15 Murray Street Hobart TAS 7000
Policy Division Level 7, Executive Building 6232 7184 6223 2243 15 Murray Street Hobart TAS 7000
Service Tasmania Unit Level 7, 144 Macquarie Street 6232 7137 6233 6534 Hobart TAS 7000
Sport and Recreation Level 4, 22 Elizabeth Street 1800 252 476 6233 5800 Tasmania Hobart TAS 7000
State Protocol Office Level 6, Executive Building 6270 5667 6233 3345 15 Murray Street Hobart TAS 7000
State Service Management Level 9, 144 Macquarie Street 6232 7040 6233 6600 Office Hobart TAS 7000
Tasmanian Climate Change Level 5, Executive Building 6232 7173 Office 15 Murray Street Hobart TAS 7000
Tasmanian Government Basement, Franklin Square 6233 6179 6233 5685 Courier Hobart TAS 7000
Level 1, 1 Civic Square 0408 139 057 Launceston TAS 7250 0417 299 548
Tasmanian Institute of Sport Silverdome 6777 2828 6336 2211 55 Oakden Road Prospect TAS 7250
Technopark 6165 6630 6272 0768 33-38 Innovation Drive Dowsing Point TAS 7010
The Training Consortium Level 9, 144 Macquarie Street 6232 7511 6233 6600 Hobart TAS 7000
TMD Level 9, 22 Elizabeth Street 6166 3111 6233 7222 Hobart TAS 7000
240 Department of Premier and Cabinet - Annual Report 2013-14