PARLIAMENT OF TASMANIA
Government Services Budget Paper No 2
Volume 1
Presented by Hon Peter Gutwein MP, Treasurer, for the information of Honourable Members, on the occasion of the Budget, 2015-16
Useful 2015-16 Budget and Government Websites www.premier.tas.gov.au/budget_2015 Contains the 2015-16 Budget Paper documents and related information including Budget Fact Sheets and Government Media Releases. www.treasury.tas.gov.au Contains the 2015-16 Budget Papers and Budget Paper archives. www.tas.gov.au Provides links to the websites of Tasmanian public sector entities. www.service.tas.gov.au Provides a comprehensive entry point to Government services in Tasmania.
CONTENTS
VOLUME 1 PART 1: DEPARTMENTS 1 Introduction 2 Department of Education 3 Finance-General 4 Department of Health and Human Services 5 Department of Justice 6 Ministerial and Parliamentary Support 7 Department of Police and Emergency Management 8 Department of Premier and Cabinet 9 Department of Primary Industries, Parks, Water and Environment 10 Department of State Growth 11 Department of Treasury and Finance
VOLUME 2 PART 2: AGENCIES 12 House of Assembly 13 Integrity Commission 14 Legislative Council 15 Legislature-General 16 Office of the Director of Public Prosecutions 17 Office of the Governor 18 Office of the Ombudsman 19 Tasmanian Audit Office 20 Tourism Tasmania
i PART 3: STATUTORY AUTHORITIES 21 Inland Fisheries Service 22 Marine and Safety Tasmania 23 Royal Tasmanian Botanical Gardens 24 State Fire Commission 25 Tasmanian Health Service 26 TasTAFE
ii VOLUME 1: INDEX PART 1: DEPARTMENTS
1 Introduction 3
The 2015-16 Budget 4
Budget Paper No 2 Information 5
Key Across-Agency Issues 5
Government Policy Priorities 5
2014-15 Budget Savings Strategies 6
Pay Pause 6
Full Time Equivalents 7
Agency Restructures 7
Agency Performance Information 8
27th Pay in 2015-16 8
Conventions 9
Appendix 1.1: 2015-16 Ministerial Portfolio and Departmental Structure 10
2 Department of Education 13
Agency Outline 13
Key Deliverables 15
Output Restructure 19
Output Information 19
Output Group 1: Education 21
Output Group 2: LINC Tasmania 24
Capital Investment Program 25
Detailed Budget Statements 29
3 Finance-General 37
Agency Outline 37
Output Information 37
Output Group 1: Debt Servicing and Management 39
Output Group 2: Employee Related Costs 39
Output Group 3: Government Businesses 40
iii Output Group 4: Miscellaneous 40
Special Capital Investment Funds 43
Hospitals Capital Fund 43
Housing Fund 44
Infrastructure Tasmania Fund 44
Royal Hobart Hospital Redevelopment Fund 46
Detailed Budget Statements 47
4 Department of Health and Human Services 59
Agency Outline 59
One State, One Health System, Better Outcomes - Rebuilding Tasmania's Health System 60
Key Deliverables 61
Output Restructure 71
Output Information 71
Output Group 1: Health Services System Management 74
Output Group 2: Tasmanian Health Service 75
Output Group 3: Statewide Services 75
Output Group 4: Human Services System Management 78
Output Group 5: Human Services 79
Output Group 6: Children Services System Management 82
Output Group 7: Children Services 83
Output Group 8: Independent Children's Review Services 86
Special Capital Investment Funds 87
Capital Investment Program 89
Detailed Budget Statements 92
5 Department of Justice 101
Agency Outline 101
Key Deliverables 102
Output Information 105
Output Group 1: Administration of Justice 108
Output Group 2: Legal Services 115
Output Group 3: Corrections, Enforcement, Consumer Protection 116
Output Group 4: Regulatory and Other Services 119
iv Capital Investment Program 121
Detailed Budget Statements 123
6 Ministerial and Parliamentary Support 137
Agency Outline 137
Output Information 137
Output Group 1: Support for Members of Parliament 138
Detailed Budget Statements 139
7 Department of Police and Emergency Management 143
Agency Outline 143
Key Deliverables 144
Output Information 145
Output Group 1: Public Safety 147
Output Group 2: Crime 148
Output Group 3: Traffic Policing 150
Output Group 4: Emergency Management 151
Capital Investment Program 152
Detailed Budget Statements 153
8 Department of Premier and Cabinet 161
Agency Outline 161
Key Deliverables 162
Output Restructure 169
Output Information 169
Output Group 1: Support for Executive Decision Making 173
Output Group 2: Government Processes and Services 174
Output Group 3: Electronic Services for Government Agencies and the Community 175
Output Group 4: State Service Management 177
Output Group 5: Security and Emergency Management 178
Output Group 6: Communities, Sport and Recreation 178
Output Group 7: Local Government 181
Capital Investment Program 182
Detailed Budget Statements 183
v 9 Department of Primary Industries, Parks, Water and Environment 193
Agency Outline 193
Key Deliverables 194
Output Restructure 199
Output Information 200
Output Group 1: Land Tasmania 204
Output Group 2: Primary Industries 205
Output Group 3: Natural and Cultural Heritage 207
Output Group 4: Water Resources 211
Output Group 5: Policy 212
Output Group 6: Biosecurity Tasmania 212
Output Group 7: Environment Protection and Analytical Services 215
Output Group 8: Parks and Wildlife Management 216
Output Group 9: Racing Regulation and Policy 218
Capital Investment Program 220
Detailed Budget Statements 223
10 Department of State Growth 239
Agency Outline 239
Key Deliverables 240
Output Restructure 246
Output Information 246
Output Group 1: Industry, Skills Development and Business Growth 249
Output Group 2: Infrastructure 251
Output Group 3: Energy Policy and Advice 253
Output Group 4: Resources Policy and Regulatory Services 254
Output Group 5: Culture and Creative Industries 256
Output Group 6: Subsidies and Concessions 257
Capital Investment Program 259
Detailed Budget Statements 262
vi 11 Department of Treasury and Finance 279
Agency Outline 279
Key Deliverables 280
Output Information 285
Output Group 1: Financial and Resource Management Services 287
Output Group 2: Economic and Fiscal Policy Advice 289
Output Group 3: Revenue and Regulatory Management Services 290
Output Group 4: Community Assistance 292
Capital Investment Program 293
Detailed Budget Statements 294
vii
PART 1: DEPARTMENTS
1 INTRODUCTION
Key Issues
• This Budget Paper provides information on an entity-by-entity basis that supports the whole-of-government information that is provided in The Budget Budget Paper No 1.
• Information is provided in two volumes. Volume 1 comprises Government Departments and volume 2 comprises other Budget Sector entities.
• The information detailed in this Budget Paper reflects the important strategies being implemented by the Government in the 2015-16 Budget to achieve its policy priorities and its Fiscal Strategy.
• Other information provided in this Budget Paper includes:
− information on key deliverables being undertaken by entities, including critical deliverables under the Government's 365 Day Plan;
− details of the Outputs (goods and services) the Government will deliver through departments, agencies and General Government Sector statutory authorities;
− information which assists in assessing the performance of agencies in delivering Outputs;
− details of infrastructure projects being undertaken by agencies; and
− detailed financial statements for the 2015-16 Budget and Forward Estimates period.
• A summary of some of the important across-agency issues affecting the Budget information provided by agencies is included in this introductory chapter.
• Detailed information that assists in understanding the financial and other information provided in this Budget Paper and The Budget Budget Paper No 1, is provided in the Guide to the Budget available at www.treasury.tas.gov.au.
Introduction 3 THE 2015-16 BUDGET
The information included in this Budget Paper supports the whole-of-government information that is provided in The Budget Budget Paper No 1. Budget Paper No 1 also provides important context for the information in this document, including the Government's Budget priorities, the economic environment, the Government's Fiscal Strategy and the major risks to the current Budget estimates. Key points from Budget Paper No 1 are:
• the 2015-16 Budget continues the work started by the Government in the 2014-15 Budget to return the Budget to a sustainable long-term position. It builds on the momentum that has been created by the implementation of 2014 election commitments and the Government's 365 Day Plan through the provision of significant additional funding to support the economy and jobs growth and improve services to the Tasmanian community;
• the 2015-16 Budget and Forward Estimates presented in this Budget Paper show that the General Government Net Operating Balance is expected to return to a surplus in 2016-17 which is three years ahead of the Government's target of 2019-20 as set out in the Government's first Budget. Furthermore, it is no longer expected that the General Government Sector will return to a Net Debt position. Instead, by the end of the current Forward Estimates period, on 30 June 2019, Net Cash and Investments will be $493 million;
• the improvement in the Government's Budget position largely reflects a number of significant factors such as the implementation of structural savings in the Government's first Budget and the impact of Government decisions to constrain expenditure growth, consistent with its Fiscal Strategy. The improvement also reflects higher than expected GST revenues, although revenue growth still remains well below long-run trend levels;
• this improvement has been achieved while delivering on the Government commitment to implement no new additional structural savings in the 2015-16 Budget;
• the 2015-16 Budget has been prepared in an economic environment that has seen increased activity and jobs growth and high levels of business confidence. However, the economic recovery is uneven across Tasmania and remains challenging in some regions. Addressing this situation has been prioritised in this Budget;
• over the 2015-16 Budget and Forward Estimates period, Government investment in infrastructure is estimated to total $1.8 billion which includes $179 million of new infrastructure funding including an additional $56 million for schools and LINCs and funding of $60 million to support major infrastructure projects in the North and North West of the State; and
• there continue to be a number of risks to the achievement of the 2015-16 Budget and Forward Estimates. The Government remains fully committed to the ongoing implementation of all aspects of its Fiscal Strategy and to ensuring that its financial management decisions reflect an appropriate balance between the requirements of the Budget position, the potential impact of the external financial and economic environment and the needs of the Tasmanian community.
4 Introduction BUDGET PAPER NO 2 INFORMATION
This Budget Paper provides information, on an entity-by-entity basis, about the Outputs (goods and services) the Government will deliver to the Tasmanian community through General Government Sector entities in 2015-16 and over the Forward Estimates period (2016-17 to 2018-19). Budget Paper No 2 is a major source of financial and non-financial information on the operations of Government departments, agencies and General Government Sector statutory authorities. The other major source of detailed information on these entities is the annual report required to be published by each entity (available in October 2015).
This chapter highlights some of the key across-entity issues which have been important factors in the preparation, by entities, of the financial information presented within this Budget Paper. These issues include the:
• ongoing implementation of election commitments and savings announced in the 2014-15 Budget;
• key deliverables to be achieved by agencies under the Government's 365 Day Plan;
• impact of the implementation of a number of agency restructures;
• presentation of agency performance information; and
th • impact on agency Budget information of the 27 pay in 2015-16.
Budget Paper No 2 comprises two volumes and three separate parts that reflect the differing nature of entities within the General Government Sector:
• Part 1 includes government departments, such as the Department of Education and the Department of Health and Human Services;
• Part 2 includes Parliamentary agencies, such as the House of Assembly and the Legislative Council, and other independent entities, such as the Tasmanian Audit Office and the Office of the Ombudsman; and
• Part 3 includes other statutory authorities within the General Government Sector, such as the Tasmanian Health Service and TasTAFE.
Budget Paper No 2 does not provide information on government businesses. Information on these entities is available in each entity's annual financial report.
Some of the information presented in this Budget Paper is provided on a Ministerial Portfolio basis. Appendix 1.1 to this chapter includes a summary of current Ministerial portfolio responsibilities.
KEY ACROSS-AGENCY ISSUES Government Policy Priorities
Agencies continue to implement the Government's 2014 election commitments that were fully funded as part of the 2014-15 Budget. The timing of funding for a small number of election commitments has been re-profiled following updated advice from responsible agencies. The information provided in agency chapters also highlights those major initiatives included in the Government's 365 Day Plan that are required to be actioned by the agency.
Introduction 5 2014-15 Budget Savings Strategies
As part of the 2014-15 Budget, agencies were required to implement important Budget Savings Strategies. These savings are important to return the Budget to a sustainable position and remain embedded within the 2015-16 Budget and Forward Estimates. There are no new additional structural savings required of agencies in the 2015-16 Budget.
Pay Pause
In the 2014-15 Budget, the Government announced a 12-month pay pause that would apply across the public sector, including general public servants, teachers, nurses, police, fire fighters, ambulance staff and doctors and also State parliamentarians and the senior executive service. It was noted that if the pay pause was not implemented, it would be necessary to reduce public sector employment by in excess of a further 500 Full Time Equivalents (FTEs) to achieve the same Budget outcome.
Implementation of the proposed pay pause required passage of supporting legislation through Parliament. This legislation passed the House of Assembly but did not pass through the Legislative Council.
While these savings were then required to be delivered through a reduction of an additional 500 FTEs, the allocation of these FTEs across agencies varied slightly from the pay pause savings included in the 2014-15 Budget and Forward Estimates. As a result, some agencies were provided with additional funding while a small number of agencies had an offsetting reduction in funding. This reallocation was detailed in the December 2014 quarter Section 19 Return required under the Public Account Act 1986 and debated in both Houses in April 2015. The impact on agency estimates in 2014-15 is shown in Table 1.1.
Table 1.1: 2014-15 Pay Pause Reallocation 2014-15 $'000
Department of Education 1 095) Department of Health and Human Services (768) Department of Justice 707) Department of Police and Emergency Management 416) Department of Primary Industries, Parks, Water and Environment 668) Department of State Growth (4 137) Tasmanian Health Service 2 018)
Total Budget Impact ....)
6 Introduction Full Time Equivalents
The 2014-15 Budget was prepared on the basis of achieving savings the equivalent of 361 FTEs in 2014-15 as well as the implementation of a 12-month pay pause that would apply across the public sector. It was noted that if the pay pause was not implemented, it would be necessary to reduce public sector employment by in excess of a further 500 FTEs to achieve the same Budget outcome.
Implementation of the proposed pay pause required passage of supporting legislation through Parliament. This legislation passed the House of Assembly but faced unacceptable delays in the Legislative Council so was not progressed through that House. To achieve additional savings equal to the pay pause proposal, further savings targets were determined by the Government that equated to an additional reduction of 500 FTEs. This resulted in an FTE reduction target of 861 in 2014-15 which was then reduced to 821 after the Police Association of Tasmania agreed to a pay pause proposal specific to uniformed police officers. Pay pause arrangements were also put in place for Parliamentarians and the Senior Executive Service.
Table 1.2 shows the progress the Government has made towards this reduction target of 821 as at 31 March 2015.
Table 1.2: Reduction in FTEs as at 31 March 2015 31 March 2015 FTEs
Health (221) Education (287) State Growth (116) Other (142)
Total (766)
Agency Restructures
From 1 July 2015 the Government will implement a number of agency restructures to improve the efficiency and effectiveness of agency service delivery. These restructures include:
• the amalgamation of the existing three Tasmanian Health Organisations to form a single Tasmanian Health Service (THS). Cancer Screening Services has also transferred from the Department of Health and Human Services to the THS to reflect new service delivery arrangements as part of this restructure;
• the transfer of the Service Tasmania output within the Department of Primary Industries, Parks, Water and Environment to the existing Service Tasmania output within the Department of Premier and Cabinet to reflect the consolidation of Service Tasmania's operations within a single agency; and
• the transfer of the Racing Regulation and Policy output within the Department of State Growth to the Department of Primary Industries, Parks, Water and Environment to consolidate animal welfare and veterinary resources within a single agency.
Introduction 7 Minor restructures have also occurred within the Department of Education and the Department of Primary Industries, Parks, Water and Environment. These minor restructures better reflect the delivery of services by these departments.
More information is provided on agency restructures at Appendix 4 of The Budget, Budget Paper No 1 and within relevant agency chapters of Government Services Budget Paper No 2.
Agency Performance Information
Due to the timing of the 2014-15 Budget, agency performance information presented in the Budget Papers included 2013-14 actuals data and only one year of projections. Since that time, no additional performance information has been released as the 2014-15 Budget year is yet to finish. The 2015-16 Budget Papers therefore revert to displaying two years of actual information and two years of forward projections (as was the case prior to the 2014-15 Budget).
Agencies will next report on performance information in 2014-15 annual reports, due for release by 31 October 2015. 27th Pay in 2015-16
Salary payments to employees in the General Government Sector are made fortnightly. Usually this means that there are 26 pay days in each year. Approximately once every 11 years, there are 27 fortnightly pay days in a financial year with 2015-16 being such a year. The Department of Health and Human Services makes its salary payments fortnightly on alternative weeks to the rest of the General Government Sector and will therefore not be required to make a 27th pay in 2015-16.
Additional funding is provided to agencies for this additional cost from the Consolidated Fund. On a cash basis, this is reflected as an increase in 2015-16 in the level of appropriation to agencies and in Employee benefits in the agency Statement of Cash Flows. However, on an accrual basis, there is no impact on the agency Statement of Comprehensive Income, as the additional cash payment is offset by a reduction in the accrued Employee benefits expense. This reduction in accrued Employee benefits expense is also reflected in the liability for Employee benefits in the agency Statement of Financial Position. It should also be noted that the impact of the 27th pay on the financial statements of some agencies may not be apparent due to other movements in the financial statements.
8 Introduction CONVENTIONS
The information provided in the Budget Papers has been prepared taking into account the following conventions.
• Figures in tables and in the text have been rounded. Discrepancies in tables between totals and sums of component items reflect rounding. Percentage changes in all tables are based on the underlying unrounded amounts.
• The notation used in the Budget Papers is as follows:
na not available, or not applicable
…. zero, or rounded to zero
$'000 $ thousand
$m $ million
Introduction 9 APPENDIX 1.1: 2015-16 MINISTERIAL PORTFOLIO AND DEPARTMENTAL STRUCTURE
The 2015-16 Ministerial portfolio and departmental structure of the Tasmanian Government reflects a number of changes which will take effect from 1 July 2015. These include the amalgamation of the three Tasmanian Health Organisations to form the Tasmanian Health Service and the movement of the Racing Services portfolio from the Department of State Growth to the Department of Primary Industries, Parks, Water and Environment.
Table A1.1: General Government Departments Minister Portfolio Department
Hon Will Hodgman MP Premier Premier and Cabinet Minister for Tourism, Hospitality and Tourism Tasmania / State Growth Events Minister for Sport and Recreation Premier and Cabinet Minister for Aboriginal Affairs Premier and Cabinet
Hon Jeremy Rockliff MP Deputy Premier Minister for Education and Training Education / Premier and Cabinet Minister for Primary Industries and Primary Industries, Parks, Water and Water Environment Minister for Racing Primary Industries, Parks, Water and Environment
Hon Michael Ferguson MP Minister for Health Health and Human Services Minister for Information Technology State Growth / Premier and Cabinet and Innovation
Hon Dr Vanessa Goodwin MLC Attorney-General Justice Minister for Justice Justice Minister for Corrections Justice Minister for the Arts State Growth
Hon Matthew Groom MP Minister for State Growth State Growth Minister for Energy State Growth Minister for Environment, Parks and Primary Industries, Parks, Water and Heritage Environment / Premier and Cabinet
10 Introduction Table A1.1: General Government Departments (continued) Minister Portfolio Department
Hon Peter Gutwein MP Treasurer Treasury and Finance / Justice Minister for Planning and Local Justice / Premier and Cabinet / Government Treasury and Finance / State Growth
Hon Paul Harriss MP Minister for Resources State Growth/Justice
Hon Rene Hidding MP Minister for Police and Emergency Police and Emergency Management Management Minister for Infrastructure State Growth
Hon Jacquie Petrusma MP Minister for Human Services Health and Human Services Minister for Women Premier and Cabinet
General Government Sector Authorities
These Statutory Authorities are established under specific legislation, which defines the purpose of the authority and the general functions for which it is responsible.
Table A1.2 identifies the current Ministerial portfolio allocations for the General Government Sector Authorities.
Table A1.2: General Government Sector Authorities Statutory Authority Portfolio Minister Portfolio Department
Inland Fisheries Service Hon Jeremy Rockliff MP Primary Industries, Parks, Water and Environment Marine and Safety Tasmania Hon Rene Hidding MP State Growth Royal Tasmanian Botanical Gardens Hon Matthew Groom MP Primary Industries, Parks, Water and Environment State Fire Commission Hon Rene Hidding MP Police and Emergency Management Tasmanian Health Service Hon Michael Ferguson MP Health and Human Services TasTAFE Hon Jeremy Rockliff MP Education
Introduction 11
2 DEPARTMENT OF EDUCATION
AGENCY OUTLINE
The Department of Education is responsible for the delivery of public early years and school education, adult and community education and library and archive services throughout Tasmania. The Department is responsible to the Minister for Education and Training, Hon Jeremy Rockliff MP.
The Department's services are focussed on providing Tasmanians with the opportunity to continue to learn and reach their potential, to lead fulfilling and productive lives and to contribute positively to the community. More broadly the services recognise that education is a key driver for both economic and social reform.
Service delivery is provided through the following areas:
• Early Years and Schools;
• LINC Tasmania; and
• Government Education and Training International (GETI).
Early Years and Schools educational services are provided through 12 child and family centres and 195 schools (including the Early Childhood Intervention Service (ECIS) and senior secondary schools). In 2015, services are provided to 60 391 full-time equivalent students from Pre-kindergarten (ECIS) to Senior Secondary. Educational leadership is provided through regional Learning Services with a focus on school improvement and the Government's key education priorities. Early Years and Schools is also responsible for the regulation of early childhood education and care services.
The aim of Early Years and Schools is to deliver on the Government's policy to lead the nation in education and create a job ready generation. Key priorities to meet this goal include:
• the continuation of extending schools in rural and regional communities to Year 12 to improve retention rates;
• continuing to provide opportunities for quality literacy and numeracy for all students from Kindergarten to Year 12 and achieve benchmarks above the national standard through targeted assistance by 25 literacy and numeracy specialists;
• strengthening the approach to career development in schools, and building on the general capabilities of the Australian Curriculum through the implementation of My Education;
• continuing to provide quality education programs and services for students and families living with disabilities;
• ensuring quality education programs and services for young children and their families, so they develop as confident and curious learners prior to commencing full-time school;
Education 13 • continuing to deliver Launching into Learning and support to families, especially in communities with the greatest need;
st • continuing to enable students to successfully develop 21 century competencies as an integral part of Kindergarten to Year 12 curriculum implementation through the Early Years Learning Framework and Australian Curriculum;
• continuing to build a culture of respect and shared values which supports schools to focus on quality teaching and learning, leading to creative and innovative approaches that meet the needs of all students;
• a strategic focus on improving the quality of teaching using professional learning to build capacity for both school leaders and teachers; and
• the continuation of the implementation of the State's Fairer Funding Model, as part of the Students First education reforms, to ensure that resources are targeted where most needed across schools.
LINC Tasmania is a statewide network that gives Tasmanians access to library services, research and information, adult literacy support, community learning, online access, and archive and heritage services.
GETI brokers education services for international students looking to study in Tasmania. It also provides a diverse range of support services for international students while studying here, and manages offshore TasTAFE programs in Kuwait, the Philippines and China.
The Department also provides a centralised corporate support function to TasTAFE (a separate statutory authority).
This chapter provides the Department's financial information for 2015-16 and over the Forward Estimates period (2016-17 to 2018-19). Further information on the Department is provided at www.education.tas.gov.au.
14 Education KEY DELIVERABLES
Table 2.1 provides a summary of the Budget and Forward Estimate allocations for key deliverables within the Department.
Table 2.1: Key Deliverables Statement 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000)
Additional Infrastructure funding including Reinvigorating Tasmanian High Schools1 Kings Meadows High School 1 000 4 000 ...... Latrobe High School 2 000 8 000 ...... LINC Tasmania Burnie 800 2 000 ...... Parklands High School 200 4 800 ...... Prospect High School 500 8 000 ...... Riverside High School ...... 2 400 7 200 School of Special Education North 2 600 ...... School of Special Education North West 3 700 ...... Smithton High School 1 400 5 600 ...... Taroona High School 2 100 ......
Literacy and Numeracy Specialists 2 004 2 498 2 674 2 674 School Health Nurses 995 1 443 1 690 1 690 Students First2,3 77 753 88 486 86 649 83 904 Supporting Tasmanian Teacher Assistants 1 100 1 100 1 100 1 100 Wynyard High School Trades Room 180 …. …. ….
Notes: 1. A complete list of Capital Investment Projects is available in the Capital Investment Program section Table 2.5. 2. The total includes cumulative additional Australian Government and State Government funding for the Government school sector under the Students First education reforms that commenced from 1 January 2014. Part of the Australian Government increase offsets funding that was previously provided through National Partnership Program funding. The Australian Government component is a provisional allocation to the extent that it is subject to finalisation of enrolments and loadings in each school year, as well as any refinements of the resourcing model by the Australian Government. 3. The 2015-16 Budget estimate of $77.8 million is an increase of $21.5 million on the estimate for 2014-15 of $56.3 million. The increase reflects funding already provided for under the Students First education reforms and an adjustment to the Australian Government base largely due to data corrections post the 2014-15 Budget.
Additional Infrastructure funding including Reinvigorating Tasmanian High Schools
The Government has committed an additional $56.3 million over four years to a range of new infrastructure projects in schools and the LINC at Burnie. Further information is provided in the Capital Investment Program section of this chapter.
Education 15 Autism Specific Unit
Funding of $170 000 has been provided in 2015-16 to support the operation of an autism specific unit being piloted at Lindisfarne North Primary School which commenced earlier this year. This will provide one additional Advanced Skills Teacher to the School for three years.
Literacy and Numeracy Specialists
The Government has a fundamental commitment to raising educational standards in Tasmania and to work with and support education professionals in the State. The focus has continued for Tasmania to be at, or above, the national standard in every single NAPLAN measurement and meet the national benchmarks in the next five years. Funding of $2.0 million will be spent in 2015-16 which is the second year of the Government's election commitment that has employed 25 new specialist literacy and numeracy teachers. The specialist teachers are focussing on working with Year 7 to 9 students, who are performing below the national average minimum standard, by providing one-to-one and small group special assistance. They are assisting other teachers in the school to identify, develop and implement strategies and evidence based teaching practices to help students who are not meeting national standards. This targeted support, personal attention and coaching aims to engage identified students with learning and bring them up to a more acceptable standard in comparison to their peers.
School Health Nurses (365 Day Plan)
The Government has committed to the introduction of a contemporary model of child and youth health nurses across all Tasmanian Government schools. In primary schools, nurses will focus on vision, hearing checks and nutrition, while in high schools, risk behaviours, mental health and sexual health will receive greater attention. Ultimately, school nurses will support school communities to create an environment that promotes lifelong health and wellbeing. A Director of Nursing has been appointed in 2014-15 and 10 child and youth health nurses will be in place by July 2015 with 20 positions established by 2017. Funding of $995 000 will be expended in 2015-16 with the expenditure commitment increasing to $1.7 million in 2017-18.
Students First
The Government continues to deliver on its Students First education reforms funding commitment, providing the full $134 million of additional funding over the scheduled six years ($98 million for the Government Sector and $36 million for the Non-Government Sector). Additional State and Australian Government funding levels for the Government sector will continue to provide funding for schools on the basis of need. Funding will also continue for program areas that continue and extend joint State and Australian Government reforms in workforce redevelopment, an improved and more consistent level of information technology access and platforms across schools, quality teaching, quality learning and empowered school leadership. In particular, for 2016, additional funding will be directed to the schools which are the most in need (including through the School Resource Package, applying the Fairer Funding Model). The additional funding will also support a new early years program, targeting areas with the greatest need.
16 Education Supporting Tasmanian Teacher Assistants
Annual funding of $1.1 million is provided to enable teacher assistants in Government schools to take up to one week of additional employment during the school term. The one week of extra employment will provide valuable extra support time for teachers and students with the additional teacher assistance hours to be used to work directly with students, assist teachers pre-class as students arrive and to prepare resources.
Wynyard High School Trades Room
Funding of $180 000 has been provided in 2015-16, which is the second year of a two year $280 000 project, to upgrade the Wynyard High School trades and manual arts facility. The upgrade and refurbishment of this facility will support program delivery to better meet the needs of students and teachers.
Year 7-12 Implementation Plan (365 Day Plan)
The Government has provided funding to extend 21 high schools to Year 11 and 12 in rural and regional communities by 2018. The funding is providing up to five new full-time teachers in each high school extended to Year 12, with the initiative providing up to a total of 105 new teachers. Six schools: Scottsdale High School; Smithton High School; Huonville High School and Dover District High School in partnership; and St Helens and St Marys District High Schools in partnership, have each received additional teaching resource allocations under this commitment during 2015. A further six schools will commence the extension in 2016: Tasman District School; Campbell Town District High School; New Norfolk High School in partnership with Glenora District School and Mountain Heights School and Rosebery District High School. The funding allocation in 2015-16 is $7 million.
A further capital allocation of $6 million over four years, commencing in 2014-15, has been made available for necessary capital works and new classroom construction to assist with the implementation of this initiative. Funding of $2.9 million will be expended in 2015-16 which includes $1.4 million to be carried forward from 2014-15 for works at Huonville High School.
Youth Justice - JLD Restorative Justice
Funding of $50 000 will be provided in 2015-16 to JLD Restorative Practices, which is the second year of a three year $150 000 commitment, to enable the delivery of restorative practice training to teachers and staff in primary and secondary schools and translate that training into practice. This initiative will assist with the management of problem behaviours and suspension rates.
365 Day Plan Deliverables
The Department's specific deliverables from the 365 Day Plan, some of which have been outlined under the initiatives detailed above, are:
Quarter 1
• announce Round Two schools for Year 11 and 12 extension - this is complete;
• introduce new approach to career and life education for year 10 students - implementation is in progress;
• continue partnership with the University of Tasmania to establish a Centre for Educational Attainment;
Education 17 Quarter 2
• commence the School Health Nurse program in schools - this is on track for 1 July commencement;
• release the Government's response to the independent review of the education of students with disabilities;
Quarter 3
• call for expressions of interest from schools for Round Three of the Years 11 and 12 extension initiative;
Quarter 4
• final consultation on the penultimate draft of a contemporary Education Act following review and extensive consultation;
• commence rollout of Round Two schools for the Year 11 and 12 extension initiative; and
• continue implementation of the School Health Nurse program.
18 Education OUTPUT RESTRUCTURE
The Department has implemented an Output restructure for the 2015-16 Budget which is effective from 1 July 2015. The new Output structure has been revised to better align with the Government's education policy and initiatives. The Outputs no longer distinguish between compulsory education and post-compulsory education with Output Group 1 being renamed to Education from Pre-Compulsory and Compulsory Education.
Other major changes to the Outputs include those detailed below.
• Output 1.2 Learning Services and Output 1.3 Education Performance Services have been amalgamated into a new Output 1.2 School Support Services. Additionally some of the cost of delivering these services has been transferred from Output 1.1 In School Education to the new Output.
• Output 1.4 Early Years has been renamed to Output 1.3 Early Learning.
• Output 1.5 Grants and Financial Assistance has been removed and split between Output 1.1 In School Education and Output 1.3 Early Learning.
• Output Group 2 Post Compulsory Education has been removed with the former Output 2.1 Tasmanian Academy and Output 2.2 Post-Compulsory Education now amalgamated into Output 1.1 In School Education.
• A new Output 1.4 Statutory Offices has been created and incorporates the former Output 2.3 Tasmanian Qualifications Authority.
• The LINC Tasmania Output Group has changed from Output Group 3 to Output Group 2.
OUTPUT INFORMATION
Outputs of the Department of Education are provided under the following Output Groups:
• Output Group 1 - Education; and
• Output Group 2 - LINC Tasmania.
Education 19 Table 2.2: Output Group Expense Summary 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget1) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Minister for Education and Training
Output Group 1 - Education 1.1 In School Education2 931 227) 943 742) 960 469) 977 241) 986 784) 1.2 School Support Services3 10 844) 13 592) 13 610) 13 743) 13 811) 1.3 Early Learning4 5 111) 6 514) 6 503) 6 607) 6 177) 1.4 Statutory Offices 3 125) 2 825) 2 826) 2 888) 2 936) 950 307) 966 673) 983 408) 1 000 479) 1 009 708) Output Group 2 - LINC Tasmania 2.1 Information Services and Community Learning 33 037) 33 972) 33 800) 34 377) 33 880) 2.2 Tasmanian Archives and Heritage Office 2 424) 2 693) 2 691) 2 764) 2 800) 35 461) 36 665) 36 491) 37 141) 36 680)
Grants and Subsidies5 261 815) 288 073) 308 506) 325 296) 336 773)
Capital Investment Program6 1 189) 312) ....) ....) ....)
TOTAL 1 248 772) 1 291 723) 1 328 405) 1 362 916) 1 383 161)
Notes: 1. The 2014-15 Budget comparative figures presented in this Table have been adjusted to reflect the Department's Output restructure. Accordingly, the 2014-15 figures will differ from those published in the 2014-15 Budget. 2. The increase in In School Education reflects the Students First education reforms and increased expenditure related to election commitments to provide School Health Nurses and to extend high schools to Years 11 and 12. 3. The increase in School Support Services in 2015-16 primarily reflects expenditure associated with increased trust balances associated with School Support Services and the transfer of expenditure from In School Education as part of the restructure of the Department's Outputs. 4. The increase in Early Learning in 2015-16 reflects the transfer of expenditure from In School Education as part of the restructure of the Department's Outputs. 5. The increase in Grants and Subsidies reflects increased grants to non-government schools for the Students First education reforms. 6. The Capital Investment Program only reflects the non-capitalised component of the CIP. The full CIP expenditure is outlined in Table 2.5 Capital Investment Program.
20 Education Output Group 1: Education
1.1 In School Education
The services provided under this Output focus on the delivery of education to students in schools enrolled in classes from Kindergarten to Senior Secondary. The purpose of this Output is to provide a range of educational services that will help students develop intellectually, socially, morally, emotionally and physically in a stimulating, inclusive and supportive environment. The services provided under this Output are crucial to ensure that Tasmania's young people achieve the educational skills necessary to continue their education and training and become job-ready and contributing citizens. The Output has a strong focus on improving the transition of students from Year 10 and retaining them, so that they gain a meaningful Year 12 or equivalent qualification.
1.2 School Support Services
The services provided under this Output focus on services provided to schools through Learning Services and Education Performance Services.
Learning Services works collaboratively with networks of schools to initiate and promote system level initiatives and directions. Learning Services has a key role in facilitating the sharing of resources, knowledge, innovation and learning between schools and across the State and responds to schools on the basis of their improvement needs.
Education Performance Services monitors and measures student outcomes in the pre-compulsory and compulsory years of schooling including achievement against the national benchmarks established under the National Assessment Plan - Literacy and Numeracy (NAPLAN). It also provides statewide support and advice for assessment and reporting, as well as information regarding teacher assessment using the standards of the Tasmanian Curriculum and the Australian Curriculum.
1.3 Early Learning
This Output has two points of focus. The first, through the Education and Care Unit, is for approving and regulating education and care services (long day care, outside school hours care and family day care) under national legislation. It is also responsible for the licensing and monitoring of all other child care services under the Child Care Act 2001. This Output also provides assistance and advice to education and care services. Funds are provided to eligible service providers as a contribution towards operating expenses and capital upgrades through the Education and Care Grants Program. The second point of focus is on services delivered through Child and Family Centres.
1.4 Statutory Offices
This Output provides for the operation of independent educational Statutory Authorities supported by the Department. It reflects operations of the new Office of Tasmanian Assessment Standards and Certification which will be responsible for Year 11 and 12 course development, accreditation and certification.
Education 21 Table 2.3: Performance Information - Output Group 1 Unit of 2012-13 2013-14) 2014-15 2015-16 Performance Measure Measure Actual Actual) Target Target
Reading1,2 Reading rates against national minimum % of students at or standard (NMS) Year 3 above the NMS 94.6 92.1 94.0 94.0 Reading rates against NMS Year 5 % 95.5 91.3 94.0 94.0 Reading rates against NMS Year 7 % 93.7 94.7 94.0 94.8 Reading rates against NMS Year 9 % 91.8 90.5 92.0 92.1
Numeracy1,2 % of students at or Numeracy rates against NMS Year 3 above the NMS 95.4 94.5 96.0 96.0 Numeracy rates against NMS Year 5 % 92.4 92.6 94.5 94.5 Numeracy rates against NMS Year 7 % 94.5 94.8 94.5 95.0 Numeracy rates against NMS Year 9 % 88.0 93.5 92.5 93.5
Aboriginal Students1,2,3 educational Year 3 reading for aboriginal students outcome gap % 5.0 4.3 5.0 4.0 Year 5 reading for aboriginal students % 6.2 10.0 6.0 6.0 Year 7 reading for aboriginal students % 9.2 6.0 7.5 6.0 Year 9 reading for aboriginal students % 7.7 8.9 7.5 7.5 educational Year 3 numeracy for aboriginal students outcome gap % 5.2 2.1 5.0 4.0 Year 5 numeracy for aboriginal students % 10.3 8.6 6.5 6.5 Year 7 numeracy for aboriginal students % 9.0 6.4 8.0 6.0 Year 9 numeracy for aboriginal students % 13.1 8.1 8.5 8.0
Kindergarten and Prep Percentage of children meeting the Kindergarten Development Check % 75.9 74.5 77.0 77.0 Percentage of Prep students achieving: Expected literacy outcomes % 85.3 85.4 86.0 86.0 Expected numeracy outcomes % 86.4 85.5 86.5 86.5
Education and Care4 Service quality assessments conducted5,6 Number na 50.0 85.0 85.0 Visits to approved or licensed education and child care services6 Number na 101.0 150.0 200.0
22 Education Table 2.3: Performance Information - Output Group 1 (continued) Unit of 2012-13 2013-14) 2014-15 2015-16 Performance Measure Measure Actual Actual) Target Target
Attainment Measures for 15 - 19 year olds, achieving:1,7 120 credit points in education and training Number 4 880 4 879 4 900 5 000 Some vocational education and training Number 6 290 5 892 6 500 6 500 A Tasmanian Certificate of Education Number 3 268 3 319 3 500 3 500 A Tertiary Entrance Rank Number 2 246 2 306 2 450 2 450 NSSC Census8 Number 7 707 7 589 7 800 7 850 Apparent retention rate Years 10-129 % 68.4 70.1 72.0 72.5
Sources: National Assessment Program: Literacy and Numeracy: Achievement in Reading, Writing, Language Conventions and Numeracy 2013, 2014; Department of Education Annual Report 2013-14; and Department of Education records. Tasmanian Qualifications Authority Annual Reports; National Schools Statistics Collection (NSSC), Schools, Australia ABS Cat No 4221.0. National Quality Agenda Information Technology System (NQAITS). Notes: 1. Actual performance measures are based on calendar years. The measures for the 2012-13 Actuals are based on the 2013 calendar year, while the measures for the 2013-14 Actuals are based on the 2014 calendar year. 2. Sustained school improvement is long-term in nature and will be subject to variations from year to year. School performance targets are set with this in mind. For example, targets for Years 3 and 5 reading are lower than 2012-13 Actuals due to volatility in data as a result of measurement issues. 3. This measure represents the difference between the achievement for all Tasmanian non-Aboriginal students and the achievement of Aboriginal students and has been established to meet the Council of Australian Government's goal of halving the educational outcome gap between Aboriginal and non-Aboriginal students in ten years. 4. New performance measures introduced in 2015-16. 5. Services are assessed against the seven Quality Areas, 18 standards and 58 elements of the National Quality Standard and ratings are published. The target based on all services is assessed and rated at least every three years. 6. The National Quality Framework commenced in 2012. As the system was new and untested, reliable data is not available for the 2012-13 financial year. 7. Completion and participation rates are affected by economic circumstances and targets assume these circumstances, especially youth employment opportunities, will remain stable over this period. 8. Actuals are the total full-time equivalent of senior secondary students regardless of age, at the Mid Year Census. 9. Apparent Retention Rate is a measure of the number of school students in a designated year of education expressed as a percentage of their respective cohort group in a base year. Figures relate to government full-time school students. For small populations, like Tasmania, the Australian Bureau of Statistics (ABS) notes that relatively small changes in student numbers can create large movements in apparent retention rates. The ABS also notes care should be exercised in the interpretation of apparent retention rates as the method of calculation does not take into account a range of factors such as: • students progressing at a faster or slower than expected rate of one grade a year; • interstate/international migration; • movement between the government and non-government sector; • enrolment policies; and • students enrolled in alternative education and training pathways, such as vocational education and training. Sustained improvement in retention is long-term in nature and will be subject to variations from year to year.
Education 23 Output Group 2: LINC Tasmania
2.1 Information Services and Community Learning
This Output provides for the lifelong learning of all Tasmanians through the delivery of information, education and training, literacy support and other community services through the Learning and Information Network Centre network.
2.2 Tasmanian Archives and Heritage Office
This Output focuses on the provision of Tasmanian Information Services and the management of Tasmania's Archival and Heritage Collection.
Table 2.4: Performance Information - Output Group 2 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure Measure Actual Actual Target Target
In-person visits Number 3 149 853 3 283 397 3 350 000 3 400 000 Visits to LINC Online Number 2 519 306 2 348 609 2 700 000 2 800 000 Library items borrowed Number 4 494 194 4 366 611 4 500 000 4 500 000 Community education enrolments Work and Life Skills program enrolments Number 9 619 8 438 9 000 9 500 Adult Education program enrolments1 Number 3 319 1 491 4 000 3 000 People accessing literacy support services2 Number 863 1 879 1 660 1 660 Volunteer hours Number 112 517 114 852 115 000 116 500 New Tasmanian items publicly available3 Number 180 822 53 596 50 000 50 000 Heritage documents and artefacts publicly available in digital format4 Number 236 242 246 637 300 000 300 000
Notes: 1. A decline in enrolments in programs has been ongoing for some years and is unlikely to change, given pressures on discretionary income and increased offerings of courses from other providers. The targets are based on the number of enrolments required to achieve cost recovery. 2. This performance measure is based on the number of people receiving individually tailored support to increase their literacy skills. 3. In 2012-13 there was an exceptional intake of digitised records into the State Archive collections. This level has not occurred since and has returned to a more standard level. As such, the target has been set at 50 000. 4. While each volume can include several hundred digitised pages, for statistical purposes each volume is counted as a single item. Items to be digitalised are selected in accordance with the LINC Tasmania Digitisation Policy and are considered a high priority for digitisation.
24 Education CAPITAL INVESTMENT PROGRAM
Table 2.5 provides financial information for the Department's Capital Investment Program (CIP). Further information on the CIP is provided in chapter 6 of The Budget Budget Paper No 1.
Table 2.5: Capital Investment Program Estimated) 2015-16) 2016-17) 2017-18) 2018-19) Total) Forward) Forward) Forward) Cost) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000) Minister for Education and Training
Existing Infrastructure Commitments Bridgewater Child and Family Centre1 8 090) 312) ....) ....) ....) Brooks High School 7 300) 5 900) ....) ....) ....) Devonport High School 850) 800) ....) ....) ....) Dunalley Primary School 1 000) 1 000) ....) ....) ....) Glenorchy Primary School 4 000) 500) 3 500 ....) ....) Kings Meadows High School 2 150) 2 100) ....) ....) ....) Lauderdale Primary School 1 600) 1 570) ....) ....) ....) Montrose Bay High School 5 800) 1 200) 4 600) ....) ....) New Town High School 2 830) 2 480) ....) ....) ....) Parklands High School 4 145) 500) 3 645) ....) ....) School of Special Education North West 800) 250) 550) ....) ....) South Hobart Primary School 3 600) 500) 3 100) ....) ....) Wynyard High School Trades Room 280) 180) ....) ....) ....) Year 7-12 Implementation Plan - capital 6 000) 2 900) 1 500) 1 500) ....)
New Infrastructure Commitments including Reinvigorating Tasmanian High Schools Kings Meadows High School 5 000) 1 000) 4 000) ....) ....) Latrobe High School 10 000) 2 000) 8 000) ....) ....) LINC Tasmania Burnie 2 800) 800) 2 000) ....) ....) Parklands High School 5 000) 200) 4 800) ....) ....) Prospect High School 8 500) 500) 8 000) ....) ....) Riverside High School2 12 000) ....) ....) 2 400) 7 200) School of Special Education North3 4 600) 2 600) ....) ....) ....) School of Special Education North West 3 700) 3 700) ....( ....) ....) Smithton High School 7 000) 1 400) 5 600) ....) ....) Taroona High School 2 100) 2 100) ....) ....) ....)
Total CIP Allocations ) 34 492) 49 295) 3 900) 7 200)
Notes: 1. This project is fully funded by the Australian Government.
Education 25 2. Additional funding of $2.4 million will be provided in 2019-20. 3. Additional funding of $2 million is expected to be made available for this project following the sale of surplus property.
Bridgewater Child and Family Centre
Funding of $312 000 has been allocated to support the establishment of Child and Family Centres at Bridgewater and Geeveston. These projects commenced in 2009-10 under the National Partnership Agreement for Indigenous Early Childhood Development.
Brooks High School
Funding of $5.9 million has been allocated in 2015-16 towards the construction and development of general learning areas at Brooks High School. The total cost of this project has been revised down from $9.3 million to $7.3 million with the $2 million saving being reapplied to fund other infrastructure projects within the Department.
Devonport High School
Funding of $800 000 has been allocated in 2015-16 to upgrade teaching and gymnasium facilities at Devonport High School.
Dunalley Primary School
Funding of $1 million has been allocated in 2015-16 to fund the balance of existing commitments for the temporary site and new rebuild of the Dunalley Primary School after it was destroyed in the Forcett Bushfire in 2013. The new school will open for the first term 2016.
Glenorchy Primary School
Funding of $500 000 has been allocated in 2015-16 to commence the construction and refurbishment of general learning areas and other facilities at Glenorchy Primary School. Total funding of $4 million will be provided over two years for this project.
Kings Meadows High School
Funding of $2.1 million has been allocated in 2015-16 for the redevelopment of B block at Kings Meadows High School announced in the 2014-15 Budget. A further $5.0 million, over two years, commencing with $1 million in 2015-16, has been allocated in this Budget to facilitate the refurbishment and modernisation of teaching areas at the school. This will take the total capital project cost at Kings Meadows High School to $7.2 million.
Latrobe High School
Funding of $10 million has been allocated, over two years, to provide modern contemporary flexible learning environments, visual and performing arts, hospitality and gymnasium facilities at Latrobe High School. Funding of $2 million has been allocated in 2015-16.
Lauderdale Primary School
Funding of $1.6 million has been allocated in 2015-16 for stage two of a redevelopment of facilities at Lauderdale Primary School.
26 Education LINC Tasmania Burnie
Funding of $800 000 has been allocated in 2015-16, the first year of a two year, $2.8 million project, to refurbish and modernise the existing Library and Information Network Centre (LINC) at Burnie to support the delivery of LINC services.
Montrose Bay High School
Funding of $1.2 million has been allocated in 2015-16 to redevelop teaching and gymnasium facilities at Montrose Bay High School. Total funding for this two year project is $5.8 million.
New Town High School
Funding of $2.5 million has been allocated in 2015-16 for the construction of major infrastructure including a new administrative building, new toilet amenities and roof upgrades at New Town High School (total project cost is $2.8 million).
Parklands High School
Funding of $500 000 has been allocated from a $4.1 million commitment, over two years, to construct a performing arts centre, canteen and student centre. An additional $5 million ($200 000 in 2015-16) has been allocated for a second stage development to refurbish teaching areas and provide modern contemporary flexible learning environments over the next two years.
Prospect High School
Funding of $500 000 has been allocated in 2015-16, from an $8.5 million commitment over two years, to refurbish and modernise existing teaching areas and hospitality facilities.
Riverside High School
Funding of $12 million has been allocated for a three year project to modernise facilities at Riverside High School. Work on this project will commence in 2017-18.
School of Special Education North
Funding of $2.6 million has been allocated in 2015-16 to amalgamate the two School of Special Education North campuses.
School of Special Education North West
In addition to an existing $800 000 commitment, funding of $3.7 million has been allocated in 2015-16 for the refurbishment and relocation of the School of Special Education North West from two campuses to one.
Smithton High School
Funding of $1.4 million has been allocated in 2015-16 for a $7 million stage two redevelopment of learning facilities at Smithton High School. This will include the modernisation of science facilities and provision of a visual and performing arts facility at the school.
Education 27 South Hobart Primary School
Funding of $500 000 has been allocated in 2015-16 for the first year of a $3.6 million two year project for the refurbishment and construction of general learning areas and other facilities at South Hobart Primary School.
Taroona High School
Funding of $2.1 million has been allocated in 2015-16 to build additional general learning areas, a science facility and home economics facilities at Taroona High School to meet increasing enrolment pressures.
Wynyard High School Trades Room
Funding of $180 000 has been allocated in 2015-16 for a $280 000 project, over two years, to upgrade and refurbish the Wynyard High School trades and manual arts room.
Year 7-12 Implementation Plan
Funding of $6 million has been allocated for the construction of new classrooms required to facilitate the Government's election commitment to extend 21 rural and regional High Schools to Year 11 and 12. Funding of $2.9 million will be spent in 2015-16 with $1.5 million per year being allocated to 2017-18.
28 Education DETAILED BUDGET STATEMENTS
Table 2.6: Statement of Comprehensive Income 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Revenue and other income from transactions Appropriation revenue - recurrent1 831 840) 894 787) 902 880) 924 422) 936 719) Appropriation revenue - works & services2 16 465) 24 580) 49 295) 3 900) 7 200) Other revenue from government3 22 149) 9 600) ....) ....) ....) Grants4 29 872) 18 861) 5 573) 2 130) ....) Sales of goods and services5 45 837) 38 326) 38 555) 39 487) 38 972) Interest6 1 111) 1 561) 1 483) 1 426) 1 422) Other revenue 23 416) 23 413) 23 699) 25 256) 24 629) Total revenue and other income from transactions 970 690) 1 011 128) 1 021 485) 996 621) 1 008 942)
Expenses from transactions Employee benefits 694 756) 714 419) 727 868) 746 535) 760 272) Depreciation and amortisation7 49 230) 52 180) 50 192) 48 758) 47 364) Supplies and consumables 222 874) 218 767) 223 538) 224 075) 220 700) Grants and subsidies8 9 815) 7 803) 7 820) 7 771) 7 571) Other expenses 10 282) 10 481) 10 481) 10 481) 10 481) Total expenses from transactions 986 957) 1 003 650) 1 019 899) 1 037 620) 1 046 388)
Net result from transactions (net operating balance) (16 267) 7 478) 1 586) (40 999) (37 446)
Other economic flows included in net result Net gain/(loss) on non-financial assets 215) 243) 243) 243) 243) Total other economic flows included in net result 215) 243) 243) 243) 243)
Net result (16 052) 7 721) 1 829) (40 756) (37 203)
Other economic flows - other non-owner changes in equity Changes in physical asset revaluation reserve9 40 185) 34 557) 41 649) 43 791) 43 855) Other movements taken directly to equity10 2 572) ....) ....) ....) ....) Total other economic flows - other non-owner changes in equity 42 757) 34 557) 41 649) 43 791) 43 855)
Comprehensive result 26 705) 42 278) 43 478) 3 035) 6 652)
Education 29 Notes: 1. The increase in Appropriation revenue - recurrent primarily reflects the continued implementation of election commitments to provide School Health Nurses and to extend high schools to Years 11 and 12, additional State and Australian Government funding for the Students First education reforms and additional funding for the 27th pay in 2015-16. The increase in Appropriation revenue is offset in part by the reduction in Grants due to reduced Australian Government National Partnership funding. 2. The movement in Appropriation revenue - works & services reflects the timing of capital projects being undertaken by the Department. 3. The decrease in Other revenue from government in 2015-16 reflects the level of expected funding to be carried forward under section 8A(2) of the Public Account Act 1986 from 2014-15 for Capital Investment Program projects that were not finalised in 2014-15. 4. The decrease in Grants across the Forward Estimates reflects the finalisation of Australian Government National Partnership funding to the State. 5. The decrease in Sales of goods and services in 2015-16 reflects reduced estimated revenue receipts within the Department's trust accounts including reduced sale of Departmental assets. 6. The increase in Interest in 2015-16 reflects the estimated interest receipts based on the 2013-14 actual. 7. The increase in Depreciation and amortisation in 2015-16 reflects the estimated depreciation expense based on the current valuation of Property, plant and equipment. 8. The decrease in Grants and subsidies in 2015-16 reflects the cessation of grant payments resulting from the finalisation of Australian Government National Partnership funding to the State. 9. Changes in physical asset revaluation reserve reflects the revaluation of Land and Buildings. 10. Other movements taken directly to equity in 2014-15 reflects the transfer of assets associated with Skills Tasmania to the new Department of State Growth.
Table 2.7: Statement of Comprehensive Income - Administered 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Revenue and other income from transactions Appropriation revenue - recurrent1 261 815) 288 073) 308 506) 325 296) 336 773) Sales of goods and services 355) 364) 373) 382) 391) Total revenue and other income from transactions 262 170) 288 437) 308 879) 325 678) 337 164)
Expenses from transactions Grants and subsidies1 261 815) 288 073) 308 506) 325 296) 336 773) Transfers to the Consolidated Fund 355) 364) 373) 382) 391) Total expenses from transactions 262 170) 288 437) 308 879) 325 678) 337 164)
Net result from transactions (net operating balance) ....) ....) ....) ....) ....)
Net result ....) ....) ....) ....) ....)
Comprehensive result ....) ....) ....) ....) ....)
Note: 1. The increase in Appropriation revenue - recurrent and Grants and subsidies reflects increased funding to non-government schools under the Students First education reforms.
30 Education Table 2.8: Revenue from Appropriation by Output 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget1) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Minister for Education and Training
Output Group 1 - Education 1.1 In School Education2 783 855) 841 587) 849 765) 870 264) 881 803) 1.2 School Support Services3 9 236) 11 263) 11 281) 11 414) 11 482) 1.3 Early Learning4 4 424) 5 815) 5 804) 5 908) 5 986) 1.4 Statutory Offices 2 896) 2 756) 2 757) 2 819) 2 867) 800 411) 861 421) 869 607) 890 405) 902 138) Output Group 2 - LINC Tasmania 2.1 Information Services and Community Learning 29 097) 30 751) 30 660) 31 331) 31 844) 2.2 Tasmanian Archives and Heritage Office 2 332) 2 615) 2 613) 2 686) 2 737) 31 429) 33 366) 33 273) 34 017) 34 581)
Grants and Subsidies5 261 815) 288 073) 308 506) 325 296) 336 773)
Capital Investment Program 16 465) 24 580) 49 295) 3 900) 7 200)
Department of Education Total Recurrent Services 1 093 655) 1 182 860) 1 211 386) 1 249 718) 1 273 492) Total Works and Services 16 465) 24 580) 49 295) 3 900) 7 200) 1 110 120) 1 207 440) 1 260 681) 1 253 618) 1 280 692)
Appropriation Carried Forward 22 149) 9 600) ....) ....) ....)
Total Revenue from Appropriation 1 132 269) 1 217 040) 1 260 681) 1 253 618) 1 280 692)
Controlled Revenue from Appropriation 870 454) 928 967) 952 175) 928 322) 943 919) Administered Revenue from Appropriation 261 815) 288 073) 308 506) 325 296) 336 773) 1 132 269) 1 217 040) 1 260 681) 1 253 618) 1 280 692)
Notes: 1. The 2014-15 Budget comparative figures presented in this Table have been adjusted to reflect the Department's Output restructure. Accordingly, the 2014-15 figures will differ from those published in the 2014-15 Budget. 2. The movement in In School Education primarily reflects the continued implementation of election commitments to provide School Health Nurses and to extend high schools to Years 11 and 12, additional State and Australian Government funding for the Students First education reforms and increased salary expenditure due to the 27th pay in 2015-16. 3. The increase in School Support Services in 2015-16 primarily reflects the transfer of expenditure from In School Education as part of the restructure of the Department's Outputs. 4. The increase in Early Learning in 2015-16 reflects the transfer of expenditure from In School Education as part of the restructure of the Department's Outputs. 5. The increase in Grants and Subsidies reflects increased grants to non-government schools for the Students First education reforms.
Education 31 Table 2.9: Administered Revenue 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Revenue Collected on Behalf of the Consolidated Fund Other sales of services 355) 364) 373) 382) 391)
Revenue from Appropriation Annual appropriation1 261 815) 288 073) 308 506) 325 296) 336 773)
Total Administered Revenue 262 170) 288 437) 308 879) 325 678) 337 164)
Note: 1. The increase in the Annual appropriation reflects increased funding to non-government schools under the Students First education reforms.
Table 2.10: Administered Expenses 2014-15] 2015-16] 2016-17] 2017-18] 2018-19] ) ) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Grants and Subsidies Commonwealth grants to non-government schools1 199 934) 226 163) 243 111) 256 066) 263 542) Non-government schools: capital assistance 1 114) 1 137) 1 137) 1 137) 1 137) Non-government schools: grants2 60 767) 60 773) 64 258) 68 093) 72 094) 261 815) 288 073) 308 506) 325 296) 336 773)
Transfer to the Consolidated Fund 355) 364) 373) 382) 391)
Total Administered Expenses 262 170) 288 437) 308 879) 325 678) 337 164)
Notes: 1. The increase in Commonwealth grants to non-government schools reflects increased Australian Government funding to non-government schools under the Students First education reforms. 2. The movement in non-government schools: grants reflects the State funding to non-government schools under the Students First education reforms. Post the 2014-15 Budget, the Australian Government undertook a major data update exercise which reduced the 2014-15 amount payable by the State, under the Students First methodology, below the 2014-15 Budget estimate detailed in the Table.
32 Education Commonwealth Grants to Non-Government Schools
This Grant Program represents Australian Government funding relating to non-government schools. These funds are administered on behalf of the Australian Department of Education and, upon receipt, are forwarded to non-government schools.
Non-Government Schools: Capital Assistance
These grants provide funding to non-government schools and non-government school authorities for assistance with eligible capital projects in accordance with sections 64 - 70 of the Education Act 1994.
Non-Government Schools: Grants
The Program covers the cost of grants which are distributed to registered non-government schools in accordance with Part 5, Division 3 of the Education Act and Part 6 of the Education Regulations 1995. Since the implementation of the Students First education reforms funding allocations that had previously been provided to non-government schools under the Student Assistance Scheme are now included within this payment.
Education 33 Table 2.11: Statement of Financial Position as at 30 June 2015) 2016) 2017) 2018) 2019) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Assets Financial assets Cash and deposits 47 741) 51 008) 46 724) 43 520) 39 175) Receivables1 17 033) 22 019) 22 584) 23 566) 24 548) Other financial assets 1 163) ....) ....) ....) ....) 65 937) 73 027) 69 308) 67 086) 63 723) Non-financial assets Assets held for sale2 9 639) 6 069) 5 105) 4 141) 3 177) Property, plant and equipment3 1 495 063) 1 478 877) 1 530 273) 1 539 713) 1 553 543) Heritage and cultural assets 67 447) 69 448) 71 177) 72 949) 74 773) Intangibles4 758) 1 282) 891) 500) 375) Other assets5 2 335) 10 839) 10 399) 10 053) 9 757) 1 575 242) 1 566 515) 1 617 845) 1 627 356) 1 641 625)
Total assets 1 641 179) 1 639 542) 1 687 153) 1 694 442) 1 705 348)
Liabilities Payables6 8 249) 6 518) 6 639) 6 760) 6 881) Employee benefits7 144 885) 126 826) 130 838) 134 971) 139 104) Other liabilities 1 707) 2 119) 2 119) 2 119) 2 119) Total liabilities 154 841) 135 463) 139 596) 143 850) 148 104)
Net assets (liabilities) 1 486 338) 1 504 079) 1 547 557) 1 550 592) 1 557 244)
Equity Reserves 392 524) 423 487) 465 136) 508 927) 552 782) Accumulated funds 1 093 814) 1 080 592) 1 082 421) 1 041 665) 1 004 462) Total equity 1 486 338) 1 504 079) 1 547 557) 1 550 592) 1 557 244)
Notes: 1. The increase in Receivables in 2016 reflects a revised estimate based on the 30 June 2014 actual outcome. 2. The decrease in Assets held for sale in 2016 reflects an updated estimate based on an analysis of the timing of property sales. 3. The decrease in Property, plant and equipment in 2016 reflects a revised estimate based on the 30 June 2014 actual outcome and broad predictions for the revaluation of land and building assets to occur as at 30 June 2015. Property, plant and equipment has also reduced due a change in the reporting classification for library books, which are now reported as Other assets. This is partly offset by increases in Buildings, net of accumulated depreciation, due to an increased Capital Investment Program, which also contributes to the increases from 2017. 4. The increase in Intangibles in 2016 reflects a revised estimate based on the completion of the Data Warehouse 3 project. Intangibles are systematically amortised over a period of four years. 5. The increase in Other assets in 2016 reflects a change in reporting classification for library books. These were previously included under Property, plant and equipment. 6. The decrease in Payables in 2016 reflects a revised estimate based on the 30 June 2014 actual outcome.
34 Education 7. The reduction in Employee benefits in 2016 reflects a decrease in accrued salaries resulting from the 27th pay in 2015-16.
Table 2.12: Statement of Cash Flows 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Cash flows from operating activities Cash inflows Appropriation receipts - recurrent1 831 840) 894 787) 902 880) 924 422) 936 719) Appropriation receipts - capital2 16 465) 24 580) 49 295) 3 900) 7 200) Grants3 29 872) 18 861) 5 573) 2 130) ....) Sales of goods and services4 44 326) 36 949) 37 456) 37 971) 37 456) GST receipts 28 503) 28 503) 28 503) 28 503) 28 503) Interest received5 1 111) 1 561) 1 483) 1 426) 1 422) Other cash receipts 23 414) 23 413) 23 699) 25 256) 24 629) Total cash inflows 975 531) 1 028 654) 1 048 889) 1 023 608) 1 035 929)
Cash outflows Employee benefits6 (612 989) (649 020) (640 987) (656 858) (669 332) Superannuation6 (73 998) (80 277) (79 320) (81 995) (83 258) GST payments (29 207) (29 207) (29 207) (29 207) (29 207) Grants and subsidies7 (9 815) (7 803) (7 820) (7 771) (7 571) Supplies and consumables (232 016) (227 909) (232 680) (233 217) (229 842) Other cash payments (10 282) (10 481) (10 481) (10 481) (10 481) Total cash outflows (968 307) (1 004 697) (1 000 495) (1 019 529) (1 029 691)
Net cash from (used by) operating activities 7 224) 23 957) 48 394) 4 079) 6 238)
Cash flows from investing activities Payments for acquisition of non-financial assets8 (33 684) (37 763) (52 678) (7 283) (10 583) Net receipts/(payments) for investments 718) ....) ....) ....) ....) Net cash from (used by) investing activities (32 966) (37 763) (52 678) (7 283) (10 583)
Net increase (decrease) in cash and cash equivalents held (25 742) (13 806) (4 284) (3 204) (4 345)
Cash and deposits at the beginning of the reporting period 73 483) 64 814) 51 008) 46 724) 43 520) Cash and deposits at the end of the reporting period 47 741) 51 008) 46 724) 43 520) 39 175)
Education 35 Notes: 1. The increase in Appropriation receipts - recurrent reflects the Students First education reforms and increased expenditure related to election commitments to provide School Health Nurses and to extend high schools to Years 11 and 12 as well as increased salary expenditure due to the 27th pay. 2. The movement in Appropriation receipts - capital reflects the timing of capital projects being undertaken by the Department. 3. The decrease in Grants across the Forward Estimates reflects the finalisation of Australian Government National Partnership funding to the State. 4. The decrease in Sales of goods and services in 2015-16 reflects reduced estimated revenue receipts within the Department's trust accounts including reduced sale of Departmental assets. 5. The increase in Interest received in 2015-16 reflects the estimated interest receipts based on current actual trends. 6. The increase in Employee benefits and Superannuation in 2015-16 reflect the impact of the 27th pay (refer to Chapter 1 of this Budget paper for further information). 7. The decrease in Grants and subsidies in 2015-16 reflects the cessation of grant payments resulting from the finalisation of Australian Government National Partnership funding to the State. 8. The increase in Payments for acquisition of non-financial assets reflects increases in the Capital Investment Program.
Table 2.13: Statement of Cash Flows - Administered 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Cash flows from operating activities Cash inflows Appropriation receipts - recurrent1 261 815) 288 073) 308 506) 325 296) 336 773) Sales of goods and services 355) 364) 373) 382) 391) Total cash inflows 262 170) 288 437) 308 879) 325 678) 337 164)
Cash outflows Grants and subsidies1 (261 815) (288 073) (308 506) (325 296) (336 773) Transfers to the Consolidated Fund (355) (364) (373) (382) (391) Total cash outflows (262 170) (288 437) (308 879) (325 678) (337 164)
Net increase (decrease) in cash and cash equivalents held ....) ....) ....) ....) ....)
Cash and deposits at the beginning of the reporting period ....) ....) ....) ....) ....) Cash and deposits at the end of the reporting period ....) ....) ....) ....) ....)
Note: 1. The increase in Appropriation receipts - recurrent and Grants and subsidies reflects payments to non-government schools associated with the Students First education reforms.
36 Education 3 FINANCE-GENERAL
AGENCY OUTLINE
The Finance-General Division is administered by the Department of Treasury and Finance. Expenditure through Finance-General generally reflects whole-of-government activities.
The major activities transacted through Finance-General include the management of the Government's financial assets and liabilities, meeting the Government's pension and other superannuation commitments, administration of the Tasmanian Risk Management Fund, management of the Government's light vehicle fleet and property portfolio, and payments to government businesses.
Certain provisions have been made in the Special Deposits and Trust Fund to meet future liabilities of the Government, including a provision within the Tasmanian Risk Management Fund for workers' compensation and other insurable risks in respect of inner-Budget agencies. Information on the Government's superannuation liabilities and administration of the Tasmanian Risk Management Fund is provided in chapter 7 of The Budget Budget Paper No 1.
OUTPUT INFORMATION
Outputs of Finance-General are provided under the following Output Groups:
• Output Group 1 - Debt Servicing and Management;
• Output Group 2 - Employee Related Costs;
• Output Group 3 - Government Businesses; and
• Output Group 4 - Miscellaneous.
Table 3.1 provides an Output Group Expense Summary for Finance-General.
Finance-General 37 Table 3.1: Output Group Expense Summary 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward)
Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Treasurer
Output Group 1 - Debt Servicing and Management 1.1 Debt Servicing 86) 30) 30) 65) 18) 1.2 Interest on Sundry Deposits 2 421) 1 695) 2 779) 4 021) 2 707) 1.3 Debt Management 8 710) 8 390) 8 062) 7 727) 7 384) 11 217) 10 115) 10 871) 11 813) 10 109) Output Group 2 - Employee Related Costs 2.1 Superannuation and Pensions 394 677) 390 046) 392 095) 392 824) 392 958) 394 677) 390 046) 392 095) 392 824) 392 958) Output Group 3 - Government Businesses 3.1 Forestry Tasmania 6 000) 6 000) 6 000) 6 000) 6 000) 3.2 State Fire Commission 2 836) 2 836) 2 836) 2 836) 2 836) 3.4 Government Businesses 1 583) 1 824) 1 814) 1 504) 1 493) 10 419) 10 660) 10 650) 10 340) 10 329) Output Group 4 - Miscellaneous 4.2 Treasurer's Reserve 10 000) 10 000) 10 000) 10 000) 10 000) 4.3 Miscellaneous1 7 413) 23 272) 7 427) 17 427) 17 427) 4.4 Payment to Australian Tax Office: GST Administration 15 019) 14 854) 11 804) 11 745) 11 696) 4.5 Tasmanian Risk Management Fund 61 389) 60 141) 59 066) 61 632) 64 354) 4.6 Fleet Management Services2 17 086) 14 972) 15 107) 15 313) 15 520) 4.7 Property Management Services3 33 462) 22 308) 26 297) 28 184) 28 466) 4.8 Infrastructure Investment Project Planning4 3 308) 2 000) 2 000) 2 000) 2 000) 147 677) 147 547) 131 701) 146 301) 149 463)
Grants and Subsidies 480 377) 488 671) 463 962) 225 300) 278 865)
Special Capital Investment Funds5 38 055) 32 739) 12 016) 1 236) 1 278)
TOTAL 1 082 422) 1 079 778) 1 021 295) 787 814) 843 002)
Notes: 1. The increase in Miscellaneous in 2015-16 reflects an increased provision for duties related ex gratia payments for corporate reconstructions. The increase from 2017-18 reflects the revised cash flows for the Mobile Radio Network upgrade. 2. The decrease in Fleet Management Services in 2015-16 reflects revised depreciation rates and a reduction in the estimated size and value of the Government fleet. 3. The estimated expenditure for Property Management Services has been reviewed having regard to actual experience in 2013-14 and 2014-15, and the estimated rental cashflows associated with the parliament square Project have been revised downwards for 2015-16. In addition, following completion of the sale and transfer of the land in December 2014, estimated leasehold improvements for parliament square of $9.1 million will be capitalised in 2015-16.
38 Finance-General 4. The decrease in Infrastructure Investment Project Planning in 2015-16 reflects the utilisation in 2014-15 of funding carried forward under section 8A(2) of the Public Account Act 1986. 5. The decrease in Special Capital Investment Funds (SCIF) reflects the winding down of these funds. Further details are provided in the SCIF section of this chapter.
Output Group 1: Debt Servicing and Management
1.1 Debt Servicing
This Output provides for the interest cost on borrowings.
1.2 Interest on Sundry Deposits
This Output provides for the payment of interest on balances held in certain accounts in the Special Deposits and Trust Fund.
1.3 Debt Management
This Output reflects transactions associated with the repayment of Australian Government debt relating to housing activities.
The expense of $8.4 million in 2015-16 ($8.7 million in 2014-15) represents interest payments to the Australian Government on debt incurred under various Commonwealth-State Housing Agreements.
Principal repayments by Housing Tasmania of $7.5 million in 2015-16 ($7.3 million in 2014-15) are capital transactions and are therefore not included in the expenses of Output 1.3, or in the expenses reported in the Statement of Comprehensive Income, but are reflected within Interest bearing liabilities in the Statement of Financial Position and included under Cash flows from investing activities in the Statement of Cash Flows.
Output Group 2: Employee Related Costs
2.1 Superannuation and Pensions
This Output meets the Government's share of pension and superannuation costs.
In 2015-16, superannuation and pension expenses are estimated to total $390 million, an anticipated decrease of $4.7 million in comparison with the budgeted cost in 2014-15 of $394.7 million. The 2015-16 estimate includes service costs of $104.4 million ($112.3 million in 2014-15) and nominal interest of $285.6 million ($282.4 million in 2014-15). The estimated value of the expense is based on the most recent actuarial assessment of the superannuation liability.
The estimated superannuation liability as at 30 June 2016 is $5 467.5 million (excluding the estimated Housing Tasmania pre-July 1994 superannuation liability of $11.7 million as at 30 June 2016, the estimated Tasmanian Ambulance Services Superannuation Scheme liability of negative $4.8 million as at 30 June 2016 and the estimated State Fire Commission superannuation liability of negative $3.9 million as at 30 June 2016). This is an increase of $34.1 million from the 2014-15 estimate of the liability as at 30 June 2015 of $5 433.4 million. The estimated value reflects the most recent actuarial assessment of the liability.
Further information in relation to the General Government superannuation liability can be found in chapter 7 of The Budget Budget Paper No 1.
Finance-General 39 Output Group 3: Government Businesses
3.1 Forestry Tasmania
The 2015-16 Budget includes funding of $4 million in 2015-16 ($4 million in 2014-15) and subsequent years for Forestry Tasmania to deliver non-commercial activities as identified in its Ministerial Charter.
In addition, a Budget provision of $2 million has been made in 2015-16 and subsequent years ($2 million in 2014-15) for Forestry Tasmania to maintain its fire fighting capacity and assist with fighting wild fires.
3.2 State Fire Commission
A provision of $2.8 million has been made for the State Fire Commission in 2015-16 and subsequent years ($2.8 million in 2014-15). Of this amount, a provision of $790 000 has been made for the Bushfire Mitigation Program and $240 000 has been appropriated as a contingent provision for funding excess fire fighting costs. The remaining $1.8 million represents the State Government's annual funding contribution to the Commission in accordance with section 101 of the Fire Service Act 1979.
3.4 Government Businesses
This Output provides for expenses arising from the Government's ownership interests in Government businesses.
Tasracing Pty Ltd
An amount of $1.5 million has been provided in 2015-16 ($1.3 million in 2014-15) in accordance with the Government's agreement to reimburse Tasracing Pty Ltd for the costs (including principal where necessary) associated with Tasracing's borrowings with Tascorp, where Tasracing cannot meet those costs.
Tasmanian Irrigation Pty Ltd - Transition Readiness
A key role for Tasmanian Irrigation Pty Ltd going forward involves maximising the extra value that the irrigation schemes are capable of delivering and transitioning to a sustainable business model that provides an effective service to its customers and community stakeholders. To assist Tasmanian Irrigation transition into a value-adding and sustainable business, the Government is providing $300 000 in 2015-16 and 2016-17.
Output Group 4: Miscellaneous
4.2 Treasurer's Reserve
An amount of $10 million has been provided in the Treasurer's Reserve in 2015-16 ($10 million in 2014-15) to meet expenditure that could not reasonably be foreseen at the time of developing the 2015-16 Budget and which is essential for efficient financial management.
40 Finance-General 4.3 Miscellaneous
Items of expenditure under this Output relate to various miscellaneous payments, including the Mobile Radio Network, assistance for voluntary local government amalgamations, support for nationally driven reforms and a provision for duty related ex gratia payments where there are corporate reconstruction transactions that do not result in a change of ownership.
Mobile Radio Network
An amount of $2 million is provided in 2015-16 for the funding of the whole-of-government Mobile Radio Network upgrade administered by the Department of Police and Emergency Management. As a consequence of delays in the implementation of this Project, estimated expenditure will decrease by $18 million in 2015-16 and $10 million in 2016-17.
Voluntary Local Government Amalgamations
An amount of $400 000 is provided in 2015-16 to assist local councils with investigations into voluntary amalgamations.
Support for Nationally Driven Reforms
Funding of $250 000 has been provided in 2015-16 ($250 000 in 2014-15) to support Tasmania's participation in nationally driven reforms, primarily the two Australian Government White Paper processes (Reform of the Federation and Reform of Australia's Taxation System) and will provide the flexibility to resource reform projects as necessary. The Departments of Treasury and Finance and Premier and Cabinet will be extensively involved in preparing and managing the Tasmanian Government's responses. 4.4 Payment to Australian Taxation Office: GST Administration
Under the Intergovernmental Agreement (IGA), the states and territories meet the costs of the Australian Taxation Office in administering the goods and services tax. The states and territories share the GST administration costs on a per capita basis. Tasmania's contribution to collection and compliance costs for 2015-16 is estimated at $14.9 million ($15 million in 2014-15).
4.5 Tasmanian Risk Management Fund
The estimated expenses of $60.1 million in 2015-16 ($61.4 million in 2014-15) represent anticipated administration and claims costs. Expenditure estimates for the Fund reflect the most recent actuarial advice.
4.6 Fleet Management Services
All direct transactions associated with whole-of-government light vehicle fleet management activities are recorded in the Government Car Fleet Account within the Special Deposits and Trust Fund. Revenue in the Government Car Fleet Account is derived from the sale of vehicles and receipts from the Government's Fleet Manager of lease, registration and insurance payments by agencies, net of the fleet management fee.
Estimated expenses for this Output in 2015-16 of $15 million ($17.1 million in 2014-15) include motor vehicle registration expenses of $1.1 million ($1.2 million in 2014-15) and estimated depreciation on motor vehicles of $13.9 million ($15.8 million in 2014-15).
Finance-General 41 The Government is committed to reducing the cost of running its passenger and light commercial motor vehicle fleet. Over the Budget and Forward Estimates period, the Government is aiming to reduce vehicle operating costs by $1.5 million per annum. Fleet cost savings continue to be achieved through the implementation and monitoring of the following strategies:
• reducing individual agency fleets through identification of underutilised and/or surplus vehicles;
• applying a greater focus on whole-of-life costs; and
• improving utilisation of vehicles through the introduction of fleet booking/pooling systems and GPS tracking units.
In line with the Government's commitment to reducing costs, fleet numbers have continued to decline. Government fleet cost saving strategies being implemented by agencies include a further reduction in the size of the government fleet to 2 389 vehicles as at 31 March 2015, compared to 2 501 vehicles as at 31 March 2014 and a continuation of the downward trend in total monthly operating costs of the fleet.
4.7 Property Management Services
It is estimated that expenditure for Property Management Services will amount to $22.3 million in 2015-16 ($33.5 million in 2014-15). The estimated expenditure for Property Management Services has been reviewed having regard to actual experience in 2013-14 and 2014-15, and the estimated rental cashflows associated with the parliament square Project have been revised downwards for 2015-16. In addition, following completion of the sale and transfer of the land in December 2014, estimated leasehold improvements for parliament square of $9.1 million ($3 million in 2014-15) will be capitalised in 2015-16.
The Department of Treasury and Finance has commenced the implementation of centralised management and coordination of major office accommodation leases for Government within the Hobart CBD. This strategic approach to major leases will lead to more efficient and effective management of the Government's leased office accommodation. Treasury has commenced a review of major Hobart CBD office leases that are subject to renewal in the remainder of 2015 and is working with agencies to ensure lease negotiations optimise whole-of-government outcomes.
4.8 Infrastructure Investment Project Planning
The Infrastructure Investment Project Planning Output provides funding of $2 million in 2015-16 and subsequent years for the early planning stages of major infrastructure projects.
42 Finance-General SPECIAL CAPITAL INVESTMENT FUNDS
Within Finance-General, funds are held for investment in economic and social infrastructure. This section provides a description of the Funds, the balance of each Fund and the projects to be funded in 2015-16 and over the Forward Estimates period. Further detail on capital expenditure from the Special Capital Investment Funds is provided in chapter 6 of The Budget Budget Paper No 1.
Hospitals Capital Fund
The Hospitals Capital Fund was established in 2007-08 to provide capital funding for hospitals across the State. In 2015-16, a total amount of $17.6 million has been allocated from the HCF for Mersey Hospital Upgrades ($1.4 million) and the redevelopment of the Royal Hobart Hospital ($16.2 million).
In total, the HCF will have provided $100 million to address the Royal Hobart Hospital's ageing buildings and infrastructure, and to improve and expand key services such as intensive care. It is expected that the Fund will be fully expended in 2015-16.
A summary of the projects to be funded from the Hospitals Capital Fund is provided in Table 3.2.
Table 3.2: Hospitals Capital Fund Estimated) 2015-16) 2016-17 2017-18 2018-19 Total) Forward Forward Forward Cost) Budget) Estimate Estimate Estimate $'000) $'000) $'000 $'000 $'000
Balance Brought Forward 17 597) ......
TOTAL SOURCE OF FUNDS 17 597) ......
OUTFLOWS Department of Health and Human Services Minister for Health Mersey Hospital Upgrades 1 900) 1 400) ...... Royal Hobart Hospital 100 000) 16 197) ...... TOTAL OUTFLOWS ) 17 597) ......
Closing Balance ) ....) ......
Finance-General 43 Housing Fund
The Housing Fund was established in 2007-08, with an allocation of $60 million for the purpose of increasing the supply of public housing. In 2015-16, it is anticipated that $1.6 million will be expended from the Housing Fund on public housing projects.
Details of projects to be funded from the Housing Fund in 2015-16 are provided in chapter 4 of this Budget Paper. It is expected that the Fund will be fully expended in 2018-19.
Table 3.3: Housing Fund Estimated) 2015-16) 2016-17 2017-18 2018-19 Total) Forward Forward Forward Cost) Budget) Estimate Estimate Estimate $'000) $'000) $'000) $'000 $'000
Balance Brought Forward 5 225) 3 671) 2 514 1 278
TOTAL SOURCE OF FUNDS 5 225) 3 671) 2 514 1 278
OUTFLOWS Department of Health and Human Services Minister for Human Services Housing Fund 60 000) 1 554) 1 157) 1 236 1 278 TOTAL OUTFLOWS ) 1 554) 1 157) 1 236 1 278
Closing Balance ) 3 671) 2 514) 1 278 ....
Infrastructure Tasmania Fund
The Infrastructure Tasmania Fund (ITF) was established in 2007-08, with proceeds of $312.9 million from the divestment of government businesses, to fund major capital projects. During 2007-08, $80 million was transferred from the ITF to the Water Infrastructure Fund administered by the Department of Primary Industries, Parks, Water and Environment and $25 million was transferred to the former Urban Renewal and Heritage Fund.
A summary of the projects to be funded from the ITF is provided in Table 3.4. It is expected that the Fund will be fully expended in 2016-17.
44 Finance-General Table 3.4: Infrastructure Tasmania Fund Estimated) 2015-16) 2016-17 2017-18 2018-19 Total) Forward Forward Forward Cost) Budget) Estimate Estimate Estimate $'000) $'000) $'000 $'000 $'000
Balance Brought Forward 23 802) 10 859 ......
TOTAL SOURCE OF FUNDS 23 802) 10 859 ......
OUTFLOWS Department of Health and Human Services Minister for Health Health Infrastructure 67 410) 12 943) 10 859 ...... TOTAL OUTFLOWS ) 12 943) 10 859 ......
Closing Balance ) 10 859) ......
Infrastructure Tasmania Fund Projects
In 2015-16, Health Infrastructure expenditure of $12.9 million for infrastructure upgrades will include:
• Flinders Island Multi Purpose Centre Upgrade ($138 000);
• Glenorchy - Tier Three Community Health Services Facility ($10.7 million);
• Kingston - Tier Three Community Health Services Facility ($2 million); and
• King Island Hospital and Health Centre Upgrade ($112 000).
Finance-General 45 Royal Hobart Hospital Redevelopment Fund
A Royal Hobart Hospital Redevelopment Fund was established in 2004-05 with a $35 million allocation provided for the purposes of developing and enhancing the facilities at the Royal Hobart Hospital. Funding of $645 000 has been allocated from this Fund in 2015-16. It is anticipated the Royal Hobart Hospital Redevelopment Fund will be fully expended in 2015-16. Further information about the sources of funding for the Royal Hobart Hospital Redevelopment project is provided in chapter 4 of this Budget Paper.
Table 3.5: Royal Hobart Hospital Redevelopment Fund Estimated) 2015-16) 2016-17 2017-18 2018-19 Total) Forward Forward Forward Cost) Budget) Estimate Estimate Estimate $'000) $'000) $'000) $'000) $'000
Balance Brought Forward 645) ....) ....) ....
TOTAL SOURCE OF FUNDS 645) ....) ....) ....
OUTFLOWS Department of Health and Human Services Minister for Health RHH Redevelopment Fund 35 000) 645) ....) ....) .... TOTAL OUTFLOWS ) 645) ....) ....) ....
Closing Balance ) ....) ....) ....) ....
46 Finance-General DETAILED BUDGET STATEMENTS
Table 3.6: Statement of Comprehensive Income - Administered 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward)
Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Revenue and other income from transactions Appropriation revenue - recurrent1 494 470) 527 016) 525 354) 519 666) 536 296) Other revenue from government1 2 808) ....) ....) ....) ....) Grants2 2 588 102) 3 017 224) 3 083 093) 3 100 128) 3 268 136) Taxation3 887 341) 927 172) 938 875) 952 799) 970 638) Sales of goods and services4 97 162) 89 993) 89 921) 92 472) 95 268) Interest 18 631) 17 934) 18 545) 22 294) 21 739) Dividend, tax and rate equivalent income5 342 939) 213 402) 218 703) 255 385) 241 814) Other revenue 105 378) 107 583) 107 226) 106 833) 106 430) Total revenue and other income from transactions 4 536 831) 4 900 324) 4 981 717) 5 049 577) 5 240 321)
Expenses from transactions Employee benefits 394 677) 390 046) 392 095) 392 824) 392 958) Depreciation and amortisation 16 385) 14 343) 16 271) 17 758) 17 970) Supplies and consumables6 125 702) 110 864) 108 940) 112 057) 115 011) Grants and subsidies 534 203) 554 215) 492 918) 253 162) 306 754) Borrowing costs 11 455) 10 310) 11 071) 12 013) 10 309) Transfers to the Consolidated Fund 3 737 418) 3 969 497) 4 055 184) 4 283 507) 4 246 730) Total expenses from transactions 4 819 840) 5 049 275) 5 076 479) 5 071 321) 5 089 732)
Net result from transactions (net operating balance) (283 009) (148 951) (94 762) (21 744) 150 589)
Other economic flows included in net result Net gain/(loss) on non-financial assets (51) ....) ....) (1) ....) Movement in investments in GBEs and SOCs7 (347 765) 58 945) 25 768) 33 344) 73 316) Other gains/(losses) from other economic flows8 (41 323) (29 282) (1 884) 6 443) (467) Total other economic flows included in net result (389 139) 29 663) 23 884) 39 786) 72 849)
Net result (672 148) (119 288) (70 878) 18 042) 223 438)
Finance-General 47 Table 3.6: Statement of Comprehensive Income - Administered (continued) 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward)
Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Other economic flows - other non-owner changes in equity Other movements taken directly to equity (2) (2) (2) (2) (2) Total other economic flows - other non-owner changes in equity (2) (2) (2) (2) (2)
Comprehensive result (672 150) (119 290) (70 880) 18 040) 223 436)
Notes: 1. Explanations for significant variances can be found in Table 3.7 Revenue from Appropriation by Output. 2. Grants represents funding from the Australian Government in the form of GST receipts, National Partnership Payments and Specific Purpose Payments. Further information on Australian Government Funding can be found in chapter 5 of The Budget Budget Paper No 1. 3. Further information regarding Taxation Revenue can be found in chapter 5 of The Budget Budget Paper No 1. 4. The decrease in Sales of goods and services primarily reflects revised rental cash flows for government buildings based on actual experience for 2013-14 and 2014-15. 5. The decrease in Dividend, tax and rate equivalent income in 2015-16 is primarily due to a decrease in dividends and income tax equivalents from Hydro Tasmania, Motor Accidents Insurance Board and Tasmanian Networks Pty Ltd, partially offset by an increase in dividends and income tax equivalents from Aurora Energy Pty Ltd. The movements reflect the outcomes of the capital structure review of the State-owned electricity businesses and the lower wholesale electricity prices reflecting the removal of carbon pricing and softening of demand in the National Electricity Market. The decrease for the Motor Accidents Insurance Board reflects the Board’s decision to remit a special dividend in 2014-15. 6. The decrease in Supplies and consumables primarily reflects the revised rental cashflows for the parliament square Project based on actual experience for 2013-14 and 2014-15. In addition, following completion of the sale and transfer of the land in December 2014, estimated leasehold improvements will be capitalised in 2015-16. 7. Movement in investment in GBEs and SOCs represents the estimated movement in the value of net assets of government businesses, excluding any equity contributions, between 1 July and 30 June each year. 8. Other gains/(losses) from other economic flows represents the estimated movement of deferred tax assets and liabilities held by government businesses.
48 Finance-General Table 3.7: Revenue from Appropriation by Output 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward)
Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Treasurer
Output Group 1 - Debt Servicing and Management 1.1 Debt Servicing 64) 34) 30) 30) 66) 1.2 Interest on Sundry Deposits 7 166) 6 361) 9 009) 12 376) 9 351) 7 230) 6 395) 9 039) 12 406) 9 417) Output Group 2 - Employee Related Costs 2.1 Superannuation and Pensions 242) 241) 241) 241) 241) 2.3 Provision for 27th Pay 6 500) 6 707) 6 707) 6 707) 6 707) 6 742) 6 948) 6 948) 6 948) 6 948) Output Group 3 - Government Businesses 3.1 Forestry Tasmania 6 000) 6 000) 6 000) 6 000) 6 000) 3.2 State Fire Commission 2 836) 2 836) 2 836) 2 836) 2 836) 3.4 Government Businesses1 8 583) 17 824) 16 814) 9 004) 8 993) 17 419) 26 660) 25 650) 17 840) 17 829) Output Group 4 - Miscellaneous 4.3 Miscellaneous 7 413) 23 272) 7 427) 17 427) 17 427) 4.4 Payment to Australian Tax Office: GST Administration 15 019) 14 854) 11 804) 11 745) 11 696) 4.7 Property Management Services2 12 398) 16 164) 35 565) 9 875) 10 157) 4.8 Infrastructure Investment Project Planning 2 000) 2 000) 2 000) 2 000) 2 000) 36 830) 56 290) 56 796) 41 047) 41 280)
Grants and Subsidies3 158 862) 147 003) 129 999) 130 925) 133 935)
Finance-General Recurrent Services 227 083) 243 296) 228 432) 209 166) 209 409) 227 083) 243 296) 228 432) 209 166) 209 409)
Finance-General 49 Table 3.7: Revenue from Appropriation by Output (continued) 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward)
Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Reserved by Law Appropriation to the Treasurer's Reserve (Public Account Act 1986) 10 000) 10 000) 10 000) 10 000) 10 000) Payments to Municipalities under the Local Government (Rates and Charges Remissions) Act 1991 16 101) 16 488) 17 120) 17 776) 18 453) Payments under the Retirement Benefits (Parliamentary Superannuation) Regulations 2012 1 423) 1 276) 1 194) 1 433) 1 433) Superannuation Benefits Payable under the Governor of Tasmania Act 1982 138) 126) 129) 131) 134) Superannuation Benefits Payable under the Judges' Contributory Pensions Act 1968 2 345) 2 136) 2 187) 2 233) 2 275) Superannuation Benefits Payable under the Retirements Benefits Act 1993 237 104) 253 443) 266 035) 278 664) 294 324) Superannuation Benefits Payable under the Solicitor-General Act 1983 276) 251) 257) 263) 268) 267 387) 283 720) 296 922) 310 500) 326 887)
Appropriation Carried Forward 2 808) ....) ....) ....) ....)
Total Revenue from Appropriation 497 278) 527 016) 525 354) 519 666) 536 296)
Administered Revenue from Appropriation 497 278) 527 016) 525 354) 519 666) 536 296) 497 278) 527 016) 525 354) 519 666) 536 296)
Notes: 1. The increase in the Government Businesses Output primarily reflects the Government's commitment to provide $30 million of equity injections to Tasmanian Irrigation Pty Ltd over four years to 2018-19 to expand Tasmania's irrigation infrastructure network. In addition, the Government will continue with the planned provision of $17 million of equity injections to the Tasmanian Ports Corporation Pty Ltd over the three years to 2016-17 for essential remedial works on port infrastructure. 2. The changes in the Property Management Services Output reflect revised rental cash flows based on actual experience for 2013-14 and 2014-15, together with the funding of leasehold improvements which are being capitalised from 2015-16, following the completion of the sale and transfer of the parliament square land in December 2014. 3. Explanations for significant variances can be found in Table 3.8 Administered Expenses.
50 Finance-General Table 3.8: Administered Expenses 2014-15] 2015-16] 2016-17] 2017-18] 2018-19] ) ) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Grants and Subsidies Australian Government Contribution for Extension of Pensioner Concessions 475) 475) 475) 475) 475) Energy Retailer Concession1 42 101) 37 196) 37 471) 37 748) 38 028) First Home Builder Boost2 17 900) 11 300) 3 230) 3 120) 3 000) Local Government Grants 72 125) 71 666) 71 135) 73 660) 76 270) Management of Australian Government Funding3 283 241) 313 582) 316 843) 76 599) 131 277) Natural Disaster Relief Scheme4 2 638) 1 138) 532) 532) 532) Other Grants and Subsidies 50) ....) ....) ....) ....) Payments under Local Government (Rates and Charges Remissions) Act 1991 16 101) 16 488) 17 120) 17 776) 18 453) Payroll Tax Assistance 4 083) 4 300) 1 000) 1 000) 1 000) Tasmanian Forestry Agreement5 27 723) 18 398) 6 800) 4 800) ....) Water and Sewerage Concessions and Subsidies 13 940) 14 128) 9 356) 9 590) 9 830) 480 377) 488 671) 463 962) 225 300) 278 865)
Transfer to the Consolidated Fund 3 737 418) 3 969 497) 4 055 184) 4 283 507) 4 246 730)
Other Administered Expenses 602 045) 591 107) 557 333) 562 514) 564 137)
Total Administered Expenses 4 819 840) 5 049 275) 5 076 479) 5 071 321) 5 089 732)
Notes: 1. The decrease in the Energy Retailer Concession reflects the removal of a provision made in 2014-15 which was unutilised and is no longer required, together with the revision of projected expenditure across the Budget and Forward Estimates period. 2. The First Home Builder Boost in 2015-16 and across the Forward Estimates reflects the Government's decision to continue the Scheme to 31 December 2015 at a level of $20 000 and then at $10 000 from 1 January 2016 on an ongoing basis. 3. The increase in the Management of Australian Government Funding in 2015-16 and 2016-17 primarily relates to the redevelopment of the Royal Hobart Hospital and funding for roads infrastructure. 4. The decrease in the Natural Disaster Relief Scheme primarily reflects the finalisation of most of the 2013 Tasmanian Bushfire Recovery costs. 5. The decrease in Tasmanian Forestry Agreement in 2015-16 reflects the delivery of programs under the National Partnership Agreement on the Implementation of the Tasmanian Forests Intergovernmental Agreement 2013 which will conclude in 2017-18.
Australian Government Contribution for Extension of Pensioner Concessions
The purpose of this item is to provide non-Budget sector agencies with funds to cover the additional cost of maintaining existing concession arrangements following an extension by the Australian Government, from 1 April 1993, of eligibility for the Pensioner Concession Card.
Finance-General 51 Energy Retailer Concession
In accordance with the Electricity Supply Industry Act 1995, the Government has entered into a Community Service Obligation agreement with Aurora Energy Pty Ltd to provide concessions to eligible low income earners and pensioners to assist them in meeting the cost of services provided by Aurora Energy. Payments are made to Aurora Energy, which passes the benefit on to eligible customers as lower service charges.
First Home Builder Boost
The Government has agreed to extend the $20 000 grant to 31 December 2015 which is expected to support ongoing demand for new homes by first home buyers and allow a slower taper of grant assistance. The tapering of grant assistance for first home buyers of newly constructed homes from $30 000 to $20 000 and then to $10 000 was originally designed to minimise the impact on the building industry from a more sudden reduction. However, uptake of the $30 000 grant has far exceeded expectations and this has impacted the transition to a reduced amount. Extending the grant at the level of $20 000 will allow a slower taper of the current surge in residential building activity.
Local Government Grants
Local Government Grants are comprised of two components: general purpose funding and identified local road funds. Under the Australian Local Government (Financial Assistance) Act 1995, the Australian Government each year provides funds to the states for on-passing as general purpose grants to local government.
Natural Disaster Relief Scheme
A limited Tasmanian Natural Disaster Relief Scheme, administered by the Department of Premier and Cabinet, is funded from within Finance-General. This Scheme provides for payments to local government authorities that face the eligible costs of restoring or replacing essential public assets, which have been damaged as a direct result of a disaster, to a pre-disaster standard. Disasters for which relief is available are determined at the national level and include any one of, or a combination of, the following natural hazards: bushfire; earthquake; flood; storm; cyclone; storm surge; landslide; tsunami; meteorite strike or tornado.
A provision of $532 000 has been included in the 2015-16 Budget allocation and forward estimates for Finance-General for payments that may be made under the Natural Disaster Relief Scheme.
Tasmanian Bushfire Recovery
The Government will provide $606 000 in 2015-16 to fund private property fuel reduction and Fire Management Committee initiatives following the 2013 Tasmanian bushfires. This is in addition to the continued implementation of the Government's commitment to funding general fuel reduction burns (see chapter 9 of this Budget Paper).
52 Finance-General Payments under the Local Government (Rates and Charges Remissions) Act 1991
In accordance with the provisions of the Local Government (Rates and Charges Remissions) Act 1991, the pensioner rates remission scheme provides a remission of 30 per cent off council rates and charges, up to a defined maximum annual amount for eligible pensioners. The maximum remission is indexed annually to ensure that rate relief increases in line with inflation.
Prior to 1 July 2009, as councils rates and charges included water and sewerage charges in addition to the general rates, the rates remission calculation included remissions on both general rates and water and sewerage charges components.
With the introduction of the water and sewerage reforms, from 1 July 2009, water and sewerage services and charges became the responsibility of the water and sewerage corporation. A separate concession on water and sewerages charges is offered by the Government through TasWater Pty Ltd to eligible card holders. This concession effectively replaces the previous water and sewerage charges remission component under the pensioner rates remission scheme.
For 2015-16, the maximum pensioner rate remission concession will be capped at $288 for those pensioners who are customers of TasWater and will be $425 for those pensioners who are not customers.
Payroll Tax Assistance
The purpose of this grant is to provide financial assistance to organisations, subject to various eligibility criteria being met. Some organisations receive assistance by way of grants equivalent to their payroll tax liability and are entitled to assistance when their payroll expenditure exceeds the threshold limit, currently $1.25 million per annum.
Jobs Package Payroll Tax Rebate
The fourth Employee Incentive Scheme Payroll Tax Rebate (EISPR4) was introduced as part of the Government's Job Creation Package and operates in conjunction with EISPR3 (EISPR3 concludes on 31 December 2015). EISPR4 provides a payroll tax rebate of up to two years for private sector employers who create additional eligible positions in Tasmania from 30 June 2014 to 30 June 2015. The additional positions must be maintained until at least 30 June 2016. The Government estimates that the cost of EISPR3 and EISPR4 during 2015-16 will be $3.3 million.
Qantas Airways Limited
The Government is continuing its financial assistance package to Qantas, including payroll tax relief of $1 million per annum for nine years from 2015-16, ending with a final reimbursement of $250 000 in 2024-25. This payroll tax relief is part of a broader agreement with Qantas to secure existing Qantas Contact Centre positions and through the consolidation of Australia-wide operations, provides for increased employment at the Hobart Contact Centre.
Tasmanian Forests Agreement
Funding committed to the Tasmanian Forests Agreement by the State and Australian Government is set out in the National Partnership Agreement on the Implementation of the Tasmania Forests Intergovernmental Agreement 2013.
Finance-General 53 The 2015-16 Budget does not include any receipts of future funding from the Australian Government or expenditure of these funds under the NPA.
The funding in the Budget and Forward Estimates includes expenditure to complete delivery of the Tasmanian administered programs, including the Ministerial Advisory Council, residues and special species studies and support for affected workers. It also includes funds committed to support rescheduled harvesting and plantation management.
Water and Sewerage Concessions
Under the Water and Sewerage Industry (Community Service Obligation) Act 2009 concessions are made available to eligible low income earners and pensioners to assist them in meeting the cost of services provided by TasWater Pty Ltd. Payments are made to TasWater which pass the benefit on to concession card holders as lower service charges. Persons eligible for the concession are current holders of a Health Care Card, Pensioner Concession Card, or Department of Veterans' Affairs Repatriation Health Gold Card.
Water and Sewerage Headworks Holiday
The Government has committed to provide a two-year waiver of water and sewerage headworks charges for all developments by way of a Water and Sewerage Headworks Holiday. A $5 million grant has been provided in 2015-16 to support TasWater's waiver of headworks charges to March 2016.
54 Finance-General Table 3.9: Statement of Financial Position as at 30 June - Administered 2015) 2016) 2017) 2018) 2019) Forward) Forward) Forward)
Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Assets Financial assets Cash and deposits 905 785) 877 491) 684 882) 691 480) 697 049) Investments 204 747) 190 016) 180 238) 170 300) 161 891) Receivables 68 518) 77 463) 77 463) 77 463) 77 463) Equity investments1 4 331 709) 4 515 047) 4 570 765) 4 626 559) 4 722 325) Other financial assets2 731 736) 639 178) 659 225) 662 928) 680 503) 6 242 495) 6 299 195) 6 172 573) 6 228 730) 6 339 231) Non-Financial Assets Assets held for sale 1 284) 820) 820) 820) 820) Property, plant and equipment3 91 768) 94 346) 117 696) 113 803) 109 286) Other assets 831) 811) 811) 811) 811) 93 883) 95 977) 119 327) 115 434) 110 917)
Total Assets 6 336 378) 6 395 172) 6 291 900) 6 344 164) 6 450 148)
Liabilities Payables 9 130) 10 924) 10 748) 10 664) 10 282) Interest bearing liabilities4 1 183 517) 978 263) 816 155) 733 327) 513 655) Superannuation5 5 433 361) 5 467 462) 5 589 514) 5 699 373) 5 793 656) Other liabilities6 210 665) 213 042) 220 882) 228 159) 236 478) Total Liabilities 6 836 673) 6 669 691) 6 637 299) 6 671 523) 6 554 071)
Net Assets (liabilities) (500 295) (274 519) (345 399) (327 359) (103 923)
Equity Reserves 11 901) 11 901) 11 901) 11 901) 11 901) Accumulated funds (512 196) (286 420) (357 300) (339 260) (115 824) Total Equity (500 295) (274 519) (345 399) (327 359) (103 923)
Notes: 1. Equity investments represents the Government's equity interest in government businesses measured as the consolidated value of their net assets. 2. The decrease in Other financial assets represents the estimated movement of deferred tax assets and liabilities held by government businesses. 3. The increase in Property, plant and equipment primarily reflects the capitalisation of leasehold improvements following completion of the sale and transfer of the parliament square land in December 2014. 4. Interest bearing liabilities consists of Australian Government borrowings of $180.9 million incurred under various Commonwealth-State Housing Agreements, estimated borrowings of $477.8 million through Tascorp and deposits of $319.6 million held on behalf of agencies in the Special Deposits and Trust Fund. 5. The movement in the Superannuation liability reflects the most recent actuarial estimates of the liability. Further information on Superannuation is included in chapter 7 of The Budget Budget Paper No 1.
Finance-General 55 6. Other liabilities is principally comprised of the Tasmanian Risk Management Fund's (TRMF) liabilities. Further information on the TRMF is included in chapter 7 of The Budget Budget Paper No 1.
Table 3.10: Statement of Cash Flows - Administered 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward)
Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Cash flows from operating activities Cash inflows Appropriation receipts - recurrent 494 470) 527 016) 525 354) 519 666) 536 296) Grants 2 588 102) 3 017 224) 3 083 093) 3 100 128) 3 268 136) Taxation 887 498) 927 185) 939 190) 953 153) 970 663) Sales of goods and services 97 162) 89 993) 89 921) 92 472) 95 268) GST receipts 13 500) 13 500) 13 500) 13 500) 13 500) Interest received 18 867) 17 979) 18 591) 22 343) 21 788) Dividends received 576 658) 225 010) 203 998) 264 745) 231 763) Other cash receipts 105 378) 107 583) 107 226) 106 833) 106 430) Total cash inflows 4 781 635) 4 925 490) 4 980 873) 5 072 840) 5 243 844)
Cash outflows Superannuation (241 328) (257 473) (270 043) (282 965) (298 675) Borrowing costs (11 214) (10 369) (10 995) (11 845) (10 439) GST payments (13 500) (13 500) (13 500) (13 500) (13 500) Grants and subsidies (534 203) (554 215) (492 918) (253 162) (306 754) Transfers to the Consolidated Fund (3 737 418) (3 969 497) (4 055 184) (4 283 507) (4 246 730) Supplies and consumables (125 902) (110 864) (108 940) (112 057) (115 011) Total cash outflows (4 663 565) (4 915 918) (4 951 580) (4 957 036) (4 991 109)
Net cash from (used by) operating activities 118 070) 9 572) 29 293) 115 804) 252 735)
Cash flows from investing activities Payments for acquisition of non-financial assets (32 301) (37 015) (54 419) (29 241) (28 391) Proceeds from the disposal of non-financial assets 17 249) 15 108) 14 797) 15 374) 14 937) Equity injections and cashflows from restructuring (39 127) (51 366) (29 950) (22 450) (22 450) Net advances paid 766) 11 646) 9 778) 9 939) 8 410) Net cash from (used by) investing activities (53 413) (61 627) (59 794) (26 378) (27 494)
56 Finance-General Table 3.10: Statement of Cash Flows - Administered (continued) 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward)
Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Cash flows from financing activities Net borrowings (333 983) (193 043) (162 108) (82 828) (219 672) Net cash from (used by) financing activities (333 983) (193 043) (162 108) (82 828) (219 672)
Net increase (decrease) in cash and cash equivalents held (269 326) (245 098) (192 609) 6 598) 5 569)
Cash and deposits at the beginning of the reporting period 1 175 111) 1 122 589) 877 491) 684 882) 691 480) Cash and deposits at the end of the reporting period 905 785) 877 491) 684 882) 691 480) 697 049)
Finance-General 57
4 DEPARTMENT OF HEALTH AND HUMAN SERVICES
AGENCY OUTLINE
The Department of Health and Human Services is responsible for purchasing and delivering integrated services that maintain and improve the health and wellbeing of Tasmanians.
The Department coordinates the delivery of its services across Tasmania through a network of facilities, community services and home-based care; it reports to the Minister for Health, Hon Michael Ferguson MP, and the Minister for Human Services, Hon Jacquie Petrusma MP.
Service delivery is achieved through direct provision of services by the Department or through service agreements or contracts with provider organisations. From 1 July 2015, the newly formed Tasmanian Health Service (THS) will have responsibility for the provision of public hospital services and a broad range of health services. The Department, on behalf of the Minister for Health, will enter into a Service Agreement for 2015-16 with the THS and monitor performance against this agreement.
The principal responsibilities of the Department include:
• planning and purchasing high quality, safe and efficient health services through the public hospital system; primary and community health services, including mental health, oral health and correctional health services; and ambulance services;
• delivering health promotion and protection through emergency management, public health and related preventative health services;
• funding care for older Tasmanians, as well as support and assistance to enable them to remain living independently in their own homes;
• funding a network of alcohol and drug abuse prevention and treatment services;
• funding a range of accommodation and support services aimed at enhancing the quality of life for people with a disability;
• statutory responsibilities for vulnerable children and young people in relation to child protection and juvenile justice;
• funding a wide range of community services for children and their families, including early intervention, family support services and child health services; and
• delivering secure, affordable housing and support to low income Tasmanians, as well as accommodation and support for people experiencing homelessness.
This chapter provides the Department's financial information for 2015-16 and over the Forward Estimates period (2016-17 to 2018-19). Further information about the Department is provided at www.dhhs.tas.gov.au.
Health and Human Services 59 ONE STATE, ONE HEALTH SYSTEM, BETTER OUTCOMES - REBUILDING TASMANIA'S HEALTH SYSTEM
The Tasmanian Government is reforming the health system to make it focus more on the needs of patients.
The Government's vision is for Tasmania to strive to have the healthiest population in Australia by 2025 and a world-class health care system.
The goal is to give Tasmanians a better health system: a complete, statewide system that places the interests of patients at the forefront of every decision.
Redesign of the health system will ensure that we spend the existing health dollar more efficiently. This will free up existing funds that will allow the Government to:
• address gaps in health services in our local communities;
• enable the treatment of more people, meaning reduced waiting times for access to treatment and reduced waiting lists; and
• direct health spending and activity towards the interventions that are shown by evidence to provide the greatest benefit to patients and the community.
This stage of the reform process focuses heavily on the four major acute hospitals and ensuring that each facility is working to its defined role in the system. This does not discount the role and importance of the other parts of the health system, rather it is an acknowledgement of the persistent issues that Tasmania has faced in the delivery of acute hospital services and in developing and maintaining strong linkages with primary and community care.
It is clear that the division of Tasmania's acute health service into three distinct management structures has been a barrier to our hospitals working effectively together to deliver optimal care for all Tasmanians. This has led to safety and quality issues in some areas, duplication of services resulting in inefficiencies, identifiable service gaps and higher costs that limit the Government's ability to deliver the range and volume of services that Tasmanians need.
Through the One State, One Health System, Better Outcomes reforms, a single statewide Tasmanian health service will provide leadership and stewardship of the health system and break down the existing barriers to provide better health services for all Tasmanians. It will have greater accountability for its effectiveness and efficiency and, importantly, be engaged with the Tasmanian community.
Further information on the reforms is available at: http://www.dhhs.tas.gov.au/onehealthsystem.
60 Health and Human Services KEY DELIVERABLES
Table 4.1 provides a summary of the Budget and Forward Estimate allocations for key deliverables within the Department.
Table 4.1: Key Deliverables Statement 2015-16 2016-17 2017-18 2018-19 Forward Forward Forward Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 Minister for Health
Additional Funding to Frontline Health1 25 000 25 000 25 000 25 000 Children and Adolescent Mental Health Service 600 600 600 600 Hospital Alternative Program2 750 750 1 000 …. Ice and Other Drugs Strategy3 1 350 1 150 1 150 1 150 Mental Health Policy - Implementation 675 175 175 …. North West Regional Cancer Centre1 2 500 3 000 4 500 4 500 Nurses Graduates - Additional Transition to Practice Placements1 1 246 1 260 2 610 …. Patient Transport to Support One Health1 2 000 4 000 4 000 4 000 Rebuilding Health Services - Elective Surgery Program1 20 000 20 000 20 000 …. Southern Midlands Paramedics4 500 500 500 500 Suicide Prevention Strategies 1 434 1 227 …. ….
Major Capital Infrastructure Health Transport and Coordination Infrastructure …. 5 000 5 000 …. Hospital and Health Centre Maintenance 3 290 4 260 790 …. Launceston General Hospital Allied Health Clinics 3 000 …. …. …. Royal Hobart Hospital Hospital Capital Fund 16 197 …. …. …. Redevelopment Project 11 991 173 825 176 576 74 508 Women's and Children's Precinct 42 501 …. …. …. Statewide Cancer Centres 9 625 …. …. …. St Helens Hospital Redevelopment …. 250 2 750 4 000
Health and Human Services 61 Table 4.1: Key Deliverables Statement (continued) 2015-16 2016-17 2017-18 2018-19 Forward Forward Forward Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 Minister for Human Services
Autism Continuum of Care 250 250 300 …. Building a Joined Up Human Services Support System 600 600 …. …. Children, Young People and Families Investment 220 220 …. …. Community Sector Organisations - Additional Funding 2 000 2 500 2 500 …. Disability - Additional Support 500 500 500 …. Elder Abuse 150 150 …. …. Equal Remuneration Order (ERO) Costs5 16 276 21 248 24 180 31 786 Establishing Food Co-operatives 100 …. …. …. National Disability Insurance Scheme (NDIS) 2 000 11 600 39 600 39 600 NDIS Job Ready Workforce 125 125 …. …. Neighbourhood Houses 850 …. …. …. Sheffield Family Support Centre 125 125 125 63 TasCOSS 63 63 63 …. Youth Justice - Save the Children Bail Program and Post-Detention Transition Program 421 600 …. ….
Major Capital Infrastructure North West Youth Accommodation and Training Facility …. 1 500 4 500 …. Northern Suburbs Community Centre 83 900 677 ….
Notes: 1. The THS will play a central role in the delivery of these initiatives, and an outline of each is provided in the THS chapter, chapter 25 of Government Services Budget Paper No 2. While funding for these initiatives has been transferred to the THS, the Department will retain responsibility for the management and control of the implementation of these Key Deliverables. 2. The THS will play a central role in the delivery of this initiative, as indicated in chapter 25 of Government Services Budget Paper No 2. Funding for this initiative has been retained by the Department and the Department will retain responsibility for the management and control of the implementation of this Key Deliverable. 3. This key deliverable is funded from both the Department's existing Budget and Forward Estimates and additional funding provided in this Budget ($1 million in 2015-16; $800 000 from 2016-17 and thereafter). 4. This key deliverable is funded from the Department's existing Budget and Forward Estimates. 5. Of the $31.786 million in 2018-19, additional funding of $7.606 million has been allocated in the 2015-16 Budget, with the remaining $24.18 million entered in prior years.
62 Health and Human Services Minister for Health
Additional Funding to Frontline Health
Additional funding of $100 million will be provided over four years to invest in frontline health services provided by the THS, which will be established on 1 July 2015 through the merger of the three existing THOs.
The establishment of the THS is a key component of the One State, One Health System, Better Outcomes reforms and is designed to improve the coordination of services and reduce duplication and inefficiencies within the health system.
The THS is required to manage its funding to ensure the efficient operation of the facilities and services under its control, and the efficient use of its resources and delivery of services purchased by the Government.
Children and Adolescent Mental Health Service
Additional funding of $600 000 per annum from 2015-16 will increase staffing levels at Children and Adolescent Mental Health Services (CAMHS). CAMHS is a specialist service that provides treatment and support to young Tasmanians (under 18) with serious mental illness, and their families. The additional resources will help to address long standing under-resourcing of this service, to help improve outcomes for young Tasmanians with serious mental illness by increasing the capacity of CAMHS to provide greater equity of access to mental health care across age groups.
Hospital Alternative Program
This 2014 election commitment provided $3 million over four years to help keep people with chronic illness out of hospital, by providing them with quality care in the home or community, including restoring the Hospital in the Home program. Initiatives under this program will be implemented as part of the One State, One Health System, Better Outcomes reforms. Ice and Other Drugs Strategy
Over four years, $4.8 million will be invested to tackle the problem of Ice and other drugs in Tasmania. This funding will be used to implement recommendations from the review into drug use in the North West, which was released in November 2014.
Specific initiatives include:
• the opening of 12 new residential rehabilitation beds available for clients across the State with a priority of establishing a residential rehabilitation program for clients based in the North West;
• employment of new specialist consultation liaison staff within Alcohol and Drug Services (ADS) based in Launceston and Ulverstone to work across the North and North West. These staff will work with the broader health system and community services;
• new transport options to improve access for North and North West clients to the southern specialist Inpatient Withdrawal Unit when appropriate; and
Health and Human Services 63 • supporting communities and current service providers, including assistance for health promotion, prevention and early intervention strategies, such as raising community awareness and improving health and health policy literacy.
Additional funding of $3.4 million over four years has been provided in this Budget, with $1.4 million over four years being prioritised from the Department's existing Budget and Forward Estimate allocation.
Mental Health Policy - Implementation
This 2014 election commitment provided additional investment in mental health for the development of an integrated system that provides support in the right place at the right time, with clear signposts about where to get help and how. Additional funding is provided for:
• Rural Alive and Well - a further $500 000 in 2015-16, in addition to $500 000 provided in 2014-15;
• mental health outreach services through the Neighbourhood House network - with a further investment of $225 000 over the next three years. This is in addition to the $75 000 provided in 2014-15; and
• additional advocacy for people with mental illness and people living with a disability - with $300 000 provided over three years. This is in addition to the $100 000 provided in 2014-15.
North West Regional Cancer Centre
The North West Regional Cancer Centre is currently under construction as part of the Statewide Cancer Project. Construction is due to be completed at the end of 2015. Additional funding of $2.5 million in 2015-16, $3.0 million in 2016-17, and $4.5 million per annum from 2017-18 has been allocated for the operating costs associated with the North West component of the Northern Integrated Cancer Service.
Under the Northern Integrated Cancer Service, the North West Regional Cancer Centre in Burnie and Holman Clinic in Launceston will work closely together to provide better services across the North and North West of the State. Through the development of a critical mass of specialists, the new linear accelerator will be opened and operated at the North West Regional Hospital to provide vital radiation oncology treatment to cancer sufferers.
Nurse Graduates - Additional Transition to Practice Placements
This 2014 election commitment provided $5.4 million over four years for additional Transition to Practice Placement for nursing graduates. This will enable the employment of up to 85 additional graduate nurses across the State over four years.
Patient Transport to Support One Health
The Government is investing an additional $24 million over the next four years, including $10 million for capital upgrades (refer to Key Deliverable - Health Transport and Coordination Infrastructure), to provide improved patient transport and coordination under the Government's One State, One Health System, Better Outcomes reforms.
Under the reforms, the health system will operate as a single statewide system, with each hospital having an important but different role to play. Hospitals will specialise in the procedures they are best suited to provide and patients will be treated at the hospital best suited to the patient's needs.
64 Health and Human Services Additional funding of $14 million over the Budget and Forward Estimates period will be used to improve emergency patient transport by streamlining patient transport between facilities, providing transport for people to access non-urgent medical appointments as well as financial support for private travel and accommodation where required.
Priorities for investment in improved patient transport services will be identified as part of the implementation planning to be undertaken during and post the finalisation of the One Health System White Paper.
Rebuilding Health Services - Elective Surgery Program
This 2014 election commitment provided $76 million over four years for additional elective surgery with a focus on the reduction of waiting lists. This commitment will deliver up to 15 000 extra elective surgeries, addressing backlogs and improving the quality of life for thousands of Tasmanians by ensuring patients get their operations sooner. Southern Midlands Paramedics
The Government is investing approximately $500 000 per annum to base paramedics at Oatlands. These funds will support services staffed 24/7 by a paramedic and volunteers. Through servicing the Oatlands and Central Highlands areas, this service will also help to ease pressure on ambulance stations in surrounding areas such as Campbell Town and the East Coast. The cost of this initiative will be met within existing resources.
Suicide Prevention Strategies
This 2014 election commitment provided $3 million over three years for targeted and proactive suicide prevention strategies.
The funding is prioritised into the following areas:
• assisting communities with the implementation of their Suicide Prevention Community Action Plans;
• establishing early intervention referral pathways, especially following a suicide attempt or self-harming;
• delivering suicide prevention awareness training to persons in key occupations to recognise and respond to the signs;
• ensuring Tasmanian researchers can access information needed to allow in-depth analysis of Tasmanian suicides, to better target prevention strategies;
• developing a targeted Youth Suicide Strategy for Tasmania in consultation with the Youth Network of Tasmania; and
• undertaking analysis of suicide 'hotspots' to mitigate risks if places are known for repeat suicides.
Health Transport and Coordination Infrastructure
Commencing in 2016-17, a funding allocation of $10 million will be provided over two years for health transport infrastructure. These funds will be used for investment in improved infrastructure associated with changes to patient coordination, transport and accommodation arising from the One State, One Health System, Better Outcomes reforms.
Health and Human Services 65 Investment will target capital upgrades to support patients that need to travel for services, staff that may need to travel to provide outreach services to patients or strategies that limit the need for patients or staff to travel in order to provide or receive services under a single state wide Tasmanian health system.
Priorities for investment in improved infrastructure will be identified as part of the implementation planning to be undertaken during and post the finalisation of the One Health System White Paper.
Hospital and Health Centre Maintenance
Funding of $8.3 million over three years is allocated from 2015-16 for hospital and health centre infrastructure maintenance. This funding will support the sustainable delivery of safe and efficient health care services across the State and will be used to fund the maintenance, replacement or upgrade of existing hospital and health centre infrastructure across the State, including at the Hobart Private Hospital, Launceston General Hospital, Flinders Island Hospital, Launceston Ambulance Station and at rural hospital locations.
Launceston General Hospital Allied Health Clinics
Funding of $3.0 million has been provided in 2015-16 to expand and refurbish the existing Specialist Clinic at the Launceston General Hospital (LGH), and for additional minor works in LGH Allied Health Outpatient Services. The redevelopment of the existing Specialist Clinic will focus on the redesign of the existing space to support the current model of care and to improve patient experience by ensuring patient confidentiality and privacy. The redesign of the space into a modular/pod configuration will support an efficient and comfortable experience for patients from presentation to completion of visit.
Royal Hobart Hospital Redevelopment
The $657 million Royal Hobart Hospital Redevelopment is Tasmania's largest ever health infrastructure project and will deliver a modern health facility for generations of Tasmanians to come.
The $657 million Project includes $20.1 million for the RHH Cancer Centre upgrade, detailed as a separate key deliverable under Statewide Cancer Centres.
Following the Royal Hobart Hospital Rescue Taskforce Review, work has recommenced on the project, with an additional $71.9 million invested in the Project to deliver the following significant improvements:
• a safer construction methodology allowing key acute services to continue to be provided on site but away from the day to day disruption of construction. This means that acute care patients still have access to critical medical facilities and security;
• a fully costed decanting and refurbishment plan including the construction of the temporary facility in Liverpool Street which better provides for the care of patients who require access to the broader facilities for their quality of care;
• an improved design which will increase the floor area of levels two and three by an additional 1400m². This will allow increased space for mental health services including more outdoor recreational space;
• an improved design for the maternity ward that will increase the number of single bedrooms for women who have caesarean or complex births;
• the addition of a helipad for emergency aeromedical retrievals, that facilitates better linkages to other hospital sites; and
66 Health and Human Services • the accelerated replacement of the hyperbaric chamber which was identified as a construction risk.
Works on the new redevelopment have now commenced and the new Inpatient Precinct, the final element of the Project, will be completed in the 2018-19 financial year.
Statewide Cancer Services
Funding is provided to build specialist Cancer Centres within the hospital precincts of the Royal Hobart Hospital, the Launceston General Hospital and the North West Regional Hospital.
The total commitment for the project is $63 million, with $23.9 million from the State, $36.3 million from the Australian Government, and notable donated contributions from the Elphinstone Group of Companies ($1.6 million), the Menzies Centre ($600 000) and the Cancer Council ($600 000).
Construction of the Cancer Centres at the Royal Hobart Hospital and Launceston General Hospital has been completed.
At the North West Regional Hospital, $9.1 million will be utilised in 2015-16 on infrastructure for medical oncology and radiation therapy services, as well as associated education and support facilities. The development of supporting information technology for the Cancer Centres will receive $483 000 in 2015-16. It is anticipated that all projects under the Statewide Cancer Services program will be completed in 2015-16.
St Helens Hospital Redevelopment
Following the initial funding allocation of $3 million over two years for the planning and commencement of this project, a further $4 million is allocated in 2018-19 for construction of the St Helens Hospital Redevelopment. The construction of a new hospital will achieve a safe, accessible, pleasant and efficient environment for facility patients/clients, staff and community members. It is anticipated that the total cost of the redevelopment will be $12.1 million.
Preliminary consultation with the Break O'Day Council is underway to plan for the Redevelopment.
Minister for Human Services
Autism Continuum of Care
This 2014 election commitment provided $1 million over four years to kick-start a longer-term strategy to provide best practice autism care to Tasmanians.
Building a Joined Up Human Services Support System
The Government's election commitment A Hand-up for Vulnerable Tasmanians, articulated the need to work on a long-term plan in partnership with the community sector to deliver a more joined up human services system that provides:
• a shared entry point and assessment for Government and community-delivered services;
• a lead worker for complex cases, dedicated to building a network of support around individuals and families; and
• an outcomes-based focus, working with individuals and families on their strengths and goals.
Health and Human Services 67 The aim of joined up human services is to improve outcomes for Tasmanians and to provide a hand-up for the most vulnerable within the Tasmanian community.
Additional funding of $1.2 million is provided over two years to progress this commitment through the establishment of a dedicated project team that will further the implementation, and then evaluate, five priority initiatives under the Building a Joined Up Human Services Support System project. This initial work will help formulate the future roll-out of the Building a Joined Up Human Services Support System initiative.
Children, Young People and Families Investment (365 Day Plan)
Children and Youth Services (CYS) is progressing a number of actions including:
• input into the Safe at Home internal performance review being managed by the Department of Justice, which aims to improve the effectiveness of responses to family violence;
• commencement of Stage 2 of the Out of Home Care System review;
• establishing an independent process to review child death and serious injury, as well as a vulnerable infants and babies strategy;
• establishing a statewide Reviewable Events Unit and an Out of Home Care Operations and Carer Support Unit; and
• drafting of Commissioner for Children legislation.
The 2014 election commitment includes the investment of $300 000 (over three years) into short-term preventative support care, to help keep families together and the investment of $360 000 (over three years) into a pre-placement process.
Action being taken by the Government under this initiative is in addition to the new funding of $800 000 provided in the 2015-16 Budget for additional support for the prevention of family violence through Our Watch (see chapter 8 Department of Premier and Cabinet) and Safe-at-Home (see chapter 5 Department of Justice). The Government is strongly committed to addressing family violence and providing support to those that it impacts. The Government currently provides estimated direct expenditure of over $16 million annually across the Departments of Health and Human Services; Police and Emergency Management; Justice; Education; and Premier and Cabinet to provide services directly aimed at dealing with family violence. Furthermore, estimated annual funding in excess of $24 million across the Departments of Health and Human Services and Education is made available to provide services that deal with family violence, such as social worker support in schools, the sexual assault service and family support services.
Community Sector Organisations - Additional Funding
This 2014 election commitment provided additional funding of $9 million to the community sector over four years. This additional funding will be used to support increasing costs and sector capacity building.
Disability - Additional Support
This 2014 election commitment provided additional funding of $2 million over four years for disability services to assist those on waiting lists, who are outside of the NDIS trial cohort. This funding will provide approximately 12 000 additional hours of support.
68 Health and Human Services Elder Abuse
This 2014 election commitment provided funding of $450 000 over three years to support the Elder Abuse Strategy including the helpline, peer education and awareness.
Equal Remuneration Order (ERO) Costs
Additional funding of $7.6 million is provided in 2018-19, bringing the total ERO supplementation in 2018-19 to $31.8 million. The ERO is being implemented in nine instalments over eight years; 2018-19 will be year seven of the ERO. This funding will enable community sector organisations to fully meet their obligations and requirements under the Fair Work Australia ERO.
The funding supplementation included in this Budget is in addition to the $82.5 million reported in the 2014-15 Budget for the first six years of the ERO. In total, the Tasmanian Government has committed $114.3 million to funding the first seven years of the ERO. This funding represents the total cost of the ERO in Tasmania, less an anticipated contribution by the Australian Government of $23.8 million for the same period. The Australian Government commitment is split across payments made to the State and paid directly to the National Disability Insurance Agency (NDIA).
Establishing Food Co-operatives
This 2014 election commitment provided $100 000 in 2015-16 to resource start up food co-operatives. This funding will help families and individuals access low cost, healthy, fresh and nutritious food by establishing partnerships between community, local food producers, Neighbourhood and Community Houses and food relief organisations.
National Disability Insurance Scheme (NDIS)
The Tasmanian Government is strongly committed to the full implementation of the National Disability Insurance Scheme (NDIS).
Funding of $39.6 million is provided in 2018-19 to meet additional costs associated with the transition to the full NDIS. Over the next four years, $92.8 million of funding will be provided to assist with the introduction of the NDIS in Tasmania.
Tasmania was chosen as a launch site for the NDIS, which commenced in July 2013. This first stage will provide support to approximately 1 000 young people aged 15-24 with disability, who are assessed as eligible. Tasmania has established an implementation team to work in collaboration with the Australian Government's National Disability Insurance Agency (NDIA), the disability sector, clients, their families and carers to ensure Tasmania's successful launch and readiness for the full scheme.
This first stage of the NDIS is being undertaken during the period to 2015-16, with transition to the full scheme occurring from 2016-17 to 2018-19. Around 10 600 Tasmanians with a disability are expected to benefit from the NDIS when fully implemented in July 2019. During 2015-16, all States and Territories will finalise the timing of payments, as well as cash and in-kind contribution requirements, for full implementation of the NDIS. The contribution required by Tasmania will be adjusted in the 2016-17 Budget once agreements are finalised.
Health and Human Services 69 NDIS Job Ready Workforce
This 2014 election commitment provided funding of $250 000 over two years for National Disability Services (Tasmania) for the development of a job-ready workforce to meet the new jobs required in Tasmania for the NDIS.
Neighbourhood Houses
This 2014 election commitment provided $1.7 million over two years for Neighbourhood and Community Houses. This initiative will provide each house with an additional one-off injection of $50 000 over the two year period from 2014-15 to 2015-16.
Sheffield Family Support Centre
This 2014 election commitment provided $500 000 for the Family Support Centre in Sheffield. The Centre is managed by Glenhaven Family Care, a Community Sector Organisation in partnership with the Kentish Council and the community.
TasCOSS
This 2014 election commitment provided $250 000 over four years to TasCOSS to assist in building a joined-up human services support system in partnership with the Government. This will include the development of shared tools to oversee, measure and monitor outcomes and assist community sector organisations to position themselves under the Government's new 'hand-up approach'. This approach is designed to help vulnerable Tasmanians to move out of disadvantage.
Youth Justice - Save the Children Bail Program and Post-Detention Transition Program
This 2014 election commitment provided one-on-one support through both the Supporting Young People on Bail Program and the Post-Detention Transition Program. Additional funding for these initiatives is supported by approximately $360 000 provided from the Solicitors' Guarantee Fund.
North West Youth Accommodation and Training Facility
Additional funding of $6 million is allocated over two years to build a supported accommodation facility in Devonport with specialist support services for youth. The Youth Accommodation and Training Facility will deliver around 25 units of accommodation for low income young people in the Devonport area, who are homeless, or at risk of homelessness. The facility will also include safe and secure accommodation options and support services suitable for young people living with disability. Planning for this project will commence in 2015-16 and it is expected to be completed in 2017.
Northern Suburbs Community Centre
Additional funding of $1.7 million has been provided for the Northern Suburbs Community Centre (including Rocherlea Neighbourhood House). This project will replace the existing Northern Suburbs Community Centre in Rocherlea with a new purpose built facility situated in a more appropriate location to enable easier community access.
70 Health and Human Services OUTPUT RESTRUCTURE
A restructure of Output Group 2 has occurred since the publication of the 2014-15 Budget. Previously Output Group 2 Tasmanian Health Organisations consisted of:
• Output 2.1 - Tasmanian Health Organisation - South;
• Output 2.2 - Tasmanian Health Organisation - North; and
• Output 2.3 - Tasmanian Health Organisation - North West.
The new title Output Group 2 Tasmanian Health Service consists of a single Output, Output 2.1 Tasmanian Health Service.
In addition, Cancer Screening Services has been transferred from Output Group 3 Statewide Services to the Tasmanian Health Service. This transfer relates to a proportion of funding within Output 3.2 Public Health Services.
Output 3.2 has been renamed Public Health Services following the restructure of the service. The Output was previously named Population Health.
OUTPUT INFORMATION
Outputs of the Department of Health and Human Services are provided under the following Output Groups:
• Output Group 1 - Health Services System Management;
• Output Group 2 - Tasmanian Health Service;
• Output Group 3 - Statewide Services;
• Output Group 4 - Human Services System Management;
• Output Group 5 - Human Services;
• Output Group 6 - Children Services System Management;
• Output Group 7 - Children Services; and
• Output Group 8 - Independent Children's Review Service.
Table 4.2 provides an Output Group Expense Summary for the Department.
Health and Human Services 71 Table 4.2: Output Group Expense Summary 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Minister for Health
Output Group 1 - Health Services System Management 1.1 Health Services System Management1 144 745) 119 695) 108 751) 104 991) 110 847) 144 745) 119 695) 108 751) 104 991) 110 847)
Output Group 2 - Tasmanian Health Service 2.1 Tasmanian Health Service2 590 110) 650 128) 665 390) 685 223) 679 140) 590 110) 650 128) 665 390) 685 223) 679 140)
Output Group 3 - Statewide Services 3.1 Ambulance Services3 62 097) 65 899) 67 371) 66 501) 66 575) 3.2 Public Health Services4 40 582) 32 647) 30 546) 25 788) 26 415) 102 679) 98 546) 97 917) 92 289) 92 990)
Capital Investment Program5 72 096) 173 820) 3 000) 6 000) 439 900)
Special Capital Investment Funds5 112 102) 165 691) 27 575) ....) ....)
Minister for Human Services
Output Group 4 - Human Services System Management 4.1 Human Services System Management6 2 768) 3 379) 3 543) 2 941) 2 759) 2 768) 3 379) 3 543) 2 941) 2 759)
Output Group 5 - Human Services 5.1 Community Services7 21 061) 22 649) 23 423) 25 066) 21 806) 5.2 Disability Services8 214 066) 217 778) 240 160) 281 077) 289 001) 5.3 Housing Services9 261 046) 127 730) 130 691) 132 157) 133 895) 496 173) 368 157) 394 274) 438 300) 444 702)
Output Group 6 - Children Services System Management 6.1 Children Services System Management 4 897) 5 124) 5 279) 5 315) 5 341) 4 897) 5 124) 5 279) 5 315) 5 341)
72 Health and Human Services Table 4.2: Output Group Expense Summary (continued) 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Output Group 7 - Children Services 7.1 Children Services 108 599) 108 935) 112 545) 113 220) 115 973) 108 599) 108 935) 112 545) 113 220) 115 973)
Output Group 8 - Independent Children's Review Service 8.1 Office of the Commissioner for Children 892) 922) 944) 948) 962) 892) 922) 944) 948) 962)
Capital Investment Program 4 283) 143) ....) ....) ....)
Special Capital Investment Funds 477) 1 089) 1 157) 1 236) 1 278)
TOTAL 1 639 821) 1 695 629) 1 420 375) 1 450 463) 1 893 892)
Notes: 1. The decreases in Health Services System Management primarily reflect the transfer of responsibility for the election commitments relating to Elective Surgery and Nurse Graduates - Additional Transition to Practice Placements from the Department to the THS; the cessation of NPA funds and Commonwealth Own Purpose Expenditure Agreements; and Australian Government funding for eHealth projects ceasing in 2014-15. These decreases are partly offset by additional funding relating to the Ice and Other Drugs Strategy. 2. The increase in Tasmanian Health Service in 2015-16 primarily reflects: the transfer of responsibility for the election commitments relating to Elective Surgery and Nurse Graduates - Additional Transition to Practice Placements from the Department to the THS; additional funding for initiatives including Additional Funding to Frontline Health, North West Regional Cancer Centre, Patient Transport to Support One Health, and Children and Adolescent Mental Health Services; and the transfer of Cancer Screening Services from the Department to the THS. The decrease from 2017-18 to 2018-19 reflects the cessation of funding for election commitments. 3. The increase in Ambulance Services in 2015-16 and 2016-17 reflects a more accurate Budget estimate of revenue and expenditure, primarily relating to Ambulance Fees. The decrease in the outyears is due to a reduction in depreciation expense associated with motor vehicles from 2016-17, based on the depreciation schedules of the existing Ambulance fleet. 4. The decrease in Public Health Services reflects the transfer of Cancer Screening Services from the Department to the THS in 2015-16, the expiry of NPAs including Preventive Health, and revised arrangements for the Essential Vaccines program. 5. The movements in Capital Investment Program (CIP) and Special Capital Investment Funds (SCIF) primarily reflect the transfer of completed infrastructure assets to the THS. The Department undertakes capital works on behalf of the THS and transfers the resulting assets to the THS once completed. This transfer appears as an accrual expense within the Department and as accrual revenue within the THS. 6. The increase in Human Services System Management in 2015-16 and 2016-17 reflects additional funding provided for the Building of the Joined Up Human Services Support System. 7. The decrease in Community Services in 2018-19 primarily reflects the expiry of the National Partnership Agreement on Pay Equity for the Social and Community Services Sector. A new agreement is expected to be negotiated with the Australian Government. 8. The increase in Disability Services primarily reflects additional funding for NDIS and ERO, and election commitments, including Community Sector Organisations - Additional Funding and Disability - Additional Support. 9. The decrease in Housing Services in 2015-16 primarily reflects the transfer of Housing Tasmania stock to the Non-Government Sector as part of the Better Housing Futures Program Stage 2 which occurred during 2014-15.
Health and Human Services 73 Output Group 1: Health Services System Management
1.1 Health Services System Management
This Output performs a number of functions including the provision of support for corporate services, policy, planning, regulation, funding, monitoring and service improvement across health services. This Output also provides support to the Secretary in establishing output priorities, including service improvement and supporting the Tasmanian Health Service to develop consistent, collaborative models of care particularly for chronic and complex conditions.
This Output includes:
• grants provided to non-government organisations in relation to mental health services, home and community health services, population health and alcohol and drugs;
• funding held centrally in relation to health related expenses including payments to nationally funded centres, the National Blood Authority and the Post Graduate Medical Council;
• the Department's contribution to the Australian Government for older people receiving basic community care as part of cross-billing arrangements under the National Partnership Agreement on Transitioning Responsibilities for Aged Care and Disability Services; and
• centralised functions in relation to the delivery of Statewide Mental Health Services.
Table 4.3: Performance Information - Output Group 1 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure Measure Actual Actual Target Target
Implementation of Government reform agenda goals achieved within published timeframe1 % na na 100 100 Priority activities in the Statewide Clinical Governance Framework Action Plan undertaken1,2 % na na 100 na Service Agreements developed and administered in accordance with the THO Act, and policy settings endorsed by the Minister for Health3,4 Number 3 3 3 1
Notes: 1. These performance measures were introduced in the 2014-15 Budget and, as such, prior year actuals are not available for all measures. 2. Performance measures for the implementation of the Statewide Clinical Governance Framework Action Plan are no longer applicable. The Clinical Governance Framework has been under active review as a project under the One Health System Reform program, with progress against project milestones occurring as part of the Program's governance model. 3. In 2014-15, all three THO service agreements were finalised within the required legislative timeframe. The performance of all THOs against the requirements of the agreements was monitored and managed in accordance with the processes outlined in the 2014-15 THO Service Agreement Performance Framework. 4. A single Service Agreement will be required in 2015-16 due to the establishment of the THS on 1 July 2015.
74 Health and Human Services Output Group 2: Tasmanian Health Service
2.1 Tasmanian Health Service
This Output provides admitted acute, non-admitted acute, emergency department, forensic medicine, community and aged care, oral health and mental health services to patients through Tasmania's major public and rural hospitals, residential aged care and community health based services. The State contribution to the THS is included in this Output.
Performance Information Comments
On 1 July 2015, a single Tasmanian Health Organisation (the Tasmanian Health Service) will commence operation, replacing the current three THOs. Performance information relating to the THS is provided in chapter 25 of Government Services Budget Paper No 2.
Output Group 3: Statewide Services
3.1 Ambulance Services
This Output provides integrated pre-hospital emergency and medical services, health transport, aero-medical and medical retrieval services to the Tasmanian community. It provides these services through a system of paramedics, doctors, patient transport officers, volunteer officers and the support and partnership of independent non-government services around the State.
3.2 Public Health Services
This Output provides two service streams: Public and Environmental Health Services, which monitors the health of the Tasmanian population and implements programs to protect and promote health; and Population and Health Priorities, which implements programs to prevent or reduce risk factors that lead to chronic conditions.
Health and Human Services 75 Table 4.4: Performance Information - Output Group 3 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure Measure Actual Actual Target Target
Ambulance Services1 Total Ambulance Responses2 Number 76 395 78 944 na na Emergency Ambulance Responses3 Number 47 315 48 607 na na Satisfaction with Ambulance Services % 98 98 98 98 Median Emergency Response Times (Statewide)4 Mins 11.0 11.4 11.8 11.8 Median Emergency Response Times (Hobart)4 Mins 10.1 10.4 10.8 10.8 Median Emergency Response Times (Launceston)4 Mins 9.7 10.1 10.5 10.5 Median Emergency Response Times (Devonport)4 Mins 8.9 9.6 10.0 10.0 Median Emergency Response Times (Burnie)4 Mins 9.1 9.5 10.0 10.0 Ambulance Services expenditure per person5 $ 119.8 127.6 na na
Public Health Services Vaccine coverage in children aged 12-15 months % 92.7 89.8 90.4 92.5 Vaccine coverage in children aged 24-27 months % 94.0 93.5 88.7 92.5
Notes: 1. In 2012, the Ambulance Service refined its case load and response time reporting to exclude vehicle movements that did not involve patients - such as the movement of a vehicle to a repairer or driving between stations when not on cases. Excluding these vehicle movements provides a more accurate reflection of actual patient related ambulance responses. To enable comparison across years, all demand and response time figures reported in this Table have been calculated using the latest data refinements. 2. The number of vehicles dispatched (responses) is one measure of the Ambulance Service's workload and an indicator of the demand for ambulance services in Tasmania. This measure includes emergency, urgent and non-urgent responses (cases managed by Ambulance Tasmania's Health Transport Service are excluded - these include scheduled bookings for Non-Emergency Patient Transport Service patients). This indicator is a measure of demand rather than performance. As such, the figure presented here is the actual figure for 2012-13 and 2013-14 and target figures for 2014-15 and 2015-16 are not presented. 3. This measure is a subset of the figure reported as Total Ambulance Responses but for emergency incidents only. 4. The ambulance emergency response time is the difference in time between an emergency 000 call being received at the Ambulance Tasmania Communications Centre and the first vehicle arriving at the location to treat the sick or injured patient. The Median Emergency Response Time (MERT) is the middle time value when all the response times are ordered from the shortest to the longest. The MERT can be broadly interpreted as the time within which approximately 50 per cent of the first responding ambulance resources arrive at the scene of an emergency. However, this is not always the case. 5. The figures here are as published in the annual Report on Government Services, and may differ from those in previous reports due to statistical parameter adjustments. This indicator is a measure of cost, rather than performance, and as such it is not possible to set targets for 2014-15 and 2015-16.
Performance Information Comments
Ambulance Services
There is a direct correlation between increased calls for help and slower ambulance response times as the same number of vehicles become busier.
There are a variety of factors which affect ambulance response times in Tasmania including:
• demand for service against the available resource base;
• the ageing population as a primary driver of demand;
76 Health and Human Services • a relatively high proportion of the population living in rural and remote areas;
• hilly terrain, ribbon urban development along the Derwent and Tamar rivers; and
• a high reliance on Volunteer Ambulance Officers.
According to the Rural, Remote and Metropolitan Areas Index, Tasmania has almost twice the national average population in rural and remote areas than all other jurisdictions. Tasmania also has the lowest proportion of its population living in highly accessible locations.
Ambulance Tasmania experienced an increase in caseload during 2013-14 compared with the previous year. The demand for services has increased by 3.3 per cent from the previous year. The daily average number of Emergency Dispatches increased from 129 in 2012-13 to 133 during 2013-14.
Some impact on response performance has been noted as a result of this increased demand. The Ambulance Service is starting to see the benefits of a number of operational and clinical initiatives aimed at improving patient outcomes, which have been implemented over the past 12 months. These include:
• launch of the Early Access to Defibrillation Program (EADP);
• commencement of the Aeromedical and Medical Retrieval Road Retrieval Unit;
• approval and release of Intensive Care Flight Paramedic Clinical Field Protocols;
• completion of the In-Vehicle Information System pilot;
• amendments to the Ambulance Service Act 1982 came into effect on 1 July 2014 significantly improving protections for Volunteer Ambulance Officers (VAOs) and Paramedics and improving patient safety;
• launch of the 'Join, Learn, Be Ready' Volunteer Recruitment campaign;
• completion of the Computer Aided Dispatch (CAD) Server hardware upgrade; and
• introduction of Air Maestro aeromedical scheduling and clinical management software in line with other states and territories.
Public Health Services
The definition for 'fully immunised' changed during 2013-14 with pneumococcal, meningococcal C and varicella vaccines being included. Children are now considered fully immunised if they have received vaccines for diphtheria, tetanus and pertussis (DTPa), polio, Haemophilus influenza type b, hepatitis B and pneumococcal for 12-15 month and 24-27 month age groups; and meningococcal C and measles, mumps, rubella and varicella (MMRV) for the 24-27 month age group.
Tasmania's 12-15 month age cohort rate reduced during 2013 and is now below the national average for this group. The change in the definition of fully immunised, cessation of the General Practice Immunisation Incentive Program and modified Australian Childhood Immunisation Register support during 2013 influenced this reduction, in combination with the fluctuating rates that can be experienced with small population numbers. There has been a slight decrease in the 24-27 month cohort, however, the rate remains above the national average. The primary reason for the drop in reported coverage for the 24-27 month age cohort is due to the inclusion of additional vaccines on to the National Immunisation Program. It is expected that these children will catch-up by their fourth birthday when they present for their next scheduled vaccination, if not before.
Health and Human Services 77 Output Group 4: Human Services System Management
4.1 Human Services System Management
This Output performs a number of complementary functions including the provision of support for corporate services, policy, planning, regulation, funding, monitoring and service improvement across human services. This Output also provides support to the Secretary in establishing Output priorities.
Table 4.5 Performance Information - Output Group 4 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure Measure Actual Actual Target Target
Organisations receiving a Quality and Safety Review within relevant timeframes1 % na 60 42.5 60 Target Population transferred to NDIS trial within agreed timeframes2 % na 81.1 93.5 100.0 Social Housing owned and/or managed by the Community Sector3 % 17.0 34.0 35.0 35.0
Notes: 1. The 2014-15 Target has been revised to 42.5 due to short-term resource constraints in this area during 2014-15. 2. The 2013-14 Actual has been revised from 80.1 to 81.1 to align with NDIA published figures due to the inclusion of both active and inactive participants. These data have been sourced from National Disability Insurance Agency (NDIA) data, 30 June 2014 and Appendix C Planned Intake of Participants. 3. In Tasmania, there has been a significant transfer of management of 34 per cent of housing stock in 2013-14 to community organisations under the Better Housing Futures initiative.
Performance Information Comments
The program of Department led quality and safety audits of community sector organisations is still relatively new, with a pilot being undertaken in 2013 and formal targets first set in 2013-14.
As Tasmania has already undertaken significant reform of the specialist disability service system, the State submitted a proposal, which was accepted, to be included as a trial site for the National Disability Insurance Scheme (NDIS). The cohort of young people aged 15-24 was chosen for the trial, as this was considered an opportunity to address some of the long standing transitional issues for young people moving from school to employment or vocational options and for those young people moving out of State care.
The first year of the NDIS trial, in 2013-14, resulted in 786 young people benefiting from becoming participants in the Scheme, which was within one per cent of the expected Bilateral target of 792 participants in the first year.
The full transition to the NDIS trial for this cohort will see around 1 000 young people supported by the NDIS by mid-2016 and is progressing in accordance with agreed targets.
78 Health and Human Services In 2009, all Housing Ministers agreed to the large scale transfer of up to 35 per cent of social housing stock to be managed by the community sector by 2014. Housing Tasmania commenced a program of stock transfer involving the management of around 3 900 properties by community housing providers under the Better Housing Futures Program. The properties, in high density public housing areas, have been progressively transferred to organisations from 2012-13, with the final transfer taking place in July 2014. The national target of 35 per cent will be exceeded by Tasmania in 2014-15, with 42.7 per cent of social housing stock under community management as at 31 March 2015.
The management of housing by community organisations will improve outcomes for Tasmanians who need housing assistance. Community organisations are able to access Australian Government Rent Assistance and other benefits, which enable them to fund an increased level of maintenance and other services, including a range of community initiatives.
Output Group 5: Human Services
5.1 Community Services
This Output provides services relating to planning, developing and managing family and community support services throughout the State. This includes funding for the neighbourhood house program, integrated family support services, gambling support program and a range of other counselling and support services. All of these services are provided by community sector organisations.
5.2 Disability Services
This Output provides services relating to planning, developing and managing disability services throughout the State. Services include disability policy and program, disability assessment and advisory services, individual support packages and community partnerships.
5.3 Housing Services
This Output provides services relating to planning, developing and managing affordable housing and homelessness programs throughout the State. This includes all functions relating to the delivery and management of public housing, capital development, housing reform, community housing, specialist homelessness services, new homelessness initiatives, private rental assistance and the management of community sector organisations providing outsourced services.
Health and Human Services 79 Table 4.6: Performance Information - Output Group 5 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure Measure Actual Actual Target Target
Disability Services Accommodation support clients1,2 Number 1 326 1 346 1 167 1 095 Community access clients1,3 Number 1 567 1 419 1 281 1 021 Supported accommodation waiting list4 Number 142 111 90 90 Community access waiting list4 Number 176 82 83 83
Housing Tasmania Public Housing occupancy rate5 % 97.1 98.1 98.0 98.0 Applicants housed6 Number 1 011 1 066 1 000 1 000 New allocations to those in greatest need5 % 89.3 85.3 80.0 80.0 Households assisted through Private Rental Assistance Number 4 128 4 100 4 000 4 000 Applicants on wait list Number 2 310 2 465 2 700 2 700 Average wait time for people who are housed Weeks 37.9 35.7 41.5 41.5 Average time to house Category 1 applicants Weeks 16.2 20.7 20.0 20.0 Net recurrent cost per dwelling5,7 $ 8 015 10 644 8 800 8 500 Turnaround time8 Days 27.9 28.9 28.0 28.0
Notes: 1. The 2013-14 actuals have been revised due to NDIS transition processes. 2. The 2014-15 target is based upon 2013-14 threshold less 133 clients expected to transition to the NDIS. The 2015-16 target is based upon 2014-15 target less 72 clients expected to transition to the NDIS. 3. The 2014-15 target is based upon 2013-14 threshold less 219 clients expected to transition to the NDIS. The 2015-16 target is based upon the 2014-15 target less 260 people estimated to be diverted directly to the NDIS. 4. The target for 2014-15 and 2015-16 is based upon the March 2015 waiting list figure. 5. Housing Tasmania data is provided from the Report on Government Services (ROGS) where appropriate. For 2013-14, actual data was previously not available from ROGS. This has now been updated to reflect published ROGS data. 6. This includes applicants housed into public or community housing from the common wait list. 7. This is updated annually to reflect the current year dollar value, with 2012-13 figures updated to reflect 2013-14 dollars. 8. A national review of turnaround time is taking place due to discrepancies in jurisdictions' reporting of ROGS data. Turnaround time data for 2012-13 has been updated to reflect Housing Tasmania's data definitions.
Performance Information Comments
Disability Services
Disability Services continues to operate in an environment where demand for services outstrips supply. Whilst an increase in demand for services is consistent with national trends, implementation of the NDIS in 2013-14 and 2014-15 has begun to address the issue.
In terms of services delivered, there was a decrease in the number of clients receiving accommodation support and community access, reflecting the age cohort transition to the NDIS during 2014-15.
80 Health and Human Services Housing Tasmania
Public housing occupancy rates remain high at 98.1 per cent for 2013-14. There are efficient assessment processes through the new Housing Connect model and timely allocations to housing. Demand for public housing remains high and turnover is low as people remain in safe, affordable and stable housing. This level of occupancy is expected to continue.
There is a range of affordable housing options available to people in housing need. The number of applicants housed in both public housing and non-government housing increased slightly with 1 066 people housed in 2013-14. Activity has continued at these levels in 2014-15.
Housing Tasmania continues to perform extremely well in housing people most in need compared to other jurisdictions. In 2013-14, the national average was that 74.1 per cent of allocations were to people in greatest need, whereas Tasmania achieved 85.3 per cent of allocations to people in greatest need. Trends show that new allocations to people in greatest need have reduced slightly; this may continue to decline due to the transfer of management of properties to the community sector and the reduced range of properties to match to the needs of applicants.
In 2013-14, there were 4 100 households assisted by Private Rental Assistance. In 2014-15, the number of households supported has remained steady. Occupancy rates within the private rental market remain high.
The wait list is trending upwards. In 2013, the Housing Connect model came into operation and a broader common wait list commenced. The wait list trend may reflect the success that Housing Connect is having in encouraging more people to seek assistance. It may also be the result of the wait list expanding from public to community housing and applicants having a greater range of housing choices. The implementation of the Government's Affordable Housing Strategy from 2015-16 will assist in addressing the current upward trend.
On average, people are waiting shorter times to be housed. The average wait time has declined slightly from 37.9 weeks in 2012-13 to 35.7 weeks in 2013-14. This is well below the target of 41.5 weeks. The time to house Category 1 applicants in 2013-14 was an average of 20.7 weeks. This is slightly above the target and reflects the high occupancy rates and high demand for public housing.
Net recurrent costs per dwelling increased from $8 015 in 2012-13 to $10 644 in 2013-14. This was a result of the management transfer of Better Housing Futures dwellings to community housing organisations during the year. The increase in the 2013-14 figure reflects the fact that stock transfers were affected in June, with the reduced year end stock numbers compared to full year costs. If adjusted to reflect the transferred stock, then the true net recurrent cost per unit for retained Housing Tasmania properties would be around $8 600. Savings associated with the Better Housing Futures stock transfer initiative will be better reflected in 2014-15, which will see a reduction in this measure.
Turnaround times from when public housing properties become vacant to the time the property is let remain stable. A significant review of this performance indicator is being undertaken nationally to ensure that there is consistent and comparable data across jurisdictions.
Health and Human Services 81 Output Group 6: Children Services System Management
6.1 Children Services System Management
This Output performs a number of complementary functions including the provision of support for corporate services, policy, planning, regulation, funding, monitoring and service improvement across children services. This Output also provides support to the Secretary in establishing Output priorities.
Table 4.7: Performance Information - Output Group 6 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure Measure Actual Actual Target Target
Planned strategic projects with milestones achieved % na 65 100 100 Planned regular operational performance reviews completed addressing key issues within the remit of Children's Services % 100 100 100 100 Planned quality appraisals completed within relevant timeframes % 100 100 100 100
Performance Information Comments
Strategic projects are undertaken by the Planning, Program Development and Legislation, Out of Home Care Reform, and Information Management units. In 2013-14, 15 of 23 strategic projects were either completed or scheduled milestones were achieved. Children Services launched a series of extensive reforms to the Out of Home Care (OOHC) service system during this period. Based on a framework that takes into account the impacts of trauma on children, the OOHC service system is being progressively redesigned to provide intervention options that effectively respond to the needs of children who have experienced trauma.
Performance information dashboards are updated daily by the Performance and Evaluation Unit and are routinely accessed throughout Children Services. In addition, formal processes for review of performance were undertaken on a quarterly basis. This involved managers from all programs in Children Services meeting to review performance information, nominate priorities for future performance analysis as well as identify and agree upon responses to emerging issues. During 2013-14, four such reviews were scheduled and completed.
Quality appraisals are undertaken by staff in the Quality Improvement and Workforce Development Unit for practice issues arising in relation to Child Protection Services, Youth Justice Services and the Ashley Youth Detention Centre. Key drivers for service quality are determined by applying a combined understanding of research techniques, performance information, and practice knowledge to identify issues to be addressed through workforce development strategies. For 2013-14, this included embedding of the Signs of Safety approach, which focuses on less adversarial and more inclusive engagement practices when working with children, families and other stakeholders. During 2013-14, there were three quality appraisals completed within the allocated timeframe and three appraisals were commenced with completion dates in 2014-15, all of which are on schedule.
82 Health and Human Services Output Group 7: Children Services
7.1 Children Services
This Output provides services to children, young people and their families through a range of programs including the child health and parenting service, child protection, out of home care, adoptions and permanency planning, family violence counselling and support and community and custodial youth justice.
During 2014-15, Children and Youth Services has focused on the consolidation and strengthening of services through a range of priorities focused on:
• Practice Development, comprising the development of a service delivery framework and online manuals; embedding the Signs of Safety approach in all programs, commencing with child protection; modernising the child health system; and building practice leadership skills in managers;
• Leadership, Workforce Development and Accountability, including collaborating with staff to develop a shared set of service values and principles; working in partnership with Human Resources to develop a DHHS human services capability framework; strengthening the learning and development framework; building improved recruitment, selection and induction processes; and providing support and skills development for the foster carer network; and
• Reform of the Out of Home Care system to provide a needs-led, quality assured, financially viable, safe and outcomes-focused response to children who cannot live at home.
Health and Human Services 83 Table 4.8: Performance Information - Output Group 7 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure Measure Actual Actual Target Target
Children Services Mothers attending the eight week Child Health Assessment1 % 85.0 87.6 88.0 88.0 Children in notifications (per 1 000 of population)1,2 Rate 68.5 71.0 73.5 76.0 Average daily children in active transition at Response3 Number 8.9 24.7 13.0 10.0 Investigation outcome determined within 28 days2,4 % 48.5 31.9 45.0 60.0 Children who were the subject of a substantiation during the previous year, who were the subject of a subsequent substantiation within 12 months2 % 17.7 21.5 15.0 17.0 Average daily children in out of home care1,5 Number 1 034.0 1 064.9 1 045.0 1 045.0 Children with approved case and care plans2 % 68.6 72.6 80.0 80.0 Foster care households with five or more foster children2 % 7.6 5.1 5.0 3.8 Children in out of home care who had 3+ non-respite placements in the last 12 months % 3.8 3.2 3.0 4.0 Children actively managed while waiting for therapeutic family violence counselling services Number 69 112 80 65
Custodial Youth Justice Average daily young people in Youth Justice detention1,5 Number 18.4 11.6 9.9 7.5 Distinct number of young people in Youth Justice detention1 Number 72 56 52 40
Community Youth Justice Average daily young people in Community Youth Justice1,5 Number 389.7 309.2 236.0 190.0 Distinct number of young people in Community Youth Justice1 Number 811 643 505 400 Community Service Orders completed before the statutory expiry date % 83.8 92.0 90.0 90.0 Youth Justice Community conferences held within six weeks of receipt of referral for conference % 86.1 81.7 82.0 85.0
Notes: 1. The 2014-15 and 2015-16 targets are projections rather than targets, reflecting the different processes used to produce this value. 2. The 2013-14 actuals are preliminary and may differ from figures published in publications such as Report on Government Services 2015 or Child Protection Australia 2013-14. 3. This average daily measure is being reported in this chapter for the first time in place of the snapshot measure 'Unallocated child protection investigations'. Children in active transition at Response are provisionally allocated to a team leader while awaiting the allocation of a child protection worker. The Team Leader will respond to critical case requirements if they emerge prior to allocation.
84 Health and Human Services 4. The title of this indicator has been changed to reflect the greater importance of substantiation of investigations compared to finalisation. 5. The titles of these indicators have been subject to minor changes.
Performance Information Comments
Child Health and Parenting Services (CHAPS) maintained a consistently high level of engagement with parents of newborn children, with at least 96 per cent of parents enrolling their newborn children in 2013-14. CHAPS provide a range of health checks and, during 2013-14, the proportion of parents attending at eight weeks improved across Tasmania. This figure is projected to remain stable during 2014-15 and 2015-16.
Child Protection Services (CPS) aims to finalise investigations of child abuse or neglect within 28 days of receipt of notification. The proportion of investigation outcomes determined within 28 days decreased from 48.5 per cent during 2012-13 to 31.9 per cent during 2013-14 due to increasing complexity of cases and implementation of Signs and Safety. A refocus on performance should see an improvement in results from 2014-15. The rate of re-substantiations has increased during 2013-14. Effort continues to be directed to addressing cumulative harm and linking children and their families to support services that work collaboratively to meet client needs.
During 2013-14, a daily average number of 24.7 children were in active transition from the functional area of Intake to Response. CPS remains committed to keeping the number of children in active transition low and an overall reduction was achieved in past years following the introduction of new models of care as well as information systems and tools to support operational staff.
Out of Home Care services provide care for children placed away from their parents for protective or other reasons related to safety and wellbeing. The daily average number of children in Out of Home Care in Tasmania increased to 1 064.9 during 2013-14. However, an annual decline in the number of children being admitted to care has occurred since 2008-09.
A decline in the daily average number of children in care is anticipated during 2014-15 as the number of children being admitted to care continues to decrease. Ongoing refinement of the Out of Home Care system will seek to deliver improved support for the increasing proportion of children in care with complex needs due to prior trauma.
During 2013-14, 3.2 per cent of children in care had three or more non-respite placements and the number of foster care households with five or more children declined to 5.1 per cent. Carer availability is a critical factor for improving the stability and quality of care and an increase in the number of available carers is likely to be required to reduce the impact of unnecessary multiple placement changes.
At 30 June 2014, there were 112 children on the waiting list for counselling and support service from the Children and Young Person's Program. All families on this list receive interim support depending upon need via phone or face-to-face contact on a weekly, fortnightly, or monthly basis. Where needed, families may also be referred to external services.
A continuing decline in the reported number of Custodial Youth Justice clients has been observed in recent years. The daily average number of young people in detention decreased to 11.6 during 2013-14, from 18.4 reported in 2012-13. The total number of custodial clients has also decreased. During 2013-14 there were 56 distinct young people in detention compared to 72 during the previous year.
Similarly, the daily average number of young people in Community Youth Justice decreased during the same period, from 389.7 in 2012-13 to 309.2 in 2013-14. There was also a reduction in the total number of community clients, from 811 distinct young people during 2012-13 to 643 during 2013-14.
Health and Human Services 85 The number of young people engaged with Community or Custodial Youth Justice Services is predominantly influenced by external services. The factors affecting activity levels include referral practices and diversionary programs implemented by Tasmania Police as well as the number of successful prosecutions and sentencing options selected by the Courts.
Output Group 8: Independent Children's Review Service
8.1 Office of the Commissioner for Children
Activities provided in this Output include promoting the rights and wellbeing of children and examining the policies, practices and services provided for children and any law affecting the health, welfare, care, protection and development of children.
Performance Information Comments
The Office of the Commissioner for Children is an independent, statutory office responsible to the Parliament of Tasmania. Details of the Commissioner for Children's activities are available in the Commissioner's Annual Reports, which can be accessed from its website at www.childcomm.tas.gov.au.
86 Health and Human Services SPECIAL CAPITAL INVESTMENT FUNDS
Table 4.9 identifies expenditure by the Department from the Government's Special Capital Investment Funds.
Table 4.9: Special Capital Investment Fund (SCIF) Allocations Estimated 2015-16 2016-17 2017-18 2018-19 Total) ) Forward Forward Forward Cost Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000
Minister for Health
Hospitals Capital Fund Mersey Hospital Upgrade 1 900 1 400 .… .… .… Royal Hobart Hospital 100 000 16 197 .… .… .… 17 597 .… .… .…
Infrastructure Tasmania Fund Flinders Island Multi Purpose Centre Upgrade 6 000 138 .… .… .… Glenorchy - Tier Three Community Health Services Facility 21 000 10 693 6 416 .… .… King Island Hospital and Health Centre Upgrade 5 000 112 … .… .… Kingston - Tier Three Community Health Services Facility 6 500 2 000 4 443 .… .… 12 943 10 859 .… .…
Royal Hobart Hospital Redevelopment Fund Royal Hobart Hospital Redevelopment Fund 35 000 649 …. …. ….
Minister for Human Services
Housing Fund Housing Fund 60 000 1 554 1 157 1 236 1 278
Total SCIF Allocations ) 32 743 12 016 1 236 1 278
Health and Human Services 87 Hospitals Capital Fund
The Hospitals Capital Fund (HCF) was established in 2007-08 to provide capital funding for hospitals around the State. In 2015-16, $17.6 million has been allocated from the HCF for the upgrade of the Mersey Community Hospital ($1.4 million) and the redevelopment of the Royal Hobart Hospital ($16.2 million). These are anticipated to be the final allocations from this Fund.
Infrastructure Tasmania Fund - Health Infrastructure
The Infrastructure Tasmania Fund - Health Infrastructure was established in 2008-09, to implement a series of capital investment projects. Expenditure in 2015-16 of $12.9 million will include redevelopment of the Glenorchy Community Health Centre ($10.7 million); and redevelopment of the Kingston Community Health Centre ($2 million).
Royal Hobart Hospital Redevelopment Fund
The Royal Hobart Hospital Redevelopment Fund was established in 2004-05 for capital redevelopment of the Royal Hobart Hospital site. Expenditure in 2015-16 of $649 000 is anticipated which will be utilised to purchase a Clinical Information System. This is the final allocation from this Fund. This Fund was established prior to the major Royal Hobart Hospital Redevelopment that is currently underway, and is therefore not included as part of the calculation for the total cost of that project.
Housing Fund
The Housing Fund was established in 2007-08 with an allocation of $60 million for the purpose of increasing the supply of affordable housing. In 2015-16, it is anticipated that $1.6 million will be spent from the Housing Fund on projects, which include the:
• continuation of support for the National Rental Affordability Scheme (NRAS), with funding towards the development of up to 1 400 properties under NRAS Stage 4 ($1.1 million); and
• acquisition of suitable land for the development of affordable housing sites ($465 000).
88 Health and Human Services CAPITAL INVESTMENT PROGRAM
Table 4.10 provides financial information for the Department's Capital Investment Program. More information on the Capital Investment Program is provided in chapter 6 of The Budget Budget Paper No 1.
Table 4.10: Capital Investment Program Estimated) 2015-16) 2016-17) 2017-18) 2018-19) Total) Forward) Forward) Forward) Cost) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Minister for Health Health Transport and Coordination Infrastructure 10 000 ....) 5 000) 5 000) ....) Hospital and Health Centre Maintenance 8 340 3 290) 4 260) 790) ....) Launceston General Hospital Allied Health Clinics 3 000 3 000) ....) ....) ....) National Health and Hospitals Network Reforms: Emergency Department1 9 340 828) ....) ....) ....) RHH Redevelopment2,3 436 900 11 991) 173 825) 176 576) 74 508) RHH Women's and Children's Hospital 100 000 42 501) ....) ....) ....) Redevelopment of Ravenswood Community Health Centre 2 373 840) ....) ....) ....) Rural Breast Screening Clinics - Establishment and Upgrade 1 268 1 204) ....) ....) ....) St Helens Hospital Redevelopment Project 12 100 ....) 250) 2 750) 4 000) Statewide Cancer Services 63 000 9 625) ....) ....) ....)
Minister for Human Services Church Street Youth Accommodation and Training Project 11 400 3 333) ....) ....) ....) Housing - New Projects Ongoing 9 291) 6 649) 6 488) 6 298) Neighbourhood House Program Capital Investment 4 000 1 245) ....) ....) ....) Non-Works Housing Ongoing 7 454) 7 616) 7 776) 7 915) North West Youth Accommodation and Training Facility 6 000 ....) 1 500) 4 500) ....) Northern Suburbs Community Centre 1 660 83) 900) 677) ....)
Total CIP Allocations 94 685) 200 000) 204 557) 92 721)
Notes: 1. Total funding of $30.7 million was originally provided for National Health and Hospital Network (NHHN) Reforms. The Elective Surgery and Sub Acute Area components of the NHHN are now complete and the Emergency Department component will be completed in 2015-16. The estimated total cost for the NHHN Emergency Department has reduced since the publishing of the 2014-15 Budget Papers, as $360 000 of unspent capital funding was redirected to employ 1.2 FTE Emergency Department Senior Physiotherapists for three years. Of the completed NHHN Elective Surgery component, $740 000 was also redirected for a trial of a new extended recovery model of care in 2014-15. 2. The estimated total cost for the RHH Redevelopment has increased since the publishing of the 2014-15 Budget Papers as an additional State Government contribution of $71.9 million was approved in December 2014 following the Royal Hobart Hospital Rescue Taskforce Review.
Health and Human Services 89 3. With respect to the RHH Redevelopment Project, funding of $100 million was allocated from the Special Capital Investment Fund (SCIF) Hospitals Capital Fund, $436.9 million under the RHH Redevelopment CIP Project, and $100 million under the CIP RHH Women's and Children's Hospital. This $636.9 million, with the additional $20.1 million for the RHH Cancer Centre upgrade, completes the total allocation of $657 million referenced throughout this chapter.
Health Transport and Coordination Infrastructure
See the Key Deliverables section at the commencement of this chapter. Hospital and Health Centre Maintenance
See the Key Deliverables section at the commencement of this chapter.
Launceston General Hospital Allied Health Clinics
See the Key Deliverables section at the commencement of this chapter.
National Health and Hospitals Network Reforms
Funding of $30.7 million was originally allocated in 2010-11, over four years, for capital improvements relating to the National Health Reform initiatives: Elective Surgery, Emergency Department and Sub-Acute under the National Partnership Agreement on Improving Public Hospital Services. In 2014-15, $1.1 million was redirected to recurrent Emergency Department and Elective surgery projects. As a result, the available funding for National Health and Hospital Network Reforms has been reduced to $29.6 million. In 2015-16, $828 000 is allocated for Emergency Departments. This will be the final allocation under these reforms.
Royal Hobart Hospital Redevelopment and the Royal Hobart Hospital Women's and Children's Precinct
See the Key Deliverables section at the commencement of this chapter.
Redevelopment of Ravenswood Community Health Centre
Funding of $2.4 million was allocated in 2013-14, over three years, for the refurbishment of the existing Ravenswood Community Health Centre Facility. It is estimated that $840 000 will be spent during 2015-16.
Rural Breast Screening Clinics - Establishment and Upgrade
Funding of $1.3 million was allocated in 2013-14, over two years, to: establish a new mobile breast screening clinic dedicated to North West Tasmania; refurbish the existing mobile screening clinic; establish a new clinic site; and upgrade existing sites. It is estimated that $1.2 million will be spent during 2015-16 to complete the Project.
St Helens Hospital Redevelopment Project
See the Key Deliverables section at the commencement of this chapter.
Statewide Cancer Services
See the Key Deliverables section at the commencement of this chapter.
90 Health and Human Services Church Street Youth Accommodation and Training Project
The construction of the Church Street Youth Accommodation and Training Facility has a total project budget of $11.4 million, with $10.4 million provided by the State Government and $1 million provided by the Australian Government. The Australian Government component was agreed after the publication of the 2014-15 Budget and has been fully expended. The project will deliver a mixed accommodation facility that will provide tenants with stable, supported, long-term accommodation, which will enable them to access key services, to reconnect with their family and community and to focus on employment, education and training opportunities. Construction works are well advanced, with construction anticipated to be completed in 2015-16.
Housing - New Projects
Funding of $9.3 million is provided in 2015-16 for Housing Tasmania's capital program, including the purchase and construction of public housing. Further details of the Housing capital program are provided in chapter 6 of The Budget Budget Paper No 1.
Neighbourhood House Program
Funding of $4 million is provided over three years to expand the current capital and maintenance program across the State. These funds will facilitate capital works that improve the suitability and sustainability of neighbourhood houses to meet current, contemporary community activities and programs. In 2015-16, $1.2 million will be expended from the Neighbourhood House Program.
Non-Works Housing
A Non-Works Housing allocation of $7.5 million is allocated in 2015-16. This is for the repayment of loans from the Australian Government under the former Commonwealth-State Housing Agreement.
North West Youth Accommodation and Training Facility
See the Key Deliverables section at the commencement of this chapter.
Northern Suburbs Community Centre
See the Key Deliverables section at the commencement of this chapter.
Health and Human Services 91 DETAILED BUDGET STATEMENTS
Table 4.11: Statement of Comprehensive Income 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Revenue and other income from transactions Appropriation revenue - recurrent1 1 108 668) 1 164 964) 1 210 034) 1 269 649) 1 281 232) Appropriation revenue - works & services2 7 915) 11 142) 11 910) 186 109) 28 508) Other revenue from government3 16 784) 1 603) ....) ....) ....) Revenue from Special Capital Investment Funds2 38 055) 32 739) 12 016) 1 236) 1 278) Grants2,4 117 766) 113 186) 208 380) 34 892) 77 228) Sales of goods and services5 103 207) 98 725) 97 887) 99 088) 100 317) Interest 275) 245) 239) 232) 256) Other revenue 18 891) 20 624) 21 008) 20 623) 19 222) Total revenue and other income from transactions 1 411 561) 1 443 228) 1 561 474) 1 611 829) 1 508 041)
Expenses from transactions Employee benefits6 192 578) 184 710) 188 473) 182 887) 188 722) Depreciation and amortisation7 29 659) 28 743) 28 743) 26 166) 25 740) Supplies and consumables8 184 350) 173 360) 177 826) 178 471) 181 662) Grants and subsidies9 1 087 285) 1 295 443) 1 013 167) 1 050 994) 1 486 279) Borrowing costs 8 713) 8 584) 8 156) 7 762) 7 386) Contributions provided10 131 975) ....) ....) ....) ....) Other expenses 5 261) 4 789) 4 010) 4 183) 4 103) Total expenses from transactions 1 639 821) 1 695 629) 1 420 375) 1 450 463) 1 893 892)
Net result from transactions (net operating balance) (228 260) (252 401) 141 099) 161 366) (385 851)
Other economic flows included in net result Net gain/(loss) on non-financial assets 13 080) 12 347) 11 951) 11 986) 11 986) Total other economic flows included in net result 13 080) 12 347) 11 951) 11 986) 11 986)
Net result (215 180) (240 054) 153 050) 173 352) (373 865)
92 Health and Human Services Table 4.11: Statement of Comprehensive Income (continued) 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Other economic flows - other non-owner changes in equity Changes in physical asset revaluation reserve 66 828) 26 296) 26 388) 26 485) 26 590) Total other economic flows - other non-owner changes in equity 66 828) 26 296) 26 388) 26 485) 26 590)
Comprehensive result (148 352) (213 758) 179 438) 199 837) (347 275)
Notes: 1. The increase in Appropriation revenue - recurrent in 2015-16 reflects additional funding provided in the 2015-16 Budget for Health and Human Services initiatives. 2. The movement in Appropriation revenue - works & services, Revenue from Special Capital Investment Funds and Grants primarily reflects movements in funding from CIP and SCIF, including those components of CIP that are funded by the Australian Government. 3. Other revenue from Government in 2014-15 and 2015-16 reflects the utilisation of funds carried forward under Section 8A(2) of the Public Account Act 1986. 4. The significant decrease in Grants in 2017-18 reflects the limited drawdown in Australian Government capital funding in this year for the RHH Redevelopment Project. In 2017-18, the majority of Project funding will be sourced from Appropriation revenue - works & services. 5. The decrease in Sales of goods and services in 2015-16 primarily reflects the finalisation of receipts from the Australian Government for the Tasmania eHealth project. 6. The movement in Employee benefits primarily reflects the impact of the 2014-15 Budget Savings Strategies and the transfer of Cancer Screening Services from the Department to the THS. 7. The decrease in Depreciation and amortisation reflects a more accurate estimate of depreciation and amortisation profiles. The decrease from 2016-17 primarily reflects Ambulance Tasmania motor vehicles, based on the current depreciation schedule of the existing Ambulance fleet. 8. The decrease in Supplies and consumables in 2015-16 primarily reflects the reclassification of expenditure relating to the Royal Hobart Hospital Redevelopment asset purchases, and the transfer of Cancer Screening Services from the Department to the THS. 9. The increase in Grants and subsidies in 2015-16 primarily reflects additional funding for the THS for initiatives including Additional Funding to Frontline Health, North West Regional Cancer Centre, Patient Transport to Support One Health, and Children and Adolescent Mental Health Services. Other movements reflect the transfers of assets to the THS, as the Department undertakes capital works on behalf of the THS and transfers these assets to the THS once completed. 10. The balance against Contributions provided in 2014-15 reflects the transfer of the Housing Tasmania stock to the Non-Government Sector entities as part of the Better Housing Futures Program Stage 2.
Health and Human Services 93 Table 4.12: Revenue from Appropriation by Output 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Minister for Health
Output Group 1 - Health Services System Management 1.1 Health Services System Management1 102 827) 95 540) 97 903) 95 175) 102 302) 102 827) 95 540) 97 903) 95 175) 102 302) Output Group 2 - Tasmanian Health Service 2.1 Tasmanian Health Service2 590 110) 649 936) 665 299) 685 191) 679 140) 590 110) 649 936) 665 299) 685 191) 679 140) Output Group 3 - Statewide Services 3.1 Ambulance Services 50 726) 51 096) 52 699) 53 456) 54 131) 3.2 Public Health Services3 19 102) 13 743) 14 209) 14 296) 14 555) 69 828) 64 839) 66 908) 67 752) 68 686)
Capital Investment Program 1 980) 7 994) 9 510) 180 932) 28 508)
Recurrent Services 762 765) 810 315) 830 110) 848 118) 850 128) Works and Services 1 980) 7 994) 9 510) 180 932) 28 508) 764 745) 818 309) 839 620) 1 029 050) 878 636)
Minister for Human Services
Output Group 4 - Human Services System Management 4.1 Human Services System Management4 2 640) 2 964) 3 061) 2 501) 2 523) 2 640) 2 964) 3 061) 2 501) 2 523) Output Group 5 - Human Services 5.1 Community Services 18 346) 18 358) 18 254) 18 960) 19 170) 5.2 Disability Services5 178 854) 187 263) 209 105) 249 229) 256 068) 5.3 Housing Services6 39 656 38 000 38 616 38 637 38 716 236 856 243 621 265 975 306 826 313 954
94 Health and Human Services Table 4.12: Revenue from Appropriation by Output (continued) 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Output Group 6 - Children Services System Management 6.1 Children Services System Management 4 565) 4 682) 4 761) 4 837) 4 968) 4 565) 4 682) 4 761) 4 837) 4 968) Output Group 7 - Children Services 7.1 Children Services 100 990) 102 492) 105 228) 106 460) 108 743) 100 990) 102 492) 105 228) 106 460) 108 743) Output Group 8 - Independent Children's Review Service 8.1 Office of the Commissioner for Children 852) 890) 899) 907) 916) 852) 890) 899) 907) 916)
Capital Investment Program 5 935) 3 148) 2 400) 5 177) ....)
Recurrent Services 345 903) 354 649) 379 924) 421 531) 431 104) Works and Services 5 935) 3 148) 2 400) 5 177) ....) 351 838) 357 797) 382 324) 426 708) 431 104)
Department of Health and Human Services Total Recurrent Services 1 108 668) 1 164 964) 1 210 034) 1 269 649) 1 281 232) Total Works and Services 7 915) 11 142) 11 910) 186 109) 28 508) 1 116 583) 1 176 106) 1 221 944) 1 455 758) 1 309 740)
Appropriation Carried Forward 16 784) 1 603) ....) ....) ....)
Total Revenue from Appropriation 1 133 367) 1 177 709) 1 221 944) 1 455 758) 1 309 740)
Controlled Revenue from Appropriation 1 133 367) 1 177 709) 1 221 944) 1 455 758) 1 309 740) Administered Revenue from Appropriation ....) ....) ....) ....) ....) 1 133 367) 1 177 709) 1 221 944) 1 455 758) 1 309 740)
Notes: 1. The decrease in Health Services System Management primarily reflects the transfer of responsibility for the election commitments relating to Elective Surgery and Nurse Graduates - Additional Transition to Practice Placements from the Department to the THS. This is partly offset by additional funding relating to the Ice and Other Drugs Strategy Budget initiative. 2. The increase in Tasmanian Health Service primarily reflects: the transfer of responsibility for the election commitments relating to Elective Surgery and Nurse Graduates - Additional Transition to Practice Placements from the Department to the THS; additional funding for initiatives including Additional Funding to Frontline Health, North West Regional Cancer Centre, Patient Transport to Support One Health, and Children and Adolescent Mental Health Services; and the transfer of Cancer Screening Services from the Department to the THS. The decrease from 2017-18 to 2018-19 reflects the cessation of funding for 2014 election commitments.
Health and Human Services 95 3. The decrease in Public Health Services in 2015-16 reflects the transfer of Cancer Screening Services from the Department to the THS. 4. The increase in Human Services System Management in 2015-16 and 2016-17 reflects additional funding for the Building a Joined Up Human Services Support System. 5. The increase in Disability Services primarily reflects additional funding for NDIS and ERO, and 2014 election commitments, including Community Sector Organisations - Additional Funding and Disability - Additional Support. 6. The decrease in Housing Services in 2015-16 primarily reflects the implementation of savings initiatives associated with the outsourcing of housing stock through the Better Housing Futures initiative and DHHS corporate review.
96 Health and Human Services Table 4.13: Statement of Financial Position as at 30 June 2015) 2016) 2017) 2018) 2019) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Assets Financial assets Cash and deposits 47 720) 42 253) 42 319) 41 994) 41 597) Investments1 2 706) 6 968) 6 497) 6 058) 5 805) Receivables2 4 467) 7 170) 7 014) 7 122) 7 272) Equity investments3 13 029) 18 573) 19 014) 19 410) 19 763) Other financial assets2 4 909) 6 357) 6 247) 6 320) 6 424) 72 831) 81 321) 81 091) 80 904) 80 861) Non-financial assets Inventories4 6 287) 2 711) 2 911) 910) 929) Property, plant and equipment5 1 812 781) 1 353 650) 1 521 514) 1 709 686) 1 357 251) Infrastructure6 ....) ....) 5 000) 10 000) 10 000) Heritage and cultural assets 442) 475) 480) 486) 492) Intangibles4 14 642) 12 446) 11 352) 10 351) 9 665) Other assets2 4 516) 5 730) 5 830) 5 628) 5 786) 1 838 668) 1 375 012) 1 547 087) 1 737 061) 1 384 123)
Total assets 1 911 499) 1 456 333) 1 628 178) 1 817 965) 1 464 984)
Liabilities Payables 16 398) 16 690) 16 947) 16 425) 16 834) Interest bearing liabilities7 188 365) 184 244) 174 961) 165 519) 157 604) Employee benefits4 62 286) 42 028) 43 635) 43 716) 45 109) Superannuation4 20 698) 16 433) 16 469) 16 280) 16 678) Other liabilities4 29 533) 15 272) 15 062) 15 084) 15 093) Total liabilities 317 280) 274 667) 267 074) 257 024) 251 318)
Net assets (liabilities) 1 594 219) 1 181 666) 1 361 104) 1 560 941) 1 213 666)
Equity Reserves 2 007 078) 1 915 818) 1 942 206) 1 968 691) 1 995 281) Accumulated funds (418 953) (740 246) (587 196) (413 844) (787 709) Other equity 6 094) 6 094) 6 094) 6 094) 6 094) Total equity 1 594 219) 1 181 666) 1 361 104) 1 560 941) 1 213 666)
Notes: 1. The movement in Investments primarily reflects the effect of borrowings of $5 million by the Department to fund the cost of staff separations in the THOs in 2014-15. These borrowings are passed through the Department to the THS. 2. The increases in Receivables, Other financial assets and Other assets in 2016 reflect a more accurate estimate based on the 30 June 2014 outcome.
Health and Human Services 97 3. The increase in Equity investments in 2016 reflects an increase in activity and payments through the HomeShare Program following the Government's decision to change the eligibility criteria to make the program more accessible to more Tasmanians. 4. The decrease in Inventories, Intangibles, Employee benefits, Superannuation and Other liabilities in 2016 reflects a more accurate estimate based on the 30 June 2014 outcome. 5. The movement in Property, plant and equipment in 2016 reflects: a more accurate estimate based on the 30 June 2014 outcome; changes to the timing of the Royal Hobart Hospital Redevelopment following the Royal Hobart Hospital Rescue Taskforce Review; the transfer of completed assets to the THS; and the transfer of properties to the Non-Government Sector under the Better Housing Futures Program Stage 2 in 2014-15. 6. The increase in Infrastructure in 2017 reflects additional funding provided under Health Transport and Coordination Infrastructure. 7. The decrease in Interest Bearing Liabilities reflects the repayment of borrowings under the Commonwealth-State Housing Agreement.
98 Health and Human Services Table 4.14: Statement of Cash Flows 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Cash flows from operating activities Cash inflows Appropriation receipts - recurrent 1 108 668) 1 164 964) 1 210 034) 1 269 649) 1 281 232) Appropriation receipts - capital1 7 915) 11 142) 11 910) 186 109) 28 508) Receipts from Special Capital Investment Funds1 38 055) 32 739) 12 016) 1 236) 1 278) Grants1 117 766) 113 186) 208 380) 34 892) 77 228) Sales of goods and services2 104 195) 100 072) 98 117) 98 927) 100 097) GST receipts 46 098) 47 253) 48 431) 49 644) 50 894) Interest received 276) 245) 239) 232) 256) Other cash receipts 18 921) 20 624) 21 008) 20 623) 19 222) Total cash inflows 1 441 894) 1 490 225) 1 610 135) 1 661 312) 1 558 715)
Cash outflows Employee benefits3 (170 150) (166 057) (164 648) (161 040) (164 857) Superannuation3 (21 731) (21 237) (22 183) (21 954) (22 071) Borrowing costs (8 713) (8 584) (8 156) (7 762) (7 386) GST payments (46 100) (47 255) (48 433) (49 646) (50 896) Grants and subsidies4 (913 097) (959 242) (985 667) (1 047 994) (1 049 379) Supplies and consumables5 (186 755) (172 890) (177 861) (176 786) (181 432) Other cash payments6 (3 381) (4 791) (4 188) (4 183) (4 126) Total cash outflows (1 349 927) (1 380 056) (1 411 136) (1 469 365) (1 480 147)
Net cash from (used by) operating activities 91 967) 110 169) 198 999) 191 947) 78 568)
Cash flows from investing activities Payments for acquisition of non-financial assets7 (127 069) (116 095) (201 631) (194 859) (82 936) Proceeds from the disposal of non-financial assets 13 080) 12 347) 11 951) 11 986) 11 986) Equity injections and cash flows from restructuring8 (3 000) (2 191) (441) (396) (353) Net advances paid 509) 458) 471) 439) 253) Net cash from (used by) investing activities (116 480) (105 481) (189 650) (182 830) (71 050)
Health and Human Services 99 Table 4.14: Statement of Cash Flows (continued) 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Cash flows from financing activities Net borrowings9 (7 328) (9 121) (9 283) (9 442) (7 915) Net cash from (used by) financing activities (7 328) (9 121) (9 283) (9 442) (7 915)
Net increase (decrease) in cash and cash equivalents held (31 841) (4 433) 66) (325) (397)
Cash and deposits at the beginning of the reporting period 79 561) 46 686) 42 253) 42 319) 41 994) Cash and deposits at the end of the reporting period 47 720) 42 253) 42 319) 41 994) 41 597)
Notes: 1. The movement in Appropriation receipts - capital, Receipts from Special Capital Investment Funds and Grants primarily reflects movement in funding from CIP and SCIF, including those components of CIP that are funded by the Australian Government. 2. The decrease in Sales of goods and services in 2015-16 primarily reflects the finalisation of receipts from the Australian Government for the Tasmania eHealth project in 2014-15. The decrease in 2016-17 reflects one-off receipt of Department of Veterans Affairs fees by Ambulance Tasmania as a result of a reconciliation of prior year data, and the finalisation of payments under the current agreement from the Royal Flying Doctor Services for medical services on the Bass Strait Islands in 2015-16. 3. The movement in Employee benefits and Superannuation primarily reflects the effect of the 2014-15 Budget Savings Strategies and the transfer of Cancer Screening Services from the Department to the THS in 2015-16. 4. The increase in Grants and subsidies in 2015-16 primarily reflects additional funding for initiatives that will be undertaken by the THS including: Additional Funding to Frontline Health, North West Regional Cancer Centre, Patient Transport to Support One Health, and Children and Adolescent Mental Health Services; and additional funding for the Department for the Ice and Other Drugs Strategy. 5. The decrease in Supplies and consumables in 2015-16 primarily reflects the reclassification of expenditure relating to the Royal Hobart Hospital Redevelopment to payments for the acquisition of non-financial assets, and the transfer of Cancer Screening Services from the Department to the THS. 6. The increase in Other cash payments in 2015-16 primarily reflects an increase in workers compensation payable by the Department. 7. The movement in Payments for the acquisition of non-financial assets primarily reflects movement in funding from CIP and SCIF, including those components of CIP that are funded by the Australian Government. 8. The movement in Equity injections and cash flows from restructuring reflects an increase in activity and payments through the HomeShare Program in 2014-15 following the Government's decision to change the eligibility criteria to make the program more accessible to more Tasmanians. 9. The movement in Net borrowings reflects the repayment of borrowings of $5 million by the Department to fund the cost of staff separations in the THOs in 2014-15. This funding is passed through the Department to the THS.
100 Health and Human Services 5 DEPARTMENT OF JUSTICE
AGENCY OUTLINE
The Department of Justice provides services that seek to achieve a fair, just and safe Tasmania by providing an accessible system of justice, protecting and respecting rights, improving laws, influencing positive behaviour and enforcing responsibilities.
The Department is responsible to the Attorney-General and Minister for Justice, and the Minister for Corrections, Hon Dr Vanessa Goodwin MLC; the Treasurer and the Minister for Planning and Local Government, Hon Peter Gutwein MP.
The Department provides administrative support for the Supreme and Magistrates Courts; Tasmanian Industrial Commission; Legal Aid Commission of Tasmania; Tasmanian Electoral Commission; Workers Rehabilitation and Compensation Tribunal; WorkCover Tasmania Board; Guardianship and Administration Board; Mental Health Tribunal; Parole Board of Tasmania; Poppy Advisory and Control Board; Resource Management and Planning Appeal Tribunal; and the Tasmanian Planning Commission. It also supports the statutory offices of the Solicitor-General, Public Guardian and the Anti-Discrimination Commissioner. Each of these areas is separately accountable to Parliament.
The Department comprises: Corrective Services; Crown Law; the Office of Consumer Affairs and Fair Trading; the Registry of Births, Deaths and Marriages; WorkSafe Tasmania; Building Standards and Occupational Licensing; Monetary Penalties Enforcement Service; Victims Support Services; Strategic Legislation and Policy; Corporate Support and Strategy; and the Office of the Secretary.
By working closely with the community, other parts of government and relevant statutory bodies, the Department aims to:
• support Ministers by providing honest, comprehensive, accurate and timely advice;
• administer and develop courts, tribunals, statutory and regulatory bodies that promote, protect and enforce laws;
• inform the community about laws, rights and responsibilities;
• undertake law and policy development;
• support the community to achieve effective outcomes in the justice system;
• provide a sustainable, safe, secure, humane and effective corrections system; and
• ensure all aspects of the Department's activities are conducted effectively, efficiently and safely.
This chapter provides the Department's financial information for 2015-16 and over the Forward Estimates period (2016-17 to 2018-19). Further information on the Department is available at www.justice.tas.gov.au.
Justice 101 KEY DELIVERABLES
The Government has committed to a series of policies to combat crime, protect workplaces and make the community safer. The Department is working to implement this agenda.
Table 5.1 provides a summary of the Budget and Forward Estimate allocations for key deliverables.
Table 5.1: Key Deliverables Statement 2015-16 2016-17 2017-18 2018-19 Forward Forward Forward Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000
Additional funding for Crown Law 250 250 250 250 Additional funding for Victims Support Service 100 100 100 100 Investigation into the establishment of a Single Tribunal in Tasmania 113 22 …. …. Implement reforms to improve the effectiveness of the response to family violence 180 180 180 180 Jefferson Audio Video System (JAVS) Upgrade 500 …. …. …. Mental Health Support 500 500 500 500 Planning Reform1 1 300 445 .... ….
Note: 1. From 2017-18 funding of $445 000 per annum will be reallocated from the Tasmanian Planning Commission to continue this initiative.
Additional funding for Crown Law
Additional funding of $250 000 per annum has been provided to the Office of the Crown Solicitor to provide increased capacity within the Office to meet the increasing demand for core Government legal work. This increase in capacity will enable the legal risks of Government to continue to be managed effectively within the public sector.
Additional funding for Victims Support Service
The Victims Support Service is a face to face counselling, support and referral service for self-identified victims of crime and provides a range of services to those affected by serious crime. The Victims Assistance Unit is responsible for the production and maintenance of the Eligible Persons Register and the provision of information to victims on that Register. Client contacts have increased by 66 per cent over the last five years. This additional funding of $100 000 per annum will assist in enabling the Victims Support Service to meet the increased level of demand.
102 Justice Introduce first tranche of legislation for the mandatory treatment of sex offenders (365 Day Plan)
The Government made an election commitment to make it compulsory for all sex offenders to receive appropriate treatment while they are in prison. Currently the Sentencing Advisory Council is examining sentencing options for sex offenders. This referral has been extended to include mandatory treatment and minimum mandatory sentences for serious child sex offenders.
The first tranche of work to give effect to the policy commitment will involve legislation that will provide for amendments to the Corrections Act 1997 and Corrections Regulations 2008 to insert new provisions in relation to convicted sex offenders, to ensure that participation in appropriate treatment must be taken into account by the Parole Board and to remove eligibility for remission for offenders who refuse to participate in treatment. Work has commenced to progress these reforms.
Introduce legislative changes to reduce red tape in the building industry (365 Day Plan)
In April 2014, the Treasurer confirmed his commitment to review Tasmania's Building Regulatory Framework. The building industry represents a significant input into the State's economy. The quality, safety and cost of building work are heavily influenced by the State's building regulation framework and prescribed building standards. Reviewing this framework honours a key election commitment to reduce red tape.
Improvements will include streamlining the Building Act 2000 and speeding up residential building approvals. It is anticipated that legislative amendments will be introduced into Parliament in the first quarter of 2015-16.
Introduce Right to Appeal legislation on the basis of fresh and compelling evidence (365 Day Plan)
Legislation is being progressed to amend the Criminal Code Act 1924 to provide a right for a convicted person to appeal if fresh and compelling evidence becomes available or there is evidence of a tainted acquittal after normal appeal rights are exhausted. Consultation on the legislative reforms has been undertaken with key stakeholders such as the Judiciary, the Law Society, Director of Public Prosecutions, Civil Liberties Tasmania and other interested parties. Legislative amendments are in the process of being developed.
Investigation into the establishment of a Single Tribunal in Tasmania
Tasmania is the only state that does not have a single administrative tribunal and appeals structure. The Department of Justice currently administers a variety of tribunals most of which are established under individual legislation, which specifies membership and functions. This investigation will look at the viability of amalgamating various tribunals into a single tribunal. The additional $135 000 will provide for a project officer to investigate the legislative framework, structure, leadership and tenure, of a single tribunal. This will involve consultation with relevant stakeholders. This preliminary review will be followed with an Options Paper to assess what efficiencies can be achieved and whether, on balance, there are benefits in proceeding to amalgamation.
Justice 103 Implement reforms to improve the effectiveness of the response to family violence (365 Day Plan)
Additional funding has been provided to the Safe at Home program within the Department of Justice to improve the Department's provision of services addressing family violence. This funding will primarily be utilised to support victims of family violence and will assist with the delivery of preventative and support programs.
The Government is strongly committed to addressing family violence and providing support to those that it impacts. In addition to the new funding of $800 000 provided in the 2015-16 Budget for additional support for the prevention of family violence (for Safe at Home and the support of Our Watch - through the Department of Premier and Cabinet), the Government currently provides estimated direct expenditure of over $16 million annually across the Departments of Health and Human Services; Police and Emergency Management; Justice; Education; and Premier and Cabinet to provide services directly aimed at dealing with family violence. Furthermore, estimated annual funding in excess of $24 million across the Departments of Health and Human Services and Education is made available to provide services that deal with family violence, such as social worker support in schools, the sexual assault service and family support services.
Jefferson Audio Video System (JAVS) Upgrade
A major upgrade of the Magistrates Court's digital audio recording system is required. The Magistrates Court is required to record all court proceedings. This capital funding will upgrade the software and hardware for the current Jefferson Audio Video System (JAVS) to the latest versions, consistent with other Courts and Tribunals within the Department of Justice that use this system. Recording of evidence in court proceedings is an essential service for the Courts. Various stakeholders, including the Supreme Court, Office of the Director of Public Prosecutions (ODDP) and lawyers require accurate digital recordings from the Magistrates Court. This upgrade will ensure the continued stability of these systems within the Courts.
Mental Health Support
The commencement on 17 February 2014 of the Mental Health Act 2013 has resulted in a significant increase in the costs of operating the Mental Health Tribunal (Tribunal). Additional funding has been provided to allow the Tribunal to meet the increased demand pressures placed on it by the requirements of the new Act.
Planning Reform
A key election commitment of the Government is to deliver a fairer, faster, cheaper and simpler planning system for Tasmania. Specific commitments include delivering a single statewide planning scheme, reforms to streamline approvals processes, major projects approvals, Ministerial call-in powers and third party appeals, as well as delivering new state policies for the planning system. The additional funding of $1.7 million over two years is to provide additional resources within the Department of Justice, to assist and accelerate the delivery of this planning reform agenda. This funding has been allocated under the Department's relevant planning output, Output 4.2.
104 Justice OUTPUT INFORMATION
Outputs of the Department of Justice are provided under the following Output Groups:
• Output Group 1 - Administration of Justice;
• Output Group 2 - Legal Services;
• Output Group 3 - Corrections, Enforcement and Consumer Protection; and
• Output Group 4 - Regulatory and Other Services.
Table 5.2 provides an Output Group Expense Summary for the Department.
Justice 105 Table 5.2: Output Group Expense Summary 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward)
Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Treasurer
Output Group 1 - Administration of Justice 1.9 Tasmanian Industrial Commission 1 300) 1 301) 1 333) 1 364) 1 392) 1.10 Workers Rehabilitation and Compensation Tribunal1 1 184) 1 689) 1 712) 1 736) 1 760) 2 484) 2 990) 3 045) 3 100) 3 152) Output Group 3 - Corrections, Enforcement and Consumer Protection 3.5 Building and Occupational Licensing Services2 3 796) 4 527) 4 525) 4 524) 4 524) 3 796) 4 527) 4 525) 4 524) 4 524) Output Group 4 - Regulatory and Other Services 4.1 WorkSafe Tasmania2 12 805) 12 576) 12 883) 13 161) 13 415) 12 805) 12 576) 12 883) 13 161) 13 415)
Grants and Subsidies 16 608) 16 549) 16 906) 17 251) 17 391)
Attorney-General and Minister for Justice
Output Group 1 - Administration of Justice 1.1 Supreme Court Services3 11 020) 12 238) 12 313) 12 559) 12 783) 1.2 Magisterial Court Services 15 029) 15 090) 15 230) 15 549) 15 832) 1.3 Births, Deaths and Marriages 1 518) 1 589) 1 614) 1 639) 1 662) 1.4 Support and Compensation for Victims of Crime4 7 180) 6 829) 6 937) 7 044) 7 145) 1.5 Legal Aid 12 040) 12 365) 12 683) 13 010) 13 321) 1.6 Protective Jurisdictions5 2 506) 3 263) 3 342) 3 416) 3 481) 1.7 Anti-Discrimination Commissioner 1 644) 1 546) 1 583) 1 618) 1 646) 1.8 Elections and Referendums6 4 550) 2 017) 2 271) 5 232) 4 467) 55 487) 54 937) 55 973) 60 067) 60 337) Output Group 2 - Legal Services 2.1 Crown Law7 4 006) 4 656) 4 741) 4 850) 4 945) 2.2 Legislation Development and Review8 620) 1 145) 1 172) 1 201) 1 225) 4 626) 5 801) 5 913) 6 051) 6 170)
106 Justice Table 5.2: Output Group Expense Summary (continued) 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward)
Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Output Group 3 - Corrections, Enforcement and Consumer Protection 3.3 Enforcement of Monetary Penalties9 8 117) 7 046) 7 145) 7 238) 7 328) 3.4 Consumer Services10 3 548) 2 699) 2 755) 2 841) 2 926) 11 665) 9 745) 9 900) 10 079) 10 254) Output Group 4 - Regulatory and Other Services 4.3 Supervision of Poppy and Hemp Crops 737) 742) 752) 768) 784) 737) 742) 752) 768) 784)
Minister for Planning and Local Government
Output Group 1 - Administration of Justice 1.11 Resource Management and Planning Appeal Tribunal8 1 444) 1 644) 1 704) 1 751) 1 793) 1 444) 1 644) 1 704) 1 751) 1 793) Output Group 4 - Regulatory and Other Services 4.2 Tasmanian Planning Commission11 4 762) 6 215) 5 352) 5 015) 5 111) 4 762) 6 215) 5 352) 5 015) 5 111)
Minister for Corrections
Output Group 3 - Corrections, Enforcement and Consumer Protection 3.1 Prison Services 61 004) 62 402) 63 114) 63 740) 65 038) 3.2 Community Corrective Services12 9 477) 9 799) 10 059) 10 309) 9 987) 70 481) 72 201) 73 173) 74 049) 75 025)
TOTAL 184 895) 187 927) 190 126) 195 816) 197 956)
Notes: 1. The increase in Workers Rehabilitation and Compensation Tribunal in 2015-16 reflects the transfer of funding for the Anti-Discrimination Tribunal from the Magistrates Court and the realignment of Budget estimates with actual expenses of the Tribunal. 2. The increase in Building and Occupational Licensing Services and corresponding decrease in WorkSafe Tasmania in 2015-16 reflects the transfer of responsibility for gas and electricity inspection services from WorkSafe Tasmania, and a reallocation of departmental overheads across Outputs due to internal restructuring and savings strategies implemented within the Department. 3. The increase in Supreme Court Services in 2015-16 reflects the realignment of Budget estimates with actual expenses of the Supreme Court for expenditure incurred from retained revenues and Reserved By Law funding. 4. The decrease in Support and Compensation for Victims of Crime in 2015-16 reflects a reallocation of departmental overheads across Outputs due to internal restructuring and savings strategies implemented within the Department, offset by additional funding for Victims Support Service.
Justice 107 5. The increase in Protective Jurisdictions in 2015-16 reflects additional funding provided for the Mental Health Tribunal. 6. The movements in Elections and Referendums reflect the timing of funding provided for the various elections undertaken by the Tasmanian Electoral Office. 7. The increase in Crown Law in 2015-16 reflects a reallocation of departmental overheads across Outputs due to internal restructuring, savings strategies implemented within the Department and additional funding provided to the Office of the Crown Solicitor. 8. The increases in Legislation Development and Review and Resource Management and Planning Appeal Tribunal in 2015-16 reflect a reallocation of departmental overheads across Outputs due to internal restructuring and savings strategies implemented within the Department. 9. The decrease in Enforcement of Monetary Penalties in 2015-16 reflects a reallocation of departmental overheads across Outputs due to internal restructuring and savings strategies implemented within the Department. 10. The decrease in Consumer Services in 2015-16 reflects a reduction in staffing levels due to savings strategies required to be implemented as part of the 2014-15 Budget. 11. The increase in Tasmanian Planning Commission in 2015-16 reflects additional funding provided to the Department to progress the single statewide planning scheme and associated planning reforms. Funding has been allocated under the planning-related output, namely Output 4.2. 12. The increase in Community Corrective Services in 2015-16 reflects a reallocation of departmental overheads across Outputs due to internal restructuring and savings strategies implemented within the Department. The decrease in in 2018-19 reflects the completion of funding for the Project U-Turn program.
Output Group 1: Administration of Justice
1.1 Supreme Court Services
This Output is responsible for the timely and just resolution of civil and criminal matters in the Supreme Court. The Supreme Court has unlimited jurisdiction in criminal and civil matters and acts as a court of review for the Magistrates Court and a range of other decision making bodies.
1.2 Magisterial Court Services
This Output is responsible for the operation of Tasmania's Magistrates Court in the Hobart, Launceston, Devonport and Burnie registries and several country courts in which Magistrates sit on a regular circuit basis.
1.3 Births, Deaths and Marriages
This Output provides services involving the registration of a range of life events which legislation requires or enables to be registered. By the provision of these services, it aims to preserve the rights of individuals including the right to a unique identity.
1.4 Support and Compensation for Victims of Crime
This Output manages services provided by the Department to support victims in their recovery from the impacts of crime. The Output includes administration of the Criminal Injuries Compensation Scheme.
1.5 Legal Aid
This Output provides legal advice, education and representation on a means tested basis. It operates under State legislation with joint State and Australian Government funding and provides services in accordance with an Australian Government-State Government Agreement.
108 Justice 1.6 Protective Jurisdictions
This Output includes:
• the Guardianship and Administration Board which determines applications and performs functions under the Guardianship and Administration Act 1995, the Disability Services Act 2011, the Wills Act 2008 and the Powers of Attorney Act 2000. These functions primarily relate to appointing guardians and administrators for persons with disabilities, registering and reviewing appointments of enduring guardians, reviewing enduring powers of attorney for persons with a disability under the Powers of Attorney Act and creating statutory wills;
• the Public Guardian who, when appointed by the Guardianship and Administration Board, acts as the guardian or administrator for persons with decision making disabilities, promotes and protects their interests and provides education on the operation of the Guardianship and Administration Act; and
• the Mental Health Tribunal which authorises and reviews the treatment of patients who are unable to provide informed consent under the Mental Health Act. The Tribunal also determines the appropriateness of patients remaining the subject of restriction or supervision orders, the treatment that can be given without their consent and the restrictions that can be placed upon their freedoms, in accordance with the Criminal Justice (Mental Impairment) Act 1999.
1.7 Anti-Discrimination Commissioner
Operating under the Anti-Discrimination Act 1998, this Output supports the Anti-Discrimination Commissioner's functions, including the investigation and conciliation of complaints regarding alleged discrimination and prohibited behaviour, advising government on compliance with the Act and education and promotion across Tasmania of equal opportunity, human rights and compliance with the Act. The Commissioner must refer unresolved complaints to the Anti-Discrimination Tribunal and can also grant exemptions, or reject applications for exemption, from the Act.
1.8 Elections and Referendums
This Output is responsible for the administration of State elections and referendums. Through such services, it contributes to the preservation of the State's parliamentary democracy. It is also responsible for the management and maintenance of electoral rolls for State and local governments, administration of electoral and enrolment policy and systems and the implementation of electoral boundary redistributions.
The Electoral Commissioner also has statutory responsibility for Aboriginal Land Council and local government elections. The latter are conducted on a cost recovery basis.
1.9 Tasmanian Industrial Commission
The Commission is an independent tribunal established under the Industrial Relations Act 1984. The Commission exercises jurisdiction over the Tasmanian State Service for which it is to:
• conciliate and arbitrate to resolve industrial disputes, including claims of unfair dismissal;
• fix wage rates and set terms and conditions of employment by making industrial awards; and
• approve enterprise and industrial agreements.
Justice 109 1.10 Workers Rehabilitation and Compensation Tribunal
This Output resolves disputes as to the payment of workers compensation entitlements on matters referred by employers, employees and insurers. The Tribunal is funded from the Workers Rehabilitation and Compensation Fund. This Output also provides administrative support for the Motor Accidents Compensation Tribunal, the Asbestos Compensation Tribunal and the Health Practitioners Tribunal.
1.11 Resource Management and Planning Appeals Tribunal
This Output provides for the hearing of appeals regarding heritage, planning, marine and environmental decisions and determines applications for orders under relevant legislation.
Table 5.3: Performance Information - Output Group 1 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure Measure Actual Actual Target Target
Supreme Court - Criminal Jurisdiction Pending cases older than 12 months % 25.0 26.4 10.0 15.0 Real net recurrent expenditure per finalisation1 $ 13 706 18 849 13 700 14 000
Supreme Court - Civil Jurisdiction Pending cases older than 12 months % 28.2 31.6 30.0 30.0 Real net recurrent expenditure per finalisation $ 3 858 3 259 3 900 3 500
Magistrates Court - Criminal Jurisdiction Pending cases older than six months % 27.8 26.9 30.0 30.0 Real net recurrent expenditure per finalisation $ 526 631 550 550
Magistrates Court - Youth Justice Division Pending cases older than six months % 29.0 22.1 20.0 20.0 Real net recurrent expenditure per finalisation $ 631 856 650 650
Magistrates Court - Civil Division Pending cases older than six months % 39.0 42.7 30.0 30.0 Real net recurrent expenditure per finalisation $ 90 141 90 90
Magistrates Court - Coronial Division Pending cases older than 12 months % 25.0 36.4 20.0 20.0 Real net recurrent expenditure per finalisation $ 878 763 900 900
Births, Deaths and Marriages Unit Cost per Transaction $ 13.90 13.97 14.50 14.50 Registration within seven days of receipt % >80 70 80 80 Certificates within seven days of receipt % 70 65 60 65
110 Justice Table 5.3: Performance Information - Output Group 1 (continued) Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure Measure Actual Actual Target Target
Legal Aid2 Duty Lawyer Services Number 2 348 2 582 2 700 2 900 Legal Advice to Clients Number 6 827 6 637 5 500 5 700 Applications for Legal Aid Approved Number 6 295 5 645 5 900 6 200 Telephone Advice Line Calls Number 18 386 20 027 22 100 23 200
Protective Jurisdictions - Guardianship and Administration Board Matters determined within statutory time frame % 78.0 79.0 100.0 100.0 Number of hearings per sitting Number 4.5 4.7 4.0 5.2
Anti-Discrimination Commissioner3 Complaints received Number 159 181 180 190 Complaint assessment decisions made Number 156 173 175 185 Complaints accepted for investigation Number 123 126 140 148 % 78.8 72.8 80 80 Accepted complaints resolved by the parties reaching agreement facilitated by the Tasmanian Anti-Discrimination Commissioner Number 59 72 100 100 % 48 57 67 70 Number of complaints finalised Number 147 175 180 190 Complaints received and finalised within 6 months % 44 46 50 60 Complaints received and finalised within 9 months % 61 61 75 80 Complaints received and finalised within 12 months % 72 74 95 98 Training/education sessions delivered Number 265 273 280 290
Legislative Council Elections Legislative Council Election Participation Rate % 84.9 83.3 85.0 85.0 Legislative Council Rate of Informal Votes % 4.2 3.9 3.5 3.5 Legislative Council - Election Cost Per Enrolled Elector $ 7.6 9.3 8.0 8.0 Roll Maintenance Cost per Elector $ 0.67 0.75 0.77 0.77
Tasmanian Industrial Commission Clearance Rate4 % 100 76.8 100 100 Proportion of matters finalised within three months4 % 60 65 75 75
Resource Management and Planning Appeal Tribunal Proportion of substantive decisions of Resource Management Planning Appeal Tribunal resolved by mediation (consent) % 82.5 72.9 78.0 78.0
Justice 111 Table 5.3: Performance Information - Output Group 1 (continued) Unit of 2010 2014 2018 2022 Performance Measure Measure Actual Actual Target Target
House of Assembly Elections House of Assembly Election Participation Rate % 93.9 93.5 94.0 94.0 House of Assembly Rate of Informal Votes % 4.4 4.8 4.4 4.4
Notes: 1. The 2013-14 real net recurrent expenditure per finalisation for the Supreme Court criminal jurisdiction increased significantly from the previous year due to a 25 per cent reduction in the number of cases finalised. 2. In 2015-16 new performance measures have been included for Legal Aid. 3. Revised performance measures have been included to more accurately reflect the operations of the Anti-Discrimination Commissioner. 4. The Clearance Rate is the proportion of matters finalised during a reporting period expressed as a percentage of those lodged during the same period.
Performance Information Comments
Table 5.3 reports actual and target data for efficiency and effectiveness indicators for the Administration of Justice Output Group. Indicators for court services are taken from chapter 7 (Court Administration) of the Productivity Commission's Report on Government Services 2015. The indicators are:
• a backlog indicator or pending cases older than a given time period, as an indicator of the timeliness of case processing. It is derived by comparing the age (in elapsed time) of a court's pending caseload against time standards. The indicator recognises that case processing must take some time and that this time does not necessarily equal delay. Timeliness is often affected by delays caused by factors outside the direct control of the Court such as the preparedness and availability of the parties, prosecutors, legal representatives and witnesses; and
• cost per finalisation or real net recurrent expenditure per finalisation, as an indicator of efficiency. This indicator is not a measure of the actual cost per case. It is derived by dividing the total net recurrent expenditure within each Court for the financial year by the total number of finalisations for the same period (net recurrent expenditure refers to expenditure minus income, where income is derived from court fees and other revenue but excludes revenue from fines).
Supreme Court - Criminal Jurisdiction
The Court continues to aim to better the national standard of no more than 10 per cent of pending cases being older than 12 months. It should be noted that a relatively small number of cases can have a significant impact on Court indicators.
Supreme Court - Civil Jurisdiction
The age of pending cases is partially due to the Court's active case management process which focuses on ensuring cases are ready for trial. Once cases are ready for trial, there is a minimal delay in listing them before a judge. It should be noted that a relatively small number of cases can have a significant impact on Court indicators.
112 Justice Magistrates Court - Criminal Jurisdiction and Youth Justice Division
The Magistrates Court is continuing to implement a number of initiatives aimed at reducing the proportion of cases in excess of 12 months old. It is anticipated these initiatives will lead to a modest improvement in the pending cases indicator.
Magistrates Court - Coronial Division
The net recurrent expenditure per finalisation in the Coronial Division is particularly sensitive to the number of significant coronial hearings held in a year.
Births, Deaths and Marriages
The performance assessment for this Output focuses on efficiency and timeliness of this Output's service delivery.
Unit cost per transaction represents the aggregation of a wide range of transaction types. These transaction types include: the registration and provision of certificates for births, deaths and marriages; changes of name; changes of sex; paternity acknowledgment; adoptions; and the registration of significant and caring relationships.
The cost of each type of transaction may vary significantly from the aggregate measure. The unit cost per transaction measure is sensitive to variations in demand, as the Output has a high proportion of fixed costs.
Legal Aid
The Commission provides duty lawyer services on a daily basis at the Courts in Burnie, Devonport, Launceston and Hobart to assist anyone appearing for the first time. This service ensures the efficient processing of unrepresented defendants through the court process. The Duty Lawyer will explain the options for a first appearance and represent the person in any bails application or assist with a plea if required. This indicator reflects the volume of work undertaken by the Commission.
The Commission runs free legal advice sessions in all four of its offices around the State. Lawyers provide face to face advice to clients in the Launceston and Hobart offices during advertised times and advice via video services to clients visiting the Burnie and Devonport offices. The lawyers providing this advice work in the Commission's telephone advice service in either the Launceston or Hobart office. This indicator reflects the volume of work undertaken by the Commission.
The Commission, through its Grants Section, assesses requests by lawyers from the private profession and its in-house lawyers for legal aid grants to represent clients in various matters. These grants of aid are subject to a means and merit test. The request process is online via the Commission's Internet site. The Commission publishes guidelines relating to the types of matters where aid is granted. This indicator reflects the volume of work undertaken by the Commission.
The Commission operates a free telephone advice service five days a week during business hours. A 1300 number allows any member of the Tasmanian community to access this service. The staff providing this service are lawyers and are located in either Hobart or Launceston. Call centre technology provides the mechanism to queue and process these calls. The service deals with 22 000 calls on average per year. This indicator reflects the volume of work undertaken by the Commission.
Justice 113 Protective Jurisdictions
The Protective Jurisdictions are responsible for reviewing orders and hearing applications relating to rights of, and protections for, persons with decision making disabilities. Because of the nature of the decisions, there are statutory requirements to perform the functions within a defined timeframe.
The percentage of matters determined within the statutory timeframe is an indicator of the effectiveness of jurisdictions in managing caseloads within the defined timeframe.
One of the significant costs of these jurisdictions is the payment of Board members to preside over hearings. The number of hearings per sitting (or session) is an indicator of the efficiency of the hearing processes adopted by the Guardianship and Administration Board. However, too many hearings per sitting (i.e. less time for consideration) may undermine the quality of decision making by Board members.
Anti-Discrimination Commissioner
Complaints received and assessment decisions made indicates the level of complaint assessment work undertaken by the Commissioner's office and to some extent reflects levels of awareness of the Anti-Discrimination Act 1998 as a means to deal with discrimination complaints.
The number of complaints accepted indicates the level of complaints that the Commissioner has determined allege conduct that is within the scope of the Act.
Complaints resolved provides a measure of the extent to which the Commissioner is successful in assisting the parties to complaints to reach a mutually acceptable resolution. Resolution of complaints through alternative dispute resolution is a key objective of the legislation and is of benefit not only to the parties, but to the legal system and community more broadly as it avoids disputes escalating and having to be litigated.
The number of complaints finalised indicates the net increase or decrease in the number of open complaints. Increased finalisation numbers indicate improved timeliness and management of complaints.
The time taken to finalise complaints is important as delays in complaints being finalised can result in parties dropping out of the process. Improvement in the numbers of complaints being finalised within 12 months is an indication of improved focus on timely complaint management and resolution.
Training and education sessions delivered provides a measure of the extent to which the Commissioner is disseminating information about discrimination and prohibited conduct and the effects of discrimination and prohibited conduct, and promoting acceptable attitudes, acts and practices relating to discrimination and prohibited conduct (functions under section 6(b) and (d) of the Anti Discrimination Act). Training and education are key functions of the Commissioner and are of benefit through promoting compliance and assisting people and organisations to avoid engaging in conduct that may be in breach of the Act, thereby avoiding the risk of being the subject of a complaint under the Act.
Elections and Referendums
The performance indicators for this Output focus on the effectiveness and efficiency of the electoral process and maintenance of the electoral roll.
The Electoral Commission reports on participation rate (i.e. proportion of enrolled electors who voted), and whether voters cast their votes correctly (i.e. informal votes as a proportion of the total votes cast).
114 Justice Tasmanian Industrial Commission
The clearance rate is a measure of the efficiency of the Tasmanian Industrial Commission and indicates whether the Commission is keeping up with its work load.
The proportion of matters finalised within three months is an indicator of timeliness of the resolution of disputes. Performance against this indicator is a measure of the effectiveness of the Commission's case management, together with the preparation of the parties to the dispute. In the majority of cases where matters take longer than three months to settle, the delay is at the instigation of the parties.
Resource Management and Planning Appeal Tribunal
The settlement of disputes through mediation (consent) provides a fair and cost effective way of resolving disputes. The Tribunal is committed to the continued use of mediation to resolve disputes. The targets have been set to increase the proportion of disputes resolved through mediation.
Output Group 2: Legal Services
2.1 Crown Law
This Output aims to protect the interests of the Crown by providing legal services and advice.
2.2 Legislation Development and Review
This Output provides advice to assist the Attorney-General with the formation of strategic policy and development of legislation which the Department administers. It also provides support to the Attorney-General in the discharge of parliamentary, legal and Ministerial duties, including participation in the Law Crime Community and Safety Council.
Table 5.4: Performance Information - Output Group 2 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure Measure Actual Actual Target Target
Crown Law1 Notionally chargeable time % 68 70 60 60 Number of new matters File 1 583 1 843 1 600 1 700
Note: 1. Revised performance measures have been included to more accurately reflect the operations of Crown Law.
Performance Information Comments
The performance indicators for this Output Group focus on the demand for the services provided and the effective use of legal practitioners' time. The target of 60 per cent of practitioners' time being chargeable is based on the normal expectation in private practice. This target is based on notional chargeable hours. The number of new matters commenced provides a broad indication of demand for transactional legal services.
Justice 115 Output Group 3: Corrections, Enforcement and Consumer Protection
3.1 Prison Services
This Output aims to provide a safer Tasmania by ensuring the secure containment of inmates and offering them opportunities for rehabilitation and personal development. It maintains facilities that provide care and custody, at various levels of security, for inmates and persons detained in custody. It also provides safe, secure transport between prison and courts.
3.2 Community Corrective Services
This Output supports a variety of non-custodial sentencing options. It is responsible for pre-parole reporting to the Parole Board, pre-sentence reporting to the Courts, community service orders, probation and parole supervision. It provides these services in accordance with the Sentencing Act 1997, the Corrections Act 1997 and various other Acts that include sentencing provisions.
3.3 Enforcement of Monetary Penalties
This Output is responsible for the collection and enforcement of monetary penalties imposed by courts and other authorities. It ensures that the integrity of orders for payment of fines is maintained and maximises the collection of revenue by utilising Service Tasmania shops, telephone systems and the Internet to provide avenues of payment for clients.
3.4 Consumer Services
The Office of Consumer Affairs and Fair Trading is the principal advisor to the Government on matters affecting the interests of consumers. Supporting the Australian Consumer Law, it regulates consumer markets, administers consumer laws and provides support to the Rental Deposit Authority and the Residential Tenancy Commissioner.
3.5 Building and Occupational Licensing Services
This Output has oversight of the regulatory scheme for building in Tasmania, including the issuing of instructions, the mandating of forms, the provision of advice, and monitoring of compliance with the Building Act and the National Construction Code, by way of audits.
It also has oversight of the licensing and accreditation of defined occupations, which are currently, electricians, plumbers and gasfitters, and building practitioners. This includes undertaking licensing audits and, in the case of electricians, the inspection of the work undertaken.
The Director, Building Control is the Security of Payments Official and is responsible for the appointment of nominating authorities in the scheme under the legislation.
116 Justice Table 5.5: Performance Information - Output Group 3 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure Measure Actual Actual Target Target
Prison Services Percentage of prisoners returning to corrective services within two years of release1 % 50.6 49.4 48 48
Number per 100 prisoner Prison Escape Rate - Secure Perimeter years 0.21 ......
Number per 100 prisoner Prison Escape Rate - Open Perimeter years ...... <2 <2
Cost per Prisoner Day2 $ 321.24 332.36 300 350
Community Corrective Services Completion rate for community supervision orders % 85.5 87.1 90 90
Cost per Community Supervised Offender per day $ 10.73 11.77 12 12
Percentage of Community Corrections offenders returning to corrective services within two years of discharge1 % 24.8 22.9 25 22
Enforcement of Monetary Penalties Fine Collection Rate3 % 109 87 95 95
Consumer Services Consumer complaints resolved within 60 days % 92 90 80 90
Rental bond claims paid within 30 days % 82 87 90 90
Notes: 1. The performance measure relates to prisoners and community corrections offenders who completed their justice order two years before the reference period. 2. Historical financial data is adjusted to 2013-14 dollars using the General Government Final Consumption Expenditure (GGFCE) chain price deflator (2013-14 = 100). The Cost per prisoner per day includes costs borne by other Departments on behalf of Corrective Services, primarily, the Department of Health and Human Services. These costs are not within the control of the Department of Justice and represent approximately 11 per cent of the total operating expenditure. The 2015-16 target has been increased to reflect increases in general salary and non-salary costs incurred by the Tasmanian Prison Service to accommodate prisoners, in addition to further costs associated with delivering improved education and rehabilitation programs to prisoners funded as part of the Prison Infrastructure Redevelopment Program - Stage D operational costs. 3. The significant variance in the Fine Collection Rate in 2013-14 was due to the effect of the Monetary Penalties Enforcement Service assuming responsibility for the collection and enforcement of $1.8 million in Pecuniary Penalty Orders from the Office of the Director of Public Prosecutions and the imposition of two high value compensation orders by the courts totalling $750 000.
Justice 117 Performance Information Comments
Prison Services and Community Corrective Services
Table 5.5 reports actual and target data for efficiency and effectiveness indicators as reported annually in the Productivity Commission's Report on Government Services 2015 chapter 8 (Corrective Services) and the Justice Sector Overview.
Corrective Services agencies administer services and programs which aim to reduce prisoners' and offenders' risk of re-offending. Two indicators are provided, which show the return to corrections figures for prisoners and offenders released from prison or discharged from community corrections. These are drawn from the Report on Government Services 2015 and refer to offenders released from prison or completing sentences with Community Corrections in 2011-12. Repeat offender data is difficult to interpret. A low proportion of repeat offenders may indicate an effective justice system discouraging repeat offending. However, a high proportion of repeat offenders may indicate more effective policing. The indicators are:
• the effectiveness of the Outputs in ensuring the containment of prisoners and the compliance of offenders with community based orders; and
• the efficiency of the corrections system.
Enforcement of Monetary Penalties
The fine collection rate is an indicator of the effectiveness of the enforcement of monetary penalties. The commencement of the Monetary Penalties Enforcement Act 2005 in April 2008 provided a wider range of tools for enforcing monetary penalties and consequently improving the fine collection rate.
These tools have enabled the Monetary Penalties Enforcement Service to achieve a high fine collection rate by effectively targeting and collecting fines that have been outstanding for long periods.
Consumer Services
The performance measure for this Output focuses on the disposition rate of complaints and rental bond claims.
118 Justice Output Group 4: Regulatory and Other Services
4.1 WorkSafe Tasmania
This Output aims to improve and administer:
• health and safety at work;
• the safety with which dangerous goods are transported, handled and stored;
• Tasmania's workers' compensation scheme;
• poppy regulation; and
• legislation, standards and codes of practice to ensure an appropriate level of regulation.
This Output also provides strategic policy advice to the Treasurer, the Attorney-General and the WorkCover Tasmania Board.
4.2 Tasmanian Planning Commission
This Output has a range of statutory and strategic planning responsibilities prescribed in the Resource Management and Planning System legislation as well as other roles assigned by the Minister for Planning and Local Government including:
• assessments of interim planning schemes, planning scheme amendments, projects of regional significance and draft planning directives under the Land Use Planning and Approvals Act 1993;
• implementation of Tasmania's digital planning system, including establishing and maintaining the electronic version of planning schemes under the Land Use Planning and Approvals Act;
• implementation of amendments to the Land Use Planning and Approvals Act;
• assessments of Projects of State Significance and draft State Policies under the State Policies and Projects Act 1993;
• preparation of the Tasmanian State of the Environment report under the State Policies and Projects Act; and
• conduct of inquiries and reviews under other legislation.
This Output provides advice to the Minister and local government on land use and development planning in Tasmania. This Output also includes funding provided to the Department to undertake planning reform tasks assigned by the Minister for Planning and Local Government.
4.3 Supervision of Poppy and Hemp Crops
This Output aims to maintain a securely regulated poppy industry through responsibility for the licensing, inspection, supervision and management of the poppy industry from the growth stage through to manufacture and export from Australia. It ensures that the cultivation of the poppy crop is performed in accordance with the Poisons Act 1971. It provides policy coordination and preparation of advice to the Government, whilst liaising with private enterprise, government agencies, growers and other stakeholder bodies.
Justice 119 Table 5.6: Performance Information - Output Group 4
Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure Measure Actual Actual Target Target
WorkSafe Tasmania Claims per 1 000 Safety of Workers - rates of serious injury1 employees 12 8.6 8.3 8.3 All Claims Frequency Rate - all industries2 Rate 26.6 24.4 25.1 25.1
Supervision of Poppy and Hemp Crops Cost of Poppy Advisory Control Board per hectare sown $ 19 22 26 23
Notes: 1. The Safety of Workers measure reflects the incidence rates of claims with lost time (time off work) of five days or more per 1 000 workers. One of the targets of the National OHS Strategy was to reduce the incidence of workplace injury by at least 40 per cent by 30 June 2012. Using 2001-02 as the base period and WorkCover data, the target incidence rate for Tasmania was 8.3 claims per 1 000 workers by 30 June 2012. This target has been extended. 2. The All Claims Frequency Rate is a measure of the frequency of occurrence of all workplace injuries and illnesses, relative to the amount of time workers are exposed to risk. It is derived by dividing the number of workers' compensation claims lodged over a particular period by the number of hours worked by employees exposed to risk during the same period, multiplied by 1 million.
Performance Information Comments
WorkSafe Tasmania
WorkSafe Tasmania aims to reduce the rate of claims for serious injury through the administration of a range of legislation which aims to protect the safety of workers and other persons.
WorkSafe conducts accident and incident investigations, undertakes audits of compliance with legislation and delivers awareness and educational programs. It also assesses and processes licences and permits for key occupations.
Supervision of Poppy and Hemp Crops
The performance indicator for this Output focuses on the efficiency of the Poppy Advisory and Control Board's supervision and protection activities. As a high proportion of the Board's costs are fixed, the cost per hectare varies mostly in accordance with the extent of sowing in each year.
120 Justice CAPITAL INVESTMENT PROGRAM
Table 5.7 provides financial information for the Department's Capital Investment Program. Further information on the Capital Investment Program is provided in chapter 6 of The Budget Budget Paper No 1.
Table 5.7: Capital Investment Program Estimated) 2015-16) 2016-17) 2017-18) 2018-19) Total) Forward) Forward) Forward) Cost) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Attorney-General and Minister for Justice Jefferson Audio Video System (JAVS) Upgrade 500) 500) ....) ....) ....)
Minister for Corrections Prisons Infrastructure Redevelopment Program 20 170) 700) ....) ....) ....)
Total CIP Allocations ) 1 200) ....) ....) ....)
Jefferson Audio Video System (JAVS) Upgrade
A major upgrade of the Magistrates Court's digital audio recording system is required. The Magistrates Court is required to record all court proceedings. This capital funding will upgrade the software and hardware for the current Jefferson Audio Video System (JAVS) to the latest versions, consistent with other Courts and Tribunals within the Department of Justice that use this system.
Recording of evidence in court proceedings is an essential service for the Courts. Various stakeholders, including the Supreme Court, Office of the Director of Public Prosecutions and lawyers require accurate digital recordings from the Magistrates Court. This upgrade will ensure the continued stability of these systems within the Courts. This upgrade will be undertaken during 2015-16.
Prison Infrastructure Redevelopment Program - Stage D
Construction of the facilities associated with the Prison Infrastructure Redevelopment Program - Stage D commenced in 2012-13. Construction is expected to be completed during 2015. The following new facilities at the Risdon Prison Complex have been completed:
• a new activities and education centre for both maximum and medium-security prisoners;
• a new trade training centre;
• a new secure drug testing facility and an additional multi-purpose interview room;
• a new purpose-built Tactical Response Group (TRG) Unit;
• other facility changes including larger exercise areas, a new vehicle lock and a new incident management facility; and
• a new 10-bed maximum security accommodation unit.
Justice 121 Funding for the Prison Infrastructure Redevelopment Program - Stage D has been carried forward to 2015-16 to complete the project. The major outstanding work to be completed is the major upgrades to the electronic security systems to allow the connection of these facilities and address critical stability and obsolescence issues.
122 Justice DETAILED BUDGET STATEMENTS
Table 5.8: Statement of Comprehensive Income 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Revenue and other income from transactions Appropriation revenue - recurrent1 131 998) 140 343) 138 860) 143 934) 143 361) Appropriation revenue - works & services2 6 000) 500) ....) ....) ....) Other revenue from government3 2 610) 900) ....) ....) ....) Grants 6 100) 6 200) 6 300) 6 400) 6 500) Sales of goods and services4 3 912) 3 070) 3 137) 3 207) 3 278) Fees and fines 9 173) 9 203) 9 941) 9 986) 10 031) Interest5 1 091) 961) 996) 1 032) 1 069) Other revenue6 6 177) 4 749) 4 769) 4 789) 7 109) Total revenue and other income from transactions 167 061) 165 926) 164 003) 169 348) 171 348)
Expenses from transactions Employee benefits7 95 363) 99 650) 100 491) 104 439) 104 432) Depreciation and amortisation 5 585) 5 585) 5 585) 5 585) 5 585) Supplies and consumables 35 222) 35 973) 36 650) 37 428) 39 214) Grants and subsidies 12 848) 13 179) 13 497) 13 824) 14 135) Other expenses8 16 769) 14 491) 14 497) 14 789) 14 699) Total expenses from transactions 165 787) 168 878) 170 720) 176 065) 178 065)
Net result from transactions (net operating balance) 1 274) (2 952) (6 717) (6 717) (6 717)
Net result 1 274) (2 952) (6 717) (6 717) (6 717)
Comprehensive result 1 274) (2 952) (6 717) (6 717) (6 717)
Notes: 1. The increase in Appropriation revenue - recurrent in 2015-16 reflects additional funding for the 27th Pay, additional operational funding for the Prison as a result of the completion of the Prison Infrastructure Redevelopment Program facilities, and additional funding for Mental Health Services, family violence, victims support services, legal services and planning reform. The movements in the Forward Estimates reflect completion of funding of some initiatives such as planning reform, decreases in prison operational funding, the return to 26 pays, the timing of elections undertaken by the Tasmanian Electoral Commission and salary and non-salary indexation. 2. The decrease in Appropriation revenue - works & services in 2015-16 reflects the completion of the funding for the Prison Infrastructure Redevelopment Program Stage D. 3. The Other revenue from government in 2015-16 reflects the final committed expenditure for the Prison Infrastructure Redevelopment Program Stage D and funding for the development of a case management system for the Poppy Advisory and Control Board carried forward under Section 8A(2) of the Public Account Act 1986. 4. The decrease in Sales of goods and services in 2015-16 reflects the decrease in produce sales as a result of the closure and sale of the Hayes Prison Farm. 5. The decrease in Interest in 2015-16 reflects the reduction in interest earned on rental deposit bonds due to the decrease in interest rates payable on those bonds.
Justice 123 6. The movement in Other revenue in 2015-16 and 2018-19 reflects the timing of local government elections being on a four year cycle. 7. The increase in Employee benefits in 2015-16 reflects additional funding for planning reform, the Mental Health Tribunal and operational funding for the Prison due to the completion of the Prison Infrastructure Redevelopment Program. 8. The decrease in Other expenses in 2015-16 reflects the realignment of Budget estimates with actual expenditure from agency retained revenues.
Table 5.9: Statement of Comprehensive Income - Administered 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward)
Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Revenue and other income from transactions Sales of goods and services1 27) 17) 17) 17) 17) Fees and fines2 31 557) 25 482) 25 482) 25 482) 25 482) Interest3 100) 309) 313) 317) 321) Other revenue2 9 329) 17 256) 17 789) 18 343) 18 818) Total revenue and other income from transactions 41 013) 43 064) 43 601) 44 159) 44 638)
Expenses from transactions Employee benefits4 2 654) 3 240) 3 304) 3 369) 3 437) Depreciation and amortisation5 ....) 100) 100) 100) 100) Supplies and consumables6 3 894) 2 890) 2 999) 3 127) 3 229) Grants and subsidies 232) 239) 246) 253) 259) Transfers to the Consolidated Fund7 20 884) 22 979) 22 979) 22 979) 22 979) Other expenses 12 328) 12 580) 12 757) 12 902) 12 866) Total expenses from transactions 39 992) 42 028) 42 385) 42 730) 42 870)
Net result from transactions (net operating balance) 1 021) 1 036) 1 216) 1 429) 1 768)
Net result 1 021) 1 036) 1 216) 1 429) 1 768)
Comprehensive result 1 021) 1 036) 1 216) 1 429) 1 768)
Notes: 1. The decrease in Sales of goods and services in 2015-16 reflects more accurate estimates of these revenues generated by the WorkCover Board. 2. The decrease in Fees and fines and the increase in Other revenue in 2015-16 reflects the reclassification of the revenue generated by the Asbestos Compensation Fund between these two items to better align with audited financial statements. 3. The increase in Interest in 2015-16 reflects the recognition of the interest being earned on the funds held within the Asbestos Compensation Scheme. 4. The increase in Employee benefits in 2015-16 reflects more accurate estimates of the expenditure by the WorkCover Board. 5. The increase in Depreciation and amortisation in 2015-16 reflects the amortisation of newly commissioned software by the WorkCover Board. 6. The decrease in Supplies and consumables in 2015-16 reflects more accurate estimates of the expenditure by the WorkCover Board and the Asbestos Compensation Fund.
124 Justice 7. The increase in Transfers to the Consolidated Fund in 2015-16 reflects the transfer of additional fines collected by the Department.
Table 5.10: Revenue from Appropriation by Output 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward)
Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Treasurer
Output Group 1 - Administration of Justice 1.9 Tasmanian Industrial Commission 1 156) 1 187) 1 189) 1 220) 1 248) 1.10 Workers Rehabilitation and Compensation Tribunal1 107) 178) 179) 183) 187) 1 263) 1 365) 1 368) 1 403) 1 435) Output Group 3 - Corrections, Enforcement and Consumer Protection 3.5 Building and Occupational Licensing Services2 200) 931) 929) 928) 928) 200) 931) 929) 928) 928) Output Group 4 - Regulatory and Other Services 4.1 WorkSafe Tasmania 8 971) 9 072) 9 019) 9 267) 9 491) 8 971) 9 072) 9 019) 9 267) 9 491)
Recurrent Services 10 434) 11 368) 11 316) 11 598) 11 854) 10 434) 11 368) 11 316) 11 598) 11 854)
Attorney-General and Minister for Justice
Output Group 1 - Administration of Justice 1.1 Supreme Court Services3 5 572) 6 161) 6 138) 6 295) 6 444) 1.2 Magisterial Court Services 7 172) 6 915) 6 935) 7 120) 7 289) 1.3 Births, Deaths and Marriages4 907) 997) 1 003) 1 028) 1 051) 1.4 Support and Compensation for Victims of Crime 5 342) 5 048) 5 099) 5 206) 5 307) 1.5 Legal Aid 5 938) 6 163) 6 381) 6 608) 6 819) 1.6 Protective Jurisdictions5 2 301) 2 940) 2 971) 3 045) 3 110) 1.7 Anti-Discrimination Commissioner 1 437) 1 372) 1 376) 1 411) 1 439) 1.8 Elections and Referendums6 807) 653) 651) 669) 685) 29 476) 30 249) 30 554) 31 382) 32 144)
Justice 125 Table 5.10: Revenue from Appropriation by Output (continued) 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward)
Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Output Group 2 - Legal Services 2.1 Crown Law7 3 405) 4 020) 4 096) 4 191) 4 274) 2.2 Legislation Development and Review4 567) 1 109) 1 119) 1 148) 1 172) 3 972) 5 129) 5 215) 5 339) 5 446)
Output Group 3 - Corrections, Enforcement and Consumer Protection 3.3 Enforcement of Monetary Penalties8 4 487) 3 802) 3 835) 3 928) 4 018) 3.4 Consumer Services6 2 210) 1 904) 1 887) 1 937) 1 985) 6 697) 5 706) 5 722) 5 865) 6 003) Output Group 4 - Regulatory and Other Services 4.3 Supervision of Poppy and Hemp Crops9 733) 739) 40) 41) 42) 733) 739) 40) 41) 42)
Capital Investment Program ....) 500) ....) ....) ....)
Recurrent Services 40 878) 41 823) 41 531) 42 627) 43 635) Works and Services10 ....) 500) ....) ....) ....) 40 878) 42 323) 41 531) 42 627) 43 635)
Minister for Planning and Local Government
Output Group 1 - Administration of Justice 1.11 Resource Management and Planning Appeal Tribunal4 1 341) 1 640) 1 601) 1 648) 1 690) 1 341) 1 640) 1 601) 1 648) 1 690) Output Group 4 - Regulatory and Other Services 4.2 Tasmanian Planning Commission11 4 156) 5 653) 4 746) 4 409) 4 505) 4 156) 5 653) 4 746) 4 409) 4 505)
Recurrent Services 5 497) 7 293) 6 347) 6 057) 6 195) 5 497) 7 293) 6 347) 6 057) 6 195)
126 Justice Table 5.10: Revenue from Appropriation by Output (continued) 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward)
Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Minister for Corrections
Output Group 3 - Corrections, Enforcement and Consumer Protection 3.1 Prison Services 52 538) 55 915) 55 481) 56 037) 57 264) 3.2 Community Corrective Services12 9 451) 9 941) 10 033) 10 283) 9 961) 61 989) 65 856) 65 514) 66 320) 67 225)
Capital Investment Program13 6 000) ....) ....) ....) ....)
Recurrent Services 61 989) 65 856) 65 514) 66 320) 67 225) Works and Services 6 000) ....) ....) ....) ....) 67 989) 65 856) 65 514) 66 320) 67 225)
Department of Justice Total Recurrent Services 118 798) 126 340) 124 708) 126 602) 128 909) Total Works and Services 6 000) 500) ....) ....) ....) 124 798) 126 840) 124 708) 126 602) 128 909)
Reserved by Law Expenses of Aboriginal Land Council of Tasmania Elections (Aboriginal Lands Act 1995, Section 17)14 26) 5) 5) 5) 5) Expenses of Parliamentary Elections and Referendums (Electoral Act 2004 and Referendum Procedures Act 2004)14 1 203) 1 163) 1 222) 4 344) 1 263) Expenses under the Legislative Council Electoral Boundaries Act 1995 5) 5) 184) 5) 5) Salaries of Judges (Supreme Court Act 1887) 3 471) 3 757) 3 727) 3 805) 3 871) Salaries of Magistrates (Magistrates Court Act 1987) 5 918) 6 406) 6 356) 6 490) 6 604) Salary and Travel Allowances, Solicitor-General (Solicitor-General Act 1983) 594) 644) 638) 652) 664) Salary and Travelling Allowance, Associate Judge of the Supreme Court (Supreme Court Act 1959) 483) 523) 520) 531) 540) Victims of Crime Assistance Act 1976 1 500) 1 500) 1 500) 1 500) 1 500) 13 200) 14 003) 14 152) 17 332) 14 452)
Justice 127 Table 5.10: Revenue from Appropriation by Output (continued) 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward)
Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Appropriation Carried Forward15 2 610) 900) ....) ....) ....)
Total Revenue from Appropriation 140 608) 141 743) 138 860) 143 934) 143 361)
Controlled Revenue from Appropriation 140 608) 141 743) 138 860) 143 934) 143 361) 140 608) 141 743) 138 860) 143 934) 143 361)
Notes: 1. The increase in Workers Rehabilitation and Compensation Tribunal in 2015-16 reflects the transfer of funding for the Anti-Discrimination Tribunal from the Magistrates Court. 2. The increase in Building and Occupational Licensing Services in 2015-16 reflects the transfer of responsibility for gas and electricity inspection services from WorkSafe Tasmania. 3. The increase in Supreme Court Services in 2015-16 reflects salary increases as a result of the 27th Pay. 4. The increases in Births, Deaths and Marriages, Legislation Development and Review, and Resource Management and Planning Appeal Tribunal in 2015-16 reflect additional salaries for the 27th Pay, and a reallocation of departmental overheads across Outputs due to internal restructuring and savings strategies implemented within the Department. 5. The increase in Protective Jurisdictions in 2015-16 reflects additional funding provided for the Mental Health Tribunal. 6. The decreases in Elections and Referendums and Consumer Services in 2015-16 reflect a reduction in staffing levels due to savings strategies required to be implemented as part of the 2014-15 Budget. 7. The increase in Crown Law in 2015-16 reflects additional salaries for the 27th Pay, a reallocation of departmental overheads across Outputs due to internal restructuring and savings strategies implemented within the Department and the provision of additional funding. 8. The decrease in Enforcement of Monetary Penalties in 2015-16 reflects a reallocation of departmental overheads across Outputs due to internal restructuring and savings strategies implemented within the Department. 9. The decrease in Supervision of Poppy and Hemp Crops in 2015-16 reflects the change in the funding arrangements for the Poppy Advisory and Control Board from 2016-17. It is proposed that an industry levy to fund the costs of the Board will commence from 1 July 2016. 10. The increase in works and services funding in 2015-16 reflects funding provided for the upgrade of the Jefferson Audio Video System (JAVS) in the Magistrates Court. 11. The increase in Tasmanian Planning Commission in 2015-16 reflects additional funding provided to the Department to progress the single statewide planning scheme and associated planning reforms. Funding has been allocated under the planning-related output, namely Output 4.2. 12. The increase in Community Corrective Services in 2015-16 reflects a reallocation of departmental overheads across Outputs due to internal restructuring and savings strategies implemented within the Department. The decrease in in 2018-19 reflects the completion of funding for the Project U-Turn program. 13. The decrease in the Capital Investment Program in 2015-16 reflects the completion of the funding for the Prison Infrastructure Redevelopment Program Stage D. 14. The movements in these Reserved By Law items reflect the anticipated timing of elections undertaken by the Tasmanian Electoral Office. 15. The Appropriation Carried Forward in 2015-16 reflects the final committed expenditure for the Prison Infrastructure Redevelopment Program Stage D and for the development of a case management system for the Poppy Advisory and Control Board.
128 Justice Table 5.11: Administered Revenue 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Revenue Collected on Behalf of the Consolidated Fund Certificate of Competency Fees1 152) ....) ....) ....) ....) Consumer Affairs Office Regulatory Fees 223) 221) 221) 221) 221) Fines2 16 625) 18 875) 18 875) 18 875) 18 875) Magisterial Courts Regulatory Fees 571) 570) 570) 570) 570) Other Revenue 40) 40) 40) 40) 40) Other Sales of Services 7) 7) 7) 7) 7) Registrar-General Regulatory Fees 1 904) 1 904) 1 904) 1 904) 1 904) Regulatory Fees 693) 693) 693) 693) 693) Supreme Court Regulatory Fees 669) 669) 669) 669) 669) 20 884) 22 979) 22 979) 22 979) 22 979)
Other Revenue Fines 2 500) 2 550) 2 550) 2 550) 2 550) Interest income3 100) 309) 313) 317) 321) Other Revenue4 9 289) 17 216) 17 749) 18 303) 18 778) Other Sales of Services 20) 10) 10) 10) 10) Regulatory Fees4 8 220) ....) ....) ....) ....) 20 129) 20 085) 20 622) 21 180) 21 659)
Total Administered Revenue 41 013) 43 064) 43 601) 44 159) 44 638)
Notes: 1. The decrease in Certificate of Competency Fees in 2015-16 reflects that these fees are no longer remitted to the Consolidated Fund. 2. The increase in Fines in 2015-16 reflects the increase in the value of fines imposed by the Courts and other government entities. 3. The increase in Interest income in 2015-16 reflects the recognition of the interest being earned on the funds held within the Asbestos Compensation Scheme for the first time. 4. The movements in Other Revenue and Regulatory Fees reflect the reclassification of the revenue generated by the Asbestos Compensation Fund between these two items to better align with audited financial statements.
Justice 129 Table 5.12: Administered Expenses 2014-15] 2015-16] 2016-17] 2017-18] 2018-19] ) ) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Grants and Subsidies Asbestos Compensation Fund 7 189) 7 573) 7 780) 7 972) 8 055) WorkCover Tasmania Board1 9 419) 8 976) 9 126) 9 279) 9 336) 16 608) 16 549) 16 906) 17 251) 17 391)
Transfer to the Consolidated Fund2 20 884) 22 979) 22 979) 22 979) 22 979)
Other Administered Expenses 2 500) 2 500) 2 500) 2 500) 2 500)
Total Administered Expenses 39 992) 42 028) 42 385) 42 730) 42 870)
Notes: 1. The increase in WorkCover Tasmania Board in 2015-16 reflects the realignment of Budget estimates with actual expenditure. 2. The increase in Transfer to the Consolidated Fund in 2015-16 reflects the transfer of additional fines collected by the Department.
Asbestos Compensation Fund
The Asbestos Compensation Fund was established in accordance with the Asbestos-Related Diseases (Occupational Exposure) Compensation Act 2011. The Fund is established for the payment of compensation and certain other expenses, related to the contraction of asbestos related diseases by workers who are exposed to asbestos in the course of their employment. The Fund is overseen by the Asbestos Compensation Commissioner, who is responsible for making determinations regarding a worker's application for compensation and managing all monies in relation to the Fund.
WorkCover Tasmania Board
The WorkCover Tasmania Board oversees, promotes, reviews, and ensures the efficient operation of workers' rehabilitation and compensation procedures in accordance with the Workers Rehabilitation and Compensation Act 1988. Integral to this role is advising the Minister on matters relating to workers' rehabilitation and compensation in this State. Other major functions include reviewing the performance of licensed insurers and self-insurers and the operation of the Nominal Insurer, and managing the Workers' Rehabilitation and Compensation Fund.
130 Justice Table 5.13: Statement of Financial Position as at 30 June 2015) 2016) 2017) 2018) 2019) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Assets Financial assets Cash and deposits1 16 270) 19 467) 18 864) 18 261) 17 658) Receivables2 852) 1 392) 1 417) 1 442) 1 467) 17 122) 20 859) 20 281) 19 703) 19 125) Non-financial assets Inventories 431) 454) 454) 454) 454) Property, plant and equipment3 133 655) 128 611) 123 451) 118 291) 113 131) Intangibles 2 621) 2 516) 2 091) 1 666) 1 241) Other assets4 2 754) 3 813) 3 813) 3 813) 3 813) 139 461) 135 394) 129 809) 124 224) 118 639)
Total assets 156 583) 156 253) 150 090) 143 927) 137 764)
Liabilities Payables2 2 460) 1 806) 1 906) 2 006) 2 106) Employee benefits5 25 614) 23 614) 24 031) 24 448) 24 865) Other liabilities2 97) 218) 255) 292) 329) Total liabilities 28 171) 25 638) 26 192) 26 746) 27 300)
Net assets (liabilities) 128 412) 130 615) 123 898) 117 181) 110 464)
Equity Reserves 31 517) 31 517) 31 517) 31 517) 31 517) Accumulated funds 96 895) 99 098) 92 381) 85 664) 78 947) Total equity 128 412) 130 615) 123 898) 117 181) 110 464)
Notes: 1. The increase in Cash and deposits in 2016 reflects the transfer of funding from the Nominal Insurer to WorkSafe Tasmania for the promotion of workplace safety. 2. The increases in Receivables and Other liabilities, and the decrease in Payables in 2016 reflect revised estimates based on 30 June 2014 actuals. 3. The decrease in Property, plant and equipment in 2016 reflects annual depreciation charges. 4. The increase in Other assets in 2016 reflects revised estimates based on 30 June 2014 actuals and the capitalisation of the upgrade of the Jefferson Audio Video System (JAVS) in the Magistrates Court. 5. The decrease in Employee benefits in 2016 reflects the reversal of accrued salaries as a result of the 27th pay in 2015-16. The increases in the Forward Estimates reflect the recommencement of that accrual process for salaries.
Justice 131 Table 5.14: Statement of Financial Position as at 30 June - Administered 2015) 2016) 2017) 2018) 2019) Forward) Forward) Forward)
Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Assets Financial assets Cash and deposits1 8 506) 7 531) 8 857) 10 396) 12 274) Receivables2 164 183) 154 221) 149 379) 144 490) 139 504) 172 689) 161 752) 158 236) 154 886) 151 778) Non-Financial Assets Property, plant and equipment 2) ....) ....) ....) ....) Intangibles3 958) 704) 604) 504) 404) 960) 704) 604) 504) 404)
Total Assets 173 649) 162 456) 158 840) 155 390) 152 182)
Liabilities Payables4 2 600) 2 388) 2 391) 2 394) 2 397) Provisions2 117 640) 110 598) 105 756) 100 867) 95 881) Employee benefits5 630) 795) 801) 807) 813) Other liabilities 2) 2) 3) 4) 5) Total Liabilities 120 872) 113 783) 108 951) 104 072) 99 096)
Net Assets (liabilities) 52 777) 48 673) 49 889) 51 318) 53 086)
Equity Accumulated funds 52 777) 48 673) 49 889) 51 318) 53 086) Total Equity 52 777) 48 673) 49 889) 51 318) 53 086)
Notes: 1. The movements in Cash and deposits reflect the net movement in transactions associated with the Asbestos Compensation Fund and the WorkCover Board. 2. The decreases in Receivables and Provisions in 2016 reflect the recognition of future fees receivable and future compensation payable from the Asbestos Compensation Fund in accordance with Australian Accounting Standards. These amounts have been based on actuarial advice. 3. The decrease in Intangibles in 2015-16 reflects annual amortisation charges on the WorkCover Board's software applications. 4. The decrease in Payables in 2016 reflects revised estimates based on 30 June 2014 actuals. 5. The increase in Employee Benefits in 2016 reflects revised estimates based on 30 June 2014 actuals and also reflects the transfer of salary related benefits between WorkSafe Tasmania and the WorkCover Board as a result of internal restructuring.
132 Justice Table 5.15: Statement of Cash Flows 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Cash flows from operating activities Cash inflows Appropriation receipts - recurrent1 131 998) 140 343) 138 860) 143 934) 143 361) Appropriation receipts - capital2 6 000) 500) ....) ....) ....) Grants 6 100) 6 200) 6 300) 6 400) 6 500) Sales of goods and services3 3 887) 3 045) 3 112) 3 182) 3 253) Fees and fines 9 173) 9 203) 9 941) 9 986) 10 031) GST receipts 5 700) 5 700) 5 700) 5 700) 5 700) Interest received4 1 091) 961) 996) 1 032) 1 069) Other cash receipts5 6 177) 4 749) 4 769) 4 789) 7 109) Total cash inflows 170 126) 170 701) 169 678) 175 023) 177 023)
Cash outflows Employee benefits6 (84 430) (90 281) (88 903) (92 454) (92 488) Superannuation (10 479) (11 315) (11 134) (11 531) (11 490) GST payments (5 700) (5 700) (5 700) (5 700) (5 700) Grants and subsidies (12 848) (13 179) (13 497) (13 824) (14 135) Supplies and consumables (35 122) (35 873) (36 550) (37 328) (39 114) Other cash payments7 (16 769) (14 491) (14 497) (14 789) (14 699) Total cash outflows (165 348) (170 839) (170 281) (175 626) (177 626)
Net cash from (used by) operating activities 4 778) (138) (603) (603) (603)
Cash flows from investing activities Payments for acquisition of non-financial assets8 (8 610) (1 400) ....) ....) ....) Proceeds from the disposal of non-financial assets9 3 706) ....) ....) ....) ....) Net cash from (used by) investing activities (4 904) (1 400) ....) ....) ....)
Net increase (decrease) in cash and cash equivalents held (126) (1 538) (603) (603) (603)
Cash and deposits at the beginning of the reporting period 16 396) 21 005) 19 467) 18 864) 18 261) Cash and deposits at the end of the reporting period 16 270) 19 467) 18 864) 18 261) 17 658)
Justice 133 Notes: 1. The increase in Appropriation revenue - receipts in 2015-16 reflects additional funding for the 27th Pay, additional operational funding for the Prison as a result of the completion of the Prison Infrastructure Redevelopment Program facilities, and additional funding for Mental Health Services, family violence, victims support services, legal services and planning reform. The movements in the Forward Estimates reflect completion of funding of some initiatives such as planning reform, decreases in prison operational funding, the return to 26 pays, the timing of elections undertaken by the Tasmanian Electoral Commission and salary and non-salary indexation. 2. The decrease in Appropriation receipts - capital in 2015-16 reflects the completion of the funding for the Prison Infrastructure Redevelopment Program Stage D. 3. The decrease in Sales of goods and services in 2015-16 reflects the decrease in produce sales as a result of the closure and sale of the Hayes Prison Farm. 4. The decrease in Interest received in 2015-16 reflects the reduction in interest earned on rental deposit bonds due to the decrease in interest rates payable on those bonds. 5. The movements in Other cash receipts in 2015-16 and 2018-19 reflect the timing of local government elections being on a four year cycle. 6. The increase in Employee benefits expenditure in 2015-16 reflects additional funding for the 27th Pay, planning reform and the Mental Health Tribunal, and additional operational funding for the Prison due to the completion of the Prison Infrastructure Redevelopment Program 7. The decrease in Other cash payments in 2015-16 reflects the realignment of Budget estimates with actual expenditure from agency retained revenues. 8. The Payments for acquisition of non-financial assets in 2015-16 reflects the final committed expenditure for the Prison Infrastructure Redevelopment Program Stage D and funding for the development of a case management system for the Poppy Advisory and Control Board transferred under Section 8A(2) of the Public Account Act 1986. 9. The decrease in Proceeds from the disposal of non-financial assets in 2015-16 reflects the sale of the Hayes prison Farm in 2014-15.
Table 5.16: Statement of Cash Flows - Administered 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward)
Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Cash flows from operating activities Cash inflows Sales of goods and services1 27) 17) 17) 17) 17) Fees and fines2 31 557) 25 482) 25 482) 25 482) 25 482) Interest received3 100) 309) 313) 317) 321) Other cash receipts2 9 329) 17 256) 17 789) 18 343) 18 818) Total cash inflows 41 013) 43 064) 43 601) 44 159) 44 638)
134 Justice Table 5.16: Statement of Cash Flows - Administered (continued) 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward)
Budget) Budget) Estimate) Estimate) Estimate)
Cash outflows Employee benefits4 (2 362) (2 918) (2 976) (3 035) (3 096) Superannuation4 (286) (316) (322) (328) (335) Grants and subsidies (232) (239) (246) (253) (259) Transfers to the Consolidated Fund5 (20 884) (22 979) (22 979) (22 979) (22 979) Supplies and consumables6 (3 891) (2 887) (2 996) (3 124) (3 226) Other cash payments (12 327) (12 579) (12 756) (12 901) (12 865) Total cash outflows (39 982) (41 918) (42 275) (42 620) (42 760)
Net cash from (used by) operating activities 1 031) 1 146) 1 326) 1 539) 1 878)
Net increase (decrease) in cash and cash equivalents held 1 031) 1 146) 1 326) 1 539) 1 878)
Cash and deposits at the beginning of the reporting period 7 475) 6 385) 7 531) 8 857) 10 396) Cash and deposits at the end of the reporting period 8 506) 7 531) 8 857) 10 396) 12 274)
Notes: 1. The decrease in Sales of goods and services in 2015-16 reflects more accurate estimates of these revenues generated by the WorkCover Board and the Asbestos Compensation Fund. 2. The decrease in Fees and fines and the increase in Other cash receipts in 2015-16 reflects the reclassification of the revenue generated by the Asbestos Compensation Fund between these two items to better align with audited financial statements. 3. The increase in Interest received in 2015-16 reflects the recognition of the interest being earned on the funds held within the Asbestos Compensation Scheme. 4. The increase in Employee benefits and Superannuation in 2015-16 reflect more accurate estimates of the expenditure by the WorkCover Board. 5. The increase in Transfers to the Consolidated Fund in 2015-16 reflects the transfer of additional fines collected by the Department. 6. The decrease in Supplies and consumables in 2015-16 reflects more accurate estimates of the expenditure by the WorkCover Board and the Asbestos Compensation Fund.
Justice 135
6 MINISTERIAL AND PARLIAMENTARY SUPPORT
AGENCY OUTLINE
Ministerial and Parliamentary Support provides funding to support Ministers and certain Parliamentary Office Holders and all members of the House of Assembly. The funding provided covers Ministerial allowances, staffing support and office facilities for Ministers and staffing support and office facilities for all members of the House of Assembly. Certain office facilities and staffing are also provided to some Members of the Legislative Council.
This chapter provides financial information for Ministerial and Parliamentary Support for 2015-16 and over the Forward Estimates period (2016-17 to 2018-19).
OUTPUT INFORMATION
The Outputs of Ministerial and Parliamentary Support are provided under:
• Output Group 1 - Support for Members of Parliament.
Table 6.1 provides an Output Group Expense Summary for Ministerial and Parliamentary Support.
Table 6.1: Output Group Expense Summary 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Premier
Output Group 1 - Support for Members of Parliament 1.1 Support for Ministers and certain Parliamentary Office Holders 14 171) 14 453) 14 761) 15 105) 15 410) 1.2 Support for Members of the House of Assembly 4 066) 4 193) 4 293) 4 398) 4 495) 18 237) 18 646) 19 054) 19 503) 19 905)
TOTAL 18 237) 18 646) 19 054) 19 503) 19 905)
Ministerial and Parliamentary Support 137 Output Group 1: Support for Members of Parliament
1.1 Support for Ministers and certain Parliamentary Office Holders
This Output provides funding to support the functions of the following offices:
• Premier;
• Ministers;
• Speaker of the House of Assembly; and
• Leader of the Government in the Legislative Council.
This Output also provides funding for Ministerial allowances payable in accordance with the provisions of the Parliamentary Salaries, Superannuation and Allowances Act 2012.
This Output also provides funding for a transport service that is available to the Premier, Ministers and other office holders including the Speaker of the House of Assembly, the President of the Legislative Council and the Leader(s) of non-government parties in the House of Assembly.
1.2 Support for Members of the House of Assembly
This Output provides funding to all elected members of the House of Assembly to support them in their electorates. The support covers applicable allowances, staffing costs, travel and office facilities that includes accommodation, supplies, fit-out, communications and other equipment.
This Output also provides funding to support the functions of offices for the Leader(s) of non-government parties in the House of Assembly.
138 Ministerial and Parliamentary Support DETAILED BUDGET STATEMENTS
Table 6.2: Statement of Comprehensive Income 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Revenue and other income from transactions Appropriation revenue - recurrent 17 636) 18 990) 19 053) 19 502) 19 904) Other revenue from government 600) ....) ....) ....) ....) Total revenue and other income from transactions 18 236) 18 990) 19 053) 19 502) 19 904)
Expenses from transactions Employee benefits1 12 507) 13 711) 13 997) 14 322) 14 597) Depreciation and amortisation 17) 17) 17) 17) 17) Supplies and consumables2 5 610) 4 855) 4 977) 5 101) 5 228) Other expenses 103) 63) 63) 63) 63) Total expenses from transactions 18 237) 18 646) 19 054) 19 503) 19 905)
Net result from transactions (net operating balance)3 (1) 344) (1) (1) (1)
Net result3 (1) 344) (1) (1) (1)
Comprehensive result3 (1) 344) (1) (1) (1)
Notes: 1. The increase in Employee benefits in 2015-16 primarily reflects the reallocation of costs between Employee benefits and Supplies and consumables to reflect actual expenditure trends. 2. The decrease in Supplies and consumables in 2015-16 reflects a review of office supplies and a resulting change in procurement practices, and the reallocation of costs between Supplies and consumables and Employee benefits to reflect actual expenditure trends. 3. The increase in Net result from transactions, Net result and Comprehensive result in 2015-16 reflects funding being provided for the 27th pay.
Ministerial and Parliamentary Support 139 Table 6.3: Revenue from Appropriation by Output 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Premier
Output Group 1 - Support for Members of Parliament 1.1 Support for Ministers and certain Parliamentary Office Holders1 12 741) 13 886) 13 926) 14 270) 14 575) 1.2 Support for Members of the House of Assembly2 4 066) 4 270) 4 293) 4 398) 4 495) 16 807) 18 156) 18 219) 18 668) 19 070)
Ministerial and Parliamentary Support Total Recurrent Services 16 807) 18 156) 18 219) 18 668) 19 070) 16 807) 18 156) 18 219) 18 668) 19 070)
Reserved by Law Allowances of Ministers (Parliamentary Salaries, Superannuation and Allowances Act 2012) 829) 834) 834) 834) 834) 829) 834) 834) 834) 834)
Appropriation Carried Forward 600) ....) ....) ....) ....)
Total Revenue from Appropriation 18 236) 18 990) 19 053) 19 502) 19 904)
Controlled Revenue from Appropriation 18 236) 18 990) 19 053) 19 502) 19 904) 18 236) 18 990) 19 053) 19 502) 19 904)
Notes: 1. The increase in Support for Ministers and certain Parliamentary Office Holders in 2015-16 reflects funding being provided for the 27th pay, dealing with structural budget issues within the Output and increased international engagement. 2. The increase in Support for Members of the House of Assembly reflects funding being provided for the 27th pay and dealing with structural budget issues within the Output.
140 Ministerial and Parliamentary Support Table 6.4: Statement of Financial Position as at 30 June 2015) 2016) 2017) 2018) 2019) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Assets Financial assets Receivables1 104) 61) 61) 61) 61) 104) 61) 61) 61) 61) Non-financial assets Heritage and cultural assets 25) 25) 25) 25) 25) Other assets2 318) 235) 240) 245) 250) 343) 260) 265) 270) 275)
Total assets 447) 321) 326) 331) 336)
Liabilities Payables3 315) 167) 172) 177) 182) Provisions 245) 250) 250) 250) 250) Employee benefits4 3 252) 1 658) 1 659) 1 660) 1 661) Total liabilities 3 812) 2 075) 2 081) 2 087) 2 093)
Net assets (liabilities) (3 365) (1 754) (1 755) (1 756) (1 757)
Equity Reserves 5) 5) 5) 5) 5) Accumulated funds2 (3 370) (1 759) (1 760) (1 761) (1 762) Total equity (3 365) (1 754) (1 755) (1 756) (1 757)
Notes: 1. The decrease in Receivables in 2016 reflects a reduction in the recovery of costs from agencies. 2. The decreases in Other assets and Accumulated funds in 2016 reflect revised estimates based on 30 June 2014 actuals. 3. The decrease in Payables in 2016 is due to improved creditor payment processes. 4. The decrease in Employee benefits in 2016 is due to the payment of accumulated leave provisions of former staff of the previous Government's Ministerial Offices in 2014-15.
Ministerial and Parliamentary Support 141 Table 6.5: Statement of Cash Flows 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Cash flows from operating activities Cash inflows Appropriation receipts - recurrent 17 636) 18 990) 19 053) 19 502) 19 904) GST receipts 330) 330) 330) 330) 330) Total cash inflows 17 966) 19 320) 19 383) 19 832) 20 234)
Cash outflows Employee benefits1 (11 419) (12 871) (12 831) (13 125) (13 373) Superannuation1 (1 087) (1 184) (1 165) (1 196) (1 223) GST payments (330) (330) (330) (330) (330) Supplies and consumables2 (5 561) (4 855) (4 977) (5 101) (5 228) Other cash payments (103) (63) (63) (63) (63) Total cash outflows (18 500) (19 303) (19 366) (19 815) (20 217)
Net cash from (used by) operating activities (534) 17) 17) 17) 17)
Cash flows from investing activities Payments for acquisition of non-financial assets (17) (17) (17) (17) (17) Net cash from (used by) investing activities (17) (17) (17) (17) (17)
Net increase (decrease) in cash and cash equivalents held (551) ....) ....) ....) ....)
Cash and deposits at the beginning of the reporting period 551) ....) ....) ....) ....) Cash and deposits at the end of the reporting period ....) ....) ....) ....) ....)
Notes: 1. The increase in Employee benefits and Superannuation in 2015-16 reflects the 27th pay and the reallocation of costs between Employee benefits, Superannuation and Supplies and consumables to reflect actual expenditure trends. 2. The decrease in Supplies and consumables in 2015-16 reflects a review of office supplies and a resulting change in procurement practices, and the reallocation of costs between Supplies and consumables and Employee benefits to reflect actual expenditure trends.
142 Ministerial and Parliamentary Support 7 DEPARTMENT OF POLICE AND EMERGENCY MANAGEMENT
AGENCY OUTLINE
The Department of Police and Emergency Management is responsible for the delivery of quality policing and emergency management services in Tasmania. Comprising of Tasmania Police, Forensic Science Service Tasmania and specialist support areas, the Department is responsible to the Minister for Police and Emergency Management, Hon Rene Hidding MP.
The Tasmania Fire Service, which forms part of the Department for administrative purposes, reports separately to the State Fire Commission. Under new governance arrangements, the State Emergency Service (SES) is funded through the State Fire Commission and is incorporated within Chapter 24 of Government Services Budget Paper No 2.
The Department is committed to providing a safe, secure and resilient Tasmania and building individual and organisational capacity in order to provide high quality services to the Tasmanian community. This capacity will be built by valuing the Department's people, striving to implement innovative ideas and continually improving the Department's business.
The Department aims:
• to be a values-based organisation, which embraces the values of integrity, equity and accountability;
• for the community to feel safe and be safe;
• to reduce crime;
• to improve driver behaviour through traffic law enforcement; and
• to contribute towards community resilience through effective security and emergency management.
This chapter provides the Department's financial information for 2015-16 and over the Forward Estimates period (2016-17 to 2018-19) and the performance targets the Department aims to achieve. Further information on the Department is provided at www.police.tas.gov.au.
Police and Emergency Management 143 KEY DELIVERABLES
Table 7.1 provides a summary of the Budget and Forward Estimate allocations for key deliverables within the Department.
Table 7.1: Key Deliverables Statement 2015-16 2016-17 2017-18 2018-19 Forward Forward Forward Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000
Emergency Alert 700 200 200 200 Emergency Services Computer Aided Dispatch System 6 640 8 630 ...... Large Vessel Replacement 5 000 ...... Rebuilding the Police Service 6 712 10 033 13 354 13 354 Support for Tasmania's Police and Community Youth Club Network 250 250 250 250 Upgrade Police Housing 1 000 1 000 ......
Emergency Alert
This funding is provided to assist in the provision of an emergency warning system, as agreed to by the Council of Australian Governments (COAG) in 2009. Emergency Alert is the national telephone warning system used by emergency management agencies. The system sends voice messages to landlines and text messages to mobile phones within a defined area, about likely or actual emergencies such as fire, flood, acts of terrorism or extreme weather events.
Emergency Services Computer Aided Dispatch (ESCAD) System
This Project will address the replacement of the three computer aided dispatch systems currently in operation within Tasmania Police, Tasmania Fire Service and Ambulance Tasmania, with a combined emergency services computer aided dispatch system. This will enhance the responsiveness of emergency services to the full range of emergency events and provide for more efficient inter-agency operations and realisation of efficiencies through economies of scale.
Large Vessel Replacement
This initiative is part of a progressive and ongoing procurement program to ensure that vessels are replaced at regular intervals and to ensure that they are fit for purpose. The funding provided reflects the procurement of a second vessel capable of deploying out to 200 nautical miles in a range of circumstances and weather conditions.
Rebuilding the Police Service
The continuation of this election commitment provides funding to rebuild the police service through the employment of an extra 108 officers, enhancing the public order response capability and establishing a Serious Organised Crime Unit, which includes a cold case capability.
144 Police and Emergency Management Support for Tasmania's Police and Community Youth Club (PCYC) Network
The continuation of this election commitment provides recurrent funding to the PCYC Network in Tasmania so that it can continue to support at risk youth, reduce crime and repeat offending. Individual clubs from around the State will be able to apply for funding from a central pool to upgrade equipment, facilities or for operational assistance, allowing them to build on the valuable work that they have been undertaking in Tasmania.
Unexplained Wealth
Amendments to the Crime (Confiscation of Profits) Act 1993 in 2014 provided for the forfeiture of property, cash and other assets where a person is unable to prove that their unexplained wealth has been lawfully acquired. As part of the Government's election commitment Rebuilding the Police Service, a commitment was made to establish a Serious Organised Crime Unit, whose functions include investigating unexplained wealth.
Upgrade Police Housing
This initiative provides funding to assist the Department in implementing a structured program to address police housing issues primarily on the West Coast. This infrastructure investment supports the Government's policy priority of Rebuilding the Police Service by providing improved facilities to support officers engaged in remote area policing.
OUTPUT INFORMATION
Outputs of the Department of Police and Emergency Management are provided under the following Output Groups:
• Output Group 1 - Public Safety;
• Output Group 2 - Crime;
• Output Group 3 - Traffic Policing; and
• Output Group 4 - Emergency Management.
Table 7.2 provides an Output Group Expense Summary for the Department of Police and Emergency Management.
Police and Emergency Management 145 Table 7.2: Output Group Expense Summary 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Minister for Police and Emergency Management
Output Group 1 - Public Safety 1.1 Support to the Community1,3 116 113) 118 064) 121 324) 125 651) 127 890) 116 113) 118 064) 121 324) 125 651) 127 890) Output Group 2 - Crime 2.1 Investigation of Crime1 43 462) 45 072) 47 004) 49 061) 49 936) 2.2 Poppy Security 1 143) 1 150) 1 175) 1 202) 1 226) 2.3 Fisheries Security 5 584) 5 518) 5 640) 5 768) 5 880) 2.4 Support to Judicial Services 10 031) 10 101) 10 341) 10 588) 10 806) 60 220) 61 841) 64 160) 66 619) 67 848) Output Group 3 - Traffic Policing 3.1 Traffic Policing1 20 844) 21 248) 22 168) 23 146) 23 527) 20 844) 21 248) 22 168) 23 146) 23 527) Output Group 4 - Emergency Management 4.1 State Emergency Management Services2 1 557) 1 541) 1 442) 354) 354) 4.2 State Security and Rescue Operations3 4 473) 9 905) 9 428) 9 629) 9 827) 6 030) 11 446) 10 870) 9 983) 10 181)
TOTAL 203 207) 212 599) 218 522) 225 399) 229 446)
Notes: 1. The increases in Support to the Community, Investigation of Crime and Traffic Policing in 2015-16 and over the Forward Estimates primarily reflect the election commitment Rebuilding the Police Service. 2. Reporting arrangements for the State Emergency Service have transferred to the State Fire Commission (see chapter 24 of Government Services Budget Paper No 2). The amounts remaining in the Output reflect the funding cycle associated with the Australian Government for National Partnership Payments - Disaster Resilience. 3. The increase in State Security and Rescue Operations in 2015-16 reflects the transfer of the expenses associated with the rescue helicopter which had previously been recorded against Output 1.1 Support to the Community.
146 Police and Emergency Management Output Group 1: Public Safety
1.1 Support to the Community
This Output relates to personal safety in the community, maintaining public order and the provision of safety initiatives that assist in developing safe, secure and resilient communities. Through the provision of high-visibility targeted patrols and the establishment of partnerships with community organisations, the Department aims to ensure that the public has confidence and satisfaction in the services provided.
Services provided under this Output Group and Output Group 2 include the Department's response to the important issue of domestic violence and includes significant support provided to a number of other Departments in the provision of their important services. The Government currently provides estimated direct expenditure of over $16 million annually across the Departments of Health and Human Services; Police and Emergency Management; Justice; Education; and Premier and Cabinet to provide services directly aimed at dealing with family violence.
Table 7.3: Performance Information - Output Group 1 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure1 Measure Actual Actual Target Target
Satisfaction with police services % 78 77 ≥ nat av ≥ nat av Satisfaction with police in dealing with public order problems % 68 71 ≥ nat av ≥ nat av Assaults in public places2 Number 825 807 ≤3 yr av ≤3 yr av Total Public Order incidents2 Number 24 828 24 848 ≤3 yr av ≤3 yr av Cost of policing per capita3 Dollars 379 399 na na Perceptions of safety in public places - during the day % 93 94 ≥ nat av ≥ nat av Perceptions of safety in public places - during the night4 % 55 59 ≥ nat av ≥ nat av Perceptions of safety at home - alone during the night4 % 90 93 ≥ nat av ≥ nat av
Notes: 1. The performance measure 'Perceptions of safety at home - alone during the day' has been removed from the National Survey of Community Satisfaction with Policing. 2. Data for 2012-13 has been adjusted to reflect final reported figures in the Department's Annual Report. 3. Data for 2012-13 has been adjusted to reflect 2013-14 dollars. 4. These performance measures have changed from 'after dark' to 'during the night' to reflect the questions asked as part of the National Survey of Community Satisfaction with Policing.
Police and Emergency Management 147 Output Group 2: Crime
2.1 Investigation of Crime
This Output relates to the detection and apprehension of offenders, including investigation of serious and organised crime. Through crime detection strategies and legislative reform, the Department aims to reduce the number of offences committed against both people and property.
2.2 Poppy Security
This Output focuses on the protection and security of poppy crops, the prevention of poppy crop interferences and the targeting of offenders through investigative techniques. The involvement of industry groups in the protection and security of poppies contributes to the reduction in the number of poppy diversions onto the illicit market.
2.3 Fisheries Security
This Output relates to marine safety and the protection of State and Australian Government marine resources, through the provision of marine compliance and enforcement activities. By using a combination of overt and covert sea patrols, in-port, at sea and fish processor inspections, the Department is able to target offenders, facilitate the protection and security of marine resources in both the recreational and commercial fishing sectors and ensure the safety of vessel operators.
2.4 Support to Judicial Services
This Output relates to policing services that support the judicial system such as the prosecution of offenders, provision of diversionary programs, bail/warrant processing, victim support services and investigation, and clerical and investigation services on behalf of the coroner. In addition, the Department plays a lead role in the reduction and management of family violence in Tasmania.
148 Police and Emergency Management Table 7.4: Performance Information - Output Group 2 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure Measure Actual Actual Target Target
Investigation of Crime Total Offences1 Number 23 662 24 599 ≤3 yr av ≤3 yr av Total Offences clearance rate % 45 43 ≥3 yr av ≥3 yr av Total Serious Crime1,2 Number 505 491 ≤3 yr av ≤3 yr av Serious Crime clearance rate1,2 % 69 76 ≥3 yr av ≥3 yr av Offences against the person1 Number 3 689 3 763 ≤3 yr av ≤3 yr av Offences against the person clearance rate1 % 91 91 ≥3 yr av ≥3 yr av Offences against property1 Number 19 153 20 030 ≤3 yr av ≤3 yr av Offences against property clearance rate % 35 32 ≥3 yr av ≥3 yr av Serious drug offenders charged Number 416 423 ≤3 yr av ≤3 yr av Total firearm-related incidents3 Number 60 68 ≤3 yr av ≤3 yr av
Poppy Security Number of poppy crop interferences per 1 000 hectares sown Number 0.61 0.82 ≤3 yr av ≤3 yr av
Fisheries Security Total marine offenders detected Number 1 155 1 091 ≤3 yr av ≤3 yr av
Support to Judicial Services Family violence incident reports1 Number 2 283 2 376 ≤3 yr av ≤3 yr av State charges prosecuted1 Number 40 667 40 031 ≤3 yr av ≤3 yr av
Notes: 1. Data for 2012-13 has been adjusted to reflect final reported figures in the Department's Annual Report. 2. The definition of 'Serious crime' was expanded for the 2013-14 financial year, breaking the time series. 3. The definition of performance measure 'Total firearm-related incidents' has been amended to now comprise incidents involving firearms discharge and firearms used as a weapon.
Police and Emergency Management 149 Output Group 3: Traffic Policing
3.1 Traffic Policing
This Output relates to the improvement of driver behaviour, traffic law compliance and minimising road trauma. Through the provision of high visibility patrols on highways and arterial roads, targeting high risk driver behaviour and attendance/investigation of vehicle crashes, the Department aims to improve road safety, reduce the incidence of inattentive driving and diminish the use of alcohol/drugs whilst driving.
Table 7.5: Performance Information - Output Group 3 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure1 Measure Actual Actual Target Target
Number of high risk traffic offenders2 Number 19 464 22 645 23 164 23 720 Speeding offences: Police Issued Infringements3 Number 32 262 40 642 39 054 39 991 Random Breath Tests conducted4 Number 550 354 551 444 440 000 440 000 Number of drink driving offenders5 Number 2 899 2 765 na 2 831 Number of persons who self-reported driving whilst over the alcohol limit in the previous six months % 9.6 9.1 ≤ nat av ≤ nat av Oral Fluid Tests conducted Number 1 698 1 819 1 500 1 536 Number of drug driving offenders5 Number 498 644 na 1 000 Number of persons who self-reported driving whilst impaired by medication or other drugs in the previous six months % 5.6 3.8 ≤ nat av ≤ nat av Fatal and Serious injury crashes Number 236 261 ≤3 yr av ≤3 yr av Proportion of people who felt that speeding cars or dangerous, noisy driving was a 'major problem' or 'somewhat of a problem' in the neighbourhood % 66 58 ≤ nat av ≤ nat av
Notes: 1. The performance measure 'Speed Camera Operating Hours' has been removed due to the introduction of the fixed speed camera project, which will change the parameters of this measure. 2. The measure 'Number of high risk driver behaviour detections' has been renamed 'Number of high risk traffic offenders'. 3. The measure 'Speeding Offenders' has been renamed 'Speeding offences: Police Issued Infringements' and includes court-related matters. 4. In accordance with the drink/drug driving strategy of the Department, the performance measure 'Random Breath Tests Conducted' will not be increased, due to a shift in the focus on drink/drug driving. 5. This new measure has been included to better reflect the Department's Strategic Business Priorities for 2015-16.
150 Police and Emergency Management Output Group 4: Emergency Management
4.1 State Emergency Management Services
This Output involves the provision of emergency services in accordance with the Emergency Management Act 2006 and the Tasmanian Emergency Management Plan. Activities undertaken as part of this Output include emergency risk management and disaster mitigation, preparedness and responsiveness to emergency events, and the development and training of volunteers.
Management arrangements were revised in 2014-15 and the State Emergency Service now reports through the State Fire Commission, and this is reflected through the removal of performance information, and appropriation. The State Emergency Service is funded through the State Fire Commission and is incorporated within Chapter 24 of Government Services Budget Paper No 2.
4.2 State Security and Rescue Operations
This Output relates to the provision of whole-of-government policies relating to counter terrorism and terrorist threats and the provision of search and rescue operations. Activities included under the Output consist of involvement in multi-jurisdictional exercises, supporting national counter terrorism arrangements and the provision of a combination of land, sea and air search and rescue operations.
Table 7.6: Performance Information - Output Group 4 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure1 Measure Actual Actual Target Target
State Security and Rescue Operations Number of Search and Rescue Operations Number 210 134 na na Number of exercises managed Number 44 30 ≥prev yr ≥prev yr
Note: 1. The performance information for the State Emergency Services has been removed to reflect the change in reporting to the Tasmania Fire Service.
Police and Emergency Management 151 CAPITAL INVESTMENT PROGRAM
This section provides financial information for the Department's Capital Investment Program. Further information on the Capital Investment Program is provided at chapter 6 of The Budget Budget Paper No 1.
Table 7.7: Capital Investment Program Estimated) 2015-16) 2016-17) 2017-18) 2018-19) Total) Forward) Forward) Forward) Cost) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Minister for Police and Emergency Management Emergency Services Computer Aided Dispatch System 15 270) 6 640) 8 630) ....) ....) Upgrade Police Housing 2 000) 1 000) 1 000) ....) ....) Large Vessel Replacement 5 000) 5 000) ....) ....) ....)
Total CIP Allocations ) 12 640) 9 630) ....) ....)
Emergency Services Computer Aided Dispatch System
A total of $15.3 million over two years will be provided to procure a common, integrated emergency services computer aided dispatch (ESCAD) system for Tasmania's emergency services (Tasmania Police, Ambulance Tasmania, the Tasmania Fire Service and the State Emergency Service). Computer aided dispatch systems are the principal application used by emergency service communication centres to manage police, fire, medical and emergency incidents and are mission critical in keeping the community and emergency service responders safe.
Upgrade Police Housing
A total of $2 million over two years will be provided to assist the Department with the implementation of a structured program to address police housing issues primarily on the West Coast. This infrastructure investment supports the Government's policy priority of Rebuilding the Police Service by providing improved facilities to support officers engaged in remote area policing. The investment supports public and private sector productivity improvement and long-term economic growth on Tasmania's West Coast.
Large Vessel Replacement
A total of $5 million will be provided to procure a vessel capable of deploying out to 200 nautical miles in a range of circumstances and weather conditions. This initiative is part of a progressive and ongoing procurement program to ensure that vessels are replaced at regular intervals and to ensure that they are fit for purpose.
152 Police and Emergency Management DETAILED BUDGET STATEMENTS
Table 7.8: Statement of Comprehensive Income1 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Revenue and other income from transactions Appropriation revenue - recurrent2 183 841) 196 211) 198 514) 206 379) 210 425) Appropriation revenue - works & services3 500) 12 140) 9 630) ....) ....) Other revenue from government4 1 500) 500) ....) ....) ....) Grants5 4 147) 2 654) 2 654) 2 654) 2 654) Sales of goods and services6 2 360) 1 844) 1 844) 1 844) 1 844) Other revenue5 9 060) 11 504) 11 133) 10 045) 10 046) Total revenue and other income from transactions 201 408) 224 853) 223 775) 220 922) 224 969)
Expenses from transactions Employee benefits2 154 851) 163 030) 168 906) 175 714) 179 074) Depreciation and amortisation7 7 890) 8 390) 8 490) 8 690) 8 690) Supplies and consumables 35 641) 36 191) 36 913) 37 671) 38 358) Grants and subsidies8 2 297) 2 823) 2 108) 1 219) 1 219) Borrowing costs9 122) 39) ....) ....) ....) Other expenses 2 406) 2 126) 2 105) 2 105) 2 105) Total expenses from transactions 203 207) 212 599) 218 522) 225 399) 229 446)
Net result from transactions (net operating balance) (1 799) 12 254) 5 253) (4 477) (4 477)
Net result (1 799) 12 254) 5 253) (4 477) (4 477)
Other economic flows - other non-owner changes in equity Changes in physical asset revaluation reserve 26 571) 26 572) 26 571) 26 571) 26 571) Total other economic flows - other non-owner changes in equity 26 571) 26 572) 26 571) 26 571) 26 571)
Comprehensive result 24 772) 38 826) 31 824) 22 094) 22 094)
Police and Emergency Management 153 Notes: 1. Administrative arrangements relating to the transition of the SES from the Department of Police and Emergency Management to the State Fire Commission are expected to be finalised in 2015-16. As a result, the financial statements for both the Department and State Fire Commission may be subject to future amendment. 2. The increase in Appropriation revenue - recurrent and Employee benefits reflects the election commitment Rebuilding the Police Service and the impact of the 27th pay in 2015-16 (refer to chapter 1 of this Budget Paper for further information). 3. The increases in Appropriation revenue - works & services reflects funding for Large Vessel Replacement, Emergency Services Computer Aided Dispatch System and Upgrade Police Housing key deliverables. 4. Other revenue from government reflects the utilisation of funding carried forward under section 8A(2) of the Public Account Act 1986 for Ballistic Vest Replacement and the carry forward of funds from 2014-15 for the Large Vessel Replacement. 5. The decrease in Grants and the increase in Other revenue in 2015-16 reflects the transfer of Australian Government National Partnership Payments for Disaster Resilience from Grants to Other revenue. 6. The decrease in Sales of goods and services in 2015-16 reflects a reduction in anticipated revenue associated with National Criminal History Record Checks. 7. The increase in Depreciation and amortisation reflects the increase in the value of Property, plant and equipment due to completed capital projects and anticipated asset revaluations. 8. The movements in Grants and subsidies in 2015-16 and across the Forward Estimates primarily reflect the funding cycle associated with the Australian Government National Partnership Payments for Disaster Resilience. 9. The decrease in Borrowing costs in 2015-16 reflects the reduction in the remaining principal sum associated with the Voluntary Targeted Employment Separation Program undertaken prior to 2014.
Table 7.9: Statement of Comprehensive Income - Administered 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Revenue and other income from transactions Sales of goods and services 232) 237) 242) 247) 253) Fees and fines1 500) 500) 1 000) 900) 500) Total revenue and other income from transactions 732) 737) 1 242) 1 147) 753)
Expenses from transactions Transfers to the Consolidated Fund1 732) 737) 1 242) 1 147) 753) Total expenses from transactions 732) 737) 1 242) 1 147) 753)
Net result from transactions (net operating balance) ....) ....) ....) ....) ....)
Net result ....) ....) ....) ....) ....)
Comprehensive result ....) ....) ....) ....) ....)
Note: 1. The change in Fees and fines and Transfers to the Consolidated Fund reflects the firearms licence renewal cycle, which occurs every three and five years.
154 Police and Emergency Management Table 7.10: Revenue from Appropriation by Output 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Minister for Police and Emergency Management
Output Group 1 - Public Safety 1.1 Support to the Community1,2 103 161) 108 142) 108 940) 113 167) 115 405) 103 161) 108 142) 108 940) 113 167) 115 405) Output Group 2 - Crime 2.1 Investigation of Crime1,2 41 987) 44 263) 45 119) 47 176) 48 051) 2.2 Poppy Security 1 143) 1 150) 1 175) 1 202) 1 226) 2.3 Fisheries Security 5 224) 5 213) 5 335) 5 463) 5 575) 2.4 Support to Judicial Services 10 031) 10 101) 10 341) 10 588) 10 806) 58 385) 60 727) 61 970) 64 429) 65 658) Output Group 3 – Traffic Policing 3.1 Traffic Policing1,2 17 968) 18 713) 19 292) 20 270) 20 651) 17 968) 18 713) 19 292) 20 270) 20 651) Output Group 4 - Emergency Management 4.2 State Security and Rescue Operations2,3 4 327) 8 629) 8 312) 8 513) 8 711) 4 327) 8 629) 8 312) 8 513) 8 711)
Capital Investment Program4 500) 12 140) 9 630) ....) ....)
Department of Police and Emergency Management Total Recurrent Services 183 841) 196 211) 198 514) 206 379) 210 425) Total Works and Services 500) 12 140) 9 630) ....) ....) 184 341) 208 351) 208 144) 206 379) 210 425)
Appropriation Carried Forward5 1 500) 500) ....) ....) ....)
Total Revenue from Appropriation 185 841) 208 851) 208 144) 206 379) 210 425)
Controlled Revenue from Appropriation 185 841) 208 851) 208 144) 206 379) 210 425) 185 841) 208 851) 208 144) 206 379) 210 425)
Notes: 1. The increases in Support to the Community, Investigation of Crime and Traffic Policing reflect the election commitment Rebuilding the Police Service. 2. The increases in Support to the Community, Investigation of Crime, Traffic Policing, and State Security and Rescue Operations in 2015-16 reflect the receipt of funding for the 27th pay (refer to chapter 1 of this Budget Paper for further information). 3. The increase in State Security and Rescue Operations in 2015-16 reflects the transfer of the appropriation associated with the rescue helicopter which had previously been recorded against Output 1.1 Support to the Community.
Police and Emergency Management 155 4. The increase in the Capital Investment Program reflects funding for the Emergency Services Computer Aided Dispatch System, Upgrade Police Housing and Large Vessel Replacement. 5. Appropriation Carried Forward reflects the utilisation of funding carried forward under section 8A(2) of the Public Account Act 1986 for Ballistic Vest Replacement and the carry forward of funds from 2014-15 for the Large Vessel Replacement.
Table 7.11: Administered Revenue 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Revenue Collected on Behalf of the Consolidated Fund Academy Trainees - Board Payments 69) 71) 73) 75) 77) Fines1 500) 500) 1 000) 900) 500) Other Sales of Services 163) 166) 169) 172) 176)
Total Administered Revenue 732) 737) 1 242) 1 147) 753)
Note: 1. The increase in Fines in 2016-17 reflects the firearms licence renewal cycle, which occurs every three and five years.
Table 7.12: Administered Expenses 2014-15] 2015-16] 2016-17] 2017-18] 2018-19] ) ) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000 $'000 $'000 $'000 $'000
Transfer to the Consolidated Fund1 732) 737) 1 242) 1 147) 753)
Total Administered Expenses 732) 737) 1 242) 1 147) 753)
Note: 1. The increase in Transfer to the Consolidated Fund in 2016-17 reflects the firearms licence renewal cycle, which occurs every three and five years.
156 Police and Emergency Management Table 7.13: Statement of Financial Position as at 30 June 2015) 2016) 2017) 2018) 2019) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Assets Financial assets Cash and deposits1 214) 1 751) 1 751) 1 751) 1 751) Receivables2 1 749) 1 163) 1 163) 1 163) 1 163) Other financial assets3 80) 98) 98) 98) 98) 2 043) 3 012) 3 012) 3 012) 3 012) Non-financial assets Inventories4 628) 782) 782) 782) 782) Property, plant and equipment5 244 637) 250 001) 272 282) 294 463) 316 644) Infrastructure6 500) 7 640) 17 270) 17 270) 17 270) Heritage and cultural assets7 ....) 434) 434) 434) 434) Intangibles8 1 280) 661) 661) 661) 661) Other assets9 1 744) 1 530) 1 530) 1 530) 1 530) 248 789) 261 048) 292 959) 315 140) 337 321)
Total assets 250 832) 264 060) 295 971) 318 152) 340 333)
Liabilities Payables10 2 178) 3 395) 3 395) 3 395) 3 395) Interest bearing liabilities11 1 904) ....) ....) ....) ....) Employee benefits12 48 765) 47 956) 48 043) 48 130) 48 217) Other liabilities13 492) 520) 520) 520) 520) Total liabilities 53 339) 51 871) 51 958) 52 045) 52 132)
Net assets (liabilities) 197 493) 212 189) 244 013) 266 107) 288 201)
Equity Reserves5 160 313) 164 414) 190 985) 217 556) 244 127) Accumulated funds 37 972) 47 775) 53 028) 48 551) 44 074) Other equity14 (792) ....) ....) ....) ....) Total equity 197 493) 212 189) 244 013) 266 107) 288 201)
Notes: 1. The increase in Cash and deposits in 2016 represents funding carried forward under section 8A(2) of the Public Account Act 1986 for Ballistic Vest Replacement, and increases in found and seized monies. 2. The decrease in Receivables in 2016 reflects a more accurate estimate based on the 30 June 2014 outcome, which indicates that the number of outstanding debtors has decreased. 3. The increase in Other financial assets reflects a more accurate estimate based on the 30 June 2014 outcome, which primarily relates to an increase in accrued revenue. 4. The increase in Inventories reflects a more accurate estimate based on the 30 June 2014 outcome, which primarily relates to an increase in the value of inventory held at the uniform store and forensic laboratories.
Police and Emergency Management 157 5. The increase in Property, plant and equipment and Reserves reflects anticipated increases due to asset revaluations. 6. The increase in Infrastructure reflects funding for the Emergency Services Computer Aided Dispatch System and Upgrade Police Housing. 7. The increase in Heritage and cultural assets is due to the recognition of the Department's heritage assets as a separate item. Previously these had been included under Property, plant and equipment. 8. The decrease in Intangibles relates to the accumulated depreciation on the Trunk Mobile Radio Network Digital Upgrade capital payment. 9. The decrease in Other assets reflects a more accurate estimate based on the 30 June 2014 outcome, which primarily relates to a decrease in prepayments. 10. The increase in Payables reflects a more accurate estimate of the liability based on the 30 June 2014 outcome. 11. The amount for Interest bearing liabilities reflects the estimated balance of the loan for pre-2014 Voluntary Targeted Employment Separation Arrangements after repaying the principal and interest. 12. The decrease in Employee benefits in 2016 reflects anticipated movements in long service leave and accrued salaries. 13. The increase in Other liabilities reflects a more accurate estimate based on the 30 June 2014 outcome, which primarily relates to cost adjustments to accrued salaries. 14. The increase in Other equity reflects the absence of property disposals in 2014-15.
158 Police and Emergency Management Table 7.14: Statement of Cash Flows 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Cash flows from operating activities Cash inflows Appropriation receipts - recurrent1 183 841) 196 211) 198 514) 206 379) 210 425) Appropriation receipts - capital2 500) 12 140) 9 630) ....) ....) Grants3 4 147) 2 654) 2 654) 2 654) 2 654) Sales of goods and services4 2 360) 1 844) 1 844) 1 844) 1 844) GST receipts 6 100) 6 200) 6 200) 6 200) 6 200) Other cash receipts5 9 060) 11 504) 11 133) 10 045) 10 046) Total cash inflows 206 008) 230 553) 229 975) 227 122) 231 169)
Cash outflows Employee benefits1 (139 961) (150 704) (152 469) (158 568) (161 594) Superannuation1 (14 803) (16 269) (16 350) (17 059) (17 393) Borrowing costs6 (122) (39) ....) ....) ....) GST payments (6 100) (6 200) (6 200) (6 200) (6 200) Grants and subsidies7 (2 297) (2 823) (2 108) (1 219) (1 219) Supplies and consumables (39 641) (40 291) (41 113) (41 971) (42 658) Other cash payments (2 406) (2 126) (2 105) (2 105) (2 105) Total cash outflows (205 330) (218 452) (220 345) (227 122) (231 169)
Net cash from (used by) operating activities 678) 12 101) 9 630) ....) ....)
Cash flows from investing activities Payments for acquisition of non-financial assets2 (500) (12 640) (9 630) ....) ....) Net cash from (used by) investing activities (500) (12 640) (9 630) ....) ....)
Cash flows from financing activities Net borrowings8 ....) (1 904) ....) ....) ....) Net cash from (used by) financing activities ....) (1 904) ....) ....) ....)
Net increase (decrease) in cash and cash equivalents held 178) (2 443) ....) ....) ....)
Cash and deposits at the beginning of the reporting period 36) 4 194) 1 751) 1 751) 1 751) Cash and deposits at the end of the reporting period 214) 1 751) 1 751) 1 751) 1 751)
Police and Emergency Management 159 Notes: 1. The increases in Appropriation receipts - recurrent, Employee benefits and Superannuation reflect the election commitment Rebuilding the Police Service and the impact of the 27th pay in 2015-16 (refer to Chapter 1 of this Budget Paper for further information). 2. The increases in Appropriation receipts - capital and Payments for acquisition of non-financial assets reflect funding for the Large Vessel Replacement, Emergency Services Computer Aided Dispatch System and Upgrade Police Housing. 3. The decrease in Grants in 2015-16 reflects the funding cycle associated with the Australian Government National Partnership Payments for Disaster Resilience. 4. The decrease in Sales of goods and services reflects a reduction in anticipated revenue associated with National Criminal History Record Checks. 5. The increase in Other cash receipts reflects the recognition of revenue from clients including Aurora Energy Pty Ltd, Hydro Tasmania and Tas Networks Pty Ltd for the use of the Trunk Mobile Radio Network. 6. The decrease in Borrowing costs in 2015-16 reflects the reduction in the remaining principal associated with pre-2014 Voluntary Targeted Employment Separation Arrangements. 7. The movements in Grants and subsidies in 2015-16 and across the Forward Estimates primarily reflect the funding cycle associated with the Australian Government National Partnership Payments for Disaster Resilience. 8. The decrease in Net borrowings in 2015-16 reflects the anticipated repayment of the loan associated with pre-2014 Voluntary Targeted Employment Separation Arrangements.
Table 7.15: Statement of Cash Flows - Administered 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Cash flows from operating activities Cash inflows Sales of goods and services 232) 237) 242) 247) 253) Fees and fines1 500) 500) 1 000) 900) 500) Total cash inflows 732) 737) 1 242) 1 147) 753)
Cash outflows Transfers to the Consolidated Fund1 (732) (737) (1 242) (1 147) (753) Total cash outflows (732) (737) (1 242) (1 147) (753)
Net increase (decrease) in cash and cash equivalents held ....) ....) ....) ....) ....)
Cash and deposits at the beginning of the reporting period ....) ....) ....) ....) ....) Cash and deposits at the end of the reporting period ....) ....) ....) ....) ....)
Note: 1. The increase in Fees and fines in 2016-17 reflects the firearms licence renewal cycle, which occurs every three and five years, and the latest renewal trends. The increase is also reflected in the Transfers to the Consolidated Fund.
160 Police and Emergency Management 8 DEPARTMENT OF PREMIER AND CABINET
AGENCY OUTLINE
The Department of Premier and Cabinet is a central agency of the Tasmanian State Government. The Department is responsible to the Premier, Minister for Sport and Recreation and Minister for Aboriginal Affairs, Hon Will Hodgman MP; the Minister for Planning and Local Government, Hon Peter Gutwein MP; the Minister for Environment, Parks and Heritage, Hon Matthew Groom MP; the Minister for Women, Hon Jacquie Petrusma MP and the Minister for Information Technology and Innovation, Hon Michael Ferguson MP. The Department also supports the Parliamentary Secretary to the Premier, Guy Barnett MP.
The Department provides a broad range of services to Cabinet, other members of Parliament, Government agencies and the community. The Department works closely with the public sector, the community, local government, the Australian Government and other state and territory governments.
The Department also provides administrative support to the Office of the Governor, the Tasmanian Community Fund and the ANZAC Day Trust which are separately accountable and report directly to Parliament.
This chapter provides the Department's financial information for 2015-16 and over the Forward Estimates period (2016-17 to 2018-19). Further information on the Department is provided at www.dpac.tas.gov.au.
Premier and Cabinet 161 KEY DELIVERABLES
Table 8.1 provides a summary of the Budget and Forward Estimate allocations for the key deliverables within the Department.
Table 8.1: Key Deliverables Statement 2015-16) 2016-17) 2017-18) 2018-19) ) Forward) Forward) Forward) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000)
Burnie Pool Project 2 000 250 …. …. Burnie Tennis Courts 250 …. …. …. Clarence - Construction of Purpose-Built Gymnastics Centre 250 …. …. …. Community Participation and Appeals Program 130 130 130 130 Emergency Food Relief Distribution 300 300 300 300 Food Vans - Additional Support 60 60 …. …. Hobart and Glenorchy City Business Districts 500 …. …. …. Hobart Pedestrian Bridge 2 000 3 000 1 800 …. Hockey Tasmania Facility Upgrade 300 300 …. …. Kingborough Twin Ovals - Upgrade 199 …. …. …. Kingston Beach - Foreshore Redevelopment 125 …. …. …. Meander Valley - Blackstone Heights Pedestrian Walkways 300 …. …. …. Men's Sheds Support 185 185 …. …. North West Sports Carnival Series 150 150 150 …. Our Watch 22 22 22 22 Physical Disability Sports Development 38 38 …. …. Returned and Services League Support 100 100 …. …. Silverdome - Maintenance 500 …. …. …. Silverdome - Operating Support 556 …. …. …. Small Grants for Returned and Services League (RSL) Clubs 100 100 …. …. Snug to Margate Trail Project - New Walk - Cycleway 300 …. …. …. Somerset CBD - Redevelopment and Upgrade of Amenities 250 …. …. …. St George's Church, Battery Point - Renovation and Repairs 50 50 …. …. St Helens Netball Centre 250 …. …. …. Trail Bike Riding - Diversion Program 40 40 40 …. Trail Bike Riding - Education Program 10 10 10 …. Water Safety - Local Government 50 50 …. …. Water Safety - Surf Life Saving Clubs 100 100 100 …. Water Safety - Volunteer Marine Rescue 50 50 50 …. Westbury Recreation ground - Upgrade of Facilities 150 …. …. …. Windmill Point - Recreational Facilities …. 100 …. …. YNOT Tasmanian Youth Conference Assistance 40 …. …. ….
162 Premier and Cabinet Burnie Pool Project
Funding of $3 million has been allocated to the $8 million Burnie Pool Project to match the $3 million provided by the Australian Government and the $2 million provided by the Burnie City Council. On completion, the project will provide Burnie with an Aquatic Centre encompassing a new indoor 25 metre learn-to-swim pool that can be used all year round by schools, swimming clubs and surf life saving clubs. It will also fund refurbishment of the existing 50 metre pool. Funding of $2 million will be provided in 2015-16, following on from $750 000 in 2014-15, with $250 000 allocated in 2016-17.
Burnie Tennis Courts
The Burnie Tennis Centre is one of the North West region's key sporting facilities. Additional funding of $250 000 in 2015-16 is a contribution towards the re-surfacing of the courts which will cost $1 million. Burnie Council, the Burnie Tennis Club and Tennis Australia are also contributing. A contribution is also being sought from the Australian Government. This investment will assist in the retention of the Burnie International Tennis competition held annually in February to follow on from the Australian Open.
Clarence - Construction of Purpose-Built Gymnastics Centre
Funding of $500 000 has been allocated over two years commencing in 2014-15 for the construction of a purpose built gymnastic centre in the Clarence local government area. The project is a joint initiative of the Clarence Gymnastics Association and the Citywide Baptist Church which owns the land. Funding of $250 000 in 2015-16 will finalise the Government's funding commitment.
Community Participation and Appeals Program
The Community Participation and Appeals Program will provide support for significant community events and charitable appeals. The aim of the program is to build social cohesion and participation by supporting significant community and cultural events and to facilitate the Government's contribution to raising funds for significant community appeals.
Emergency Food Relief Distribution
The Government recognises the valuable role that emergency food relief providers play in distributing donated fresh and non-perishable food through local community networks. In 2014 the Government undertook a review of emergency food relief in the State to assess the demand, social value and the costs and benefits of its continued investment. The Government has acted to ensure food security for vulnerable Tasmanians continues, and will provide $1.2 million in additional funding over the Budget and Forward Estimates period for food redistribution services.
Food Vans - Additional Support
Funding of $180 000 has been allocated over three years commencing in 2014-15 for support and to extend the reach of mobile food vans currently operating in Hobart, Launceston and Devonport. Funding of $60 000 will be provided in 2015-16 following on from $60 000 in 2014-15, with $60 000 allocated in 2016-17.
Premier and Cabinet 163 Hobart and Glenorchy City Business Districts
Funding of $1 million has been allocated over two years commencing in 2014-15 for the newly created Business District Revitalisation Fund for the greater Hobart area including the northern suburbs. The Hobart and Glenorchy City Councils are using this funding to invest in improving public spaces with the aim of increasing visitor numbers to the business districts and generating local economic growth. Funding of $500 000 in 2015-16 will finalise the Government's funding commitment.
Hobart Pedestrian Bridge
The Australian Government has guaranteed $8 million from the ANZAC Centenary Public Fund for the construction of a pedestrian walkway linking the Cenotaph in Hobart with the Soldiers Memorial Avenue. The Public Fund is made up of donations from the Australian business community and public that will be used for projects of state and national significance during the Centenary of ANZAC period.
Funding from the Public Fund will be made available over the next three financial years as the level of donations allows for payments to be made. The Tasmanian Government will underwrite the cost of the walkway's construction to ensure it will be completed during the Centenary of World War One commemorations. The walkway is part of the broader redevelopment of the Queen's Domain that is being managed by the Hobart City Council. Two other projects - the installation of the Flame of Remembrance ($300 000) and the finalisation of the redevelopment of the Soldiers Memorial Avenue ($1.1 million) - have already received funds from the Public Fund.
Hockey Tasmania Facilities Upgrade
Hockey Tasmania's current facilities in Hobart and Launceston require the replacement of artificial turf to ensure Tasmania can continue to bid for and secure national and international hockey tournaments and continue providing facilities for junior hockey development. Funding of $300 000 per annum has been allocated in 2015-16 and in 2016-17 to replace turf at both hockey centres.
Kingborough Twin Ovals - Upgrade
Funding of $398 000 has been allocated over two years commencing in 2014-15 to ensure that the Kingborough Twin Ovals meet AFL standards. The funds will be used to install coaches boxes and seating and under-cover areas to accommodate spectators and visitors. Funding of $199 000 in 2015-16 will finalise the Government's funding commitment.
Kingston Beach - Foreshore Redevelopment
Funding of $250 000 has been allocated over two years commencing in 2014-15 to redevelop the Kingston Beach foreshore in partnership with the Kingborough Council. The funds will be used to improve footpaths and access to the Beach and provide more open spaces, landscaped areas, seating, and improved amenities such as showers. Funding of $125 000 in 2015-16 will finalise the Government's funding commitment.
164 Premier and Cabinet Launch the Tasmanian Climate Change Action Plan (365 Day Plan)
The Government is committed to sensible and practical measures to reduce emissions, increase energy efficiency and adapt to the projected impacts of climate change. The Department's Tasmanian Climate Change Office is currently developing a Climate Change Action Plan, to be released by the end of 2015. The Action Plan will focus on opportunities to leverage Tasmania's climate advantage to create jobs and boost economic growth, and practical actions to manage risks from climate change.
Meander Valley - Blackstone Heights Pedestrian Walkways
Funding of $300 000 has been allocated in 2015-16 to increase pedestrian safety at Blackstone Heights in partnership with the Meander Valley Council. A 1.5 kilometre pedestrian footpath will be installed when the Council undertakes substantial reshaping and resurfacing of the road, as well as drainage works and regrading of residential driveways.
Men's Sheds Support
Funding of $555 000 has been allocated over three years commencing in 2014-15 to provide additional support to the Tasmania Men's Shed Association and to Men's Sheds around Tasmania. Funding of $185 000 will be provided in 2015-16 following on from $185 000 in 2014-15, with a further $185 000 allocated in 2016-17.
North West Sports Carnival Series
Funding of $600 000 has been allocated over four years commencing in 2014-15 to the Sports Carnival Association of Tasmania to ensure the viability of the Carnival series for the North West Coast. The Carnival series is significant as it provides opportunities for the community to be actively involved as a participant or as a spectator and the region benefits from the associated economic activity. Funding of $150 000 will be provided in 2015-16 following on from $150 000 in 2014-15, with a further $150 000 per annum allocated for 2016-17 and 2017-18.
Our Watch
This additional funding will support Tasmania's membership of Our Watch. Our Watch is a Foundation which has been established to drive nationwide change in the culture, behaviour and attitudes that lead to violence against women and children.
The Government is strongly committed to addressing family violence and providing support to those that it impacts. In addition to the new funding of $800 000 provided in the 2015-16 Budget for additional support for the prevention of family violence (for Our Watch and the implementation of reforms to improve the effectiveness of the response to family violence - through the Department of Justice), the Government currently provides estimated direct expenditure of over $16 million annually across the Departments of Health and Human Services; Police and Emergency Management; Justice; Education; and Premier and Cabinet to provide services directly aimed at dealing with family violence. Furthermore, estimated annual funding in excess of $24 million across the Departments of Health and Human Services and Education is made available to provide services that deal with family violence, such as social worker support in schools, the sexual assault service and family support services.
Premier and Cabinet 165 Physical Disability Sports Development
Funding of $114 000 has been allocated over three years commencing in 2014-15 to Physical Disability Sports Tasmania to assist those athletes with physical disabilities to try various sports and participate regularly, while also providing pathways for those who wish to compete at a state, interstate and international/Paralympic level. Funding of $38 000 will be provided in 2015-16 following on from $38 000 in 2014-15, with a further $38 000 allocated in 2016-17.
Resetting the Relationship with the Tasmanian Aboriginal Community (365 Day Plan)
The Government will reset its relationship with the Tasmanian Aboriginal community to achieve greater understanding and respect between Tasmanian Aboriginal people and non-Aboriginal Tasmanians in a way that acknowledges Aboriginal history and culture. The Government will work with the Aboriginal community to identify actions in key areas, including recognition of Aboriginal people, connection to country and culture, and closing the gap on disadvantage. Areas for potential action already identified include consideration of further dual place names, discussions on land return and exploring joint land management, consideration of constitutional recognition and supporting Aboriginal tourism enterprises in Tasmania.
While the consultation process is underway, the Government will not preempt the level of funding to be provided for resulting initiatives out of respect for the Aboriginal community and the process. Announcements of Government support will be made in due course.
Returned and Services League (RSL) Support
Funding of $300 000 has been allocated over three years, commencing in 2014-15, to the Returned and Services League (Tasmania Branch) to support its ongoing operations and meet the increased needs of the ex-serving community. Funding of $100 000 will be provided in 2015-16 following on from $100 000 in 2014-15, with a further $100 000 allocated in 2016-17.
Silverdome - Maintenance
The Silverdome is a key sporting and community asset located in the Launceston local government area that is responsible for hosting a wide range of events. Such a facility requires continuous investment to ensure that it remains compliant with workplace health and safety regulations and is fit for purpose. The Government is assessing the maintenance requirements on an annual basis and has allocated $500 000 in 2015-16 to continue the maintenance program.
Silverdome - Operating Support
The Silverdome contains a purpose built velodrome that supports the Tasmanian Institute of Sport's elite cycling program.
The venue has the ability to be used for multiple purposes, including sporting, community and entertainment events, and revenue earned from these activities is used to offset the Silverdome's running costs. Ongoing Government funding is however, still required.
In 2015-16 the Government will be exploring revenue raising opportunities for the Silverdome to allow a greater proportion of its running costs to be met from external sources.
166 Premier and Cabinet Small Grants for Returned and Services League (RSL) Clubs
Funding of $300 000 has been allocated over three years, commencing in 2014-15, to establish the Teddy Sheean Memorial Grant Program and administer the provision of small grants for capital works in service organisations and clubs. Funding of $100 000 will be provided in 2015-16 following on from $100 000 in 2014-15, with a further $100 000 allocated in 2016-17.
Snug to Margate Trail Project - New Walk - Cycleway
Funding of $360 000 has been allocated over two years to the Kingborough Council, commencing with $60 000 provided in 2014-15, to develop a shared trail from Snug to Margate. The remaining $300 000 of the funding has been allocated in 2015-16 to finalise the Government's funding commitment. This Project will give these communities a new scenic and sealed pathway for walking, riding and running.
Somerset CBD - Redevelopment and Upgrade of Amenities
Funding of $250 000 has been allocated in 2015-16 to assist the Waratah-Wynyard Council to begin a progressive upgrade of amenities and infrastructure in Wragg Street and other redevelopment projects to reinvigorate Somerset. The projects to be undertaken by the Council will be determined through its ongoing community consultation.
St George's Church, Battery Point - Renovation and Repairs
Funding of $150 000 has been allocated over three years, commencing in 2014-15, for the renovation and repairs program for the St George's Church at Battery Point. Funding of $50 000 will be provided in 2015-16 following on from $50 000 in 2014-15, with a further $50 000 allocated in 2016-17.
St Helens Netball Centre
Funding of $250 000 has been allocated in 2015-16 for the construction of a Netball Centre at St Helens to provide a hub for sports and the community. The Tasmanian Government funding contribution will be matched by the Break O'Day Council.
Trail Bike Riding - Diversion Program
Funding of $160 000 has been allocated over four years, commencing in 2014-15, to establish a fund to assist with the cost of public liability insurance and licence fees for individuals and groups who wish to develop trail bike facilities to provide a safe and legal environment for trail bike riding away from private and public residences. Funding of $40 000 will be provided in 2015-16 following on from $40 000 in 2014-15, with a further $40 000 per annum allocated in 2016-17 and 2017-18.
Trail Bike Riding - Education program
Funding of $40 000 has been allocated over four years commencing in 2014-15 for the development and undertaking of an aggressive social and print media awareness campaign to educate trail bike riders on where they can legally ride in Tasmania, and promote the take up of alternatives such as mountain bike riding. Funding of $10 000 will be provided in 2015-16 following on from $10 000 in 2014-15, with a further $10 000 per annum allocated in 2016-17 and 2017-18.
Premier and Cabinet 167 Volunteering Tasmania
Volunteering and recognising volunteers is a priority for the government. Strategies to increase and sustain volunteering by Tasmanians are critical to the future social and economic prosperity of the State.
In recognition of the crucial role that Volunteering Tasmania performs in supporting skills for volunteers and economic development in Tasmania, the Government is this year recognising it as the Peak Body for volunteering in Tasmania. A total of $260 000 per annum will be provided to Volunteering Tasmania, comprising $90 000 per annum in base funding and an additional $170 000 per annum being provided to Volunteering Tasmania to undertake specific projects that progress volunteering in the State. This support represents a strategic investment for Volunteering Tasmania to allow it to continue to build social capital and contribute to the economy.
Water Safety - Local Government
Funding of $150 000 has been allocated over three years commencing in 2014-15 for the establishment of a Water Safety Fund to assist local government in implementing initiatives and services to address water safety concerns in their respective municipalities. Funding of $50 000 will be provided in 2015-16 following on from $50 000 in 2014-15, with a further $50 000 allocated in 2016-17.
Water Safety - Surf Life Saving Clubs
There are 14 surf life saving clubs across the State operating under the Surf Life Saving Clubs banner. These clubs provide free life saving services on Tasmanian beaches, as well as water safety education and training and a variety of surf life saving sports and recreational programs. Additional funding of $400 000 has been allocated over four years commencing in 2014-15 to Surf Life Saving Tasmania to offset increasing operational and program costs. Funding of $100 000 will be provided in 2015-16 following on from $100 000 in 2014-15, with a further $100 000 per annum allocated in 2016-17 and 2017-18.
Water Safety - Volunteer Marine Rescue
Funding of $200 000 has been allocated over four years commencing in 2014-15 for Volunteer Marine Rescue units to provide critical inland, inshore and offshore search and rescue services in Tasmania. Funding of $50 000 will be provided in 2015-16 following on from $50 000 in 2014-15, with a further $50 000 per annum allocated in 2016-17 and 2017-18.
Westbury Recreation Ground - Upgrade of Facilities
Funding of $150 000 has been allocated in 2015-16 for the redevelopment of facilities at the Westbury Recreation Ground. The redevelopments at the ground include new change rooms, toilet amenities and storage facilities.
Women on Boards Strategy 2015-19 (365 Day Plan)
The Women on Boards Strategy 2015-19, to be released in June 2015, will help address the gender imbalance of membership of government boards and committees. The revised Women on Boards Strategy will place a strong emphasis on the Tasmanian Government leading by example in appointing more women to board positions.
168 Premier and Cabinet YNOT Tasmanian Youth Conference Assistance
Funding of $40 000 has been allocated in 2015-16 to assist the Youth Network of Tasmania (YNOT) with organisation of the Tasmanian Youth Conference in 2015-16 and 2016-17.
OUTPUT RESTRUCTURE
From 1 July 2015, the management of the day-to-day operations of Service Tasmania shops and Tasmania Online will transfer to the Department of Premier and Cabinet from the Department of Primary Industries, Parks, Water and Environment and Department of Education respectively. All services formerly delivered by lead agencies responsible for Service Tasmania shops, telephone services and Service Tasmania Online will be merged into Output 3.2 Management and Ongoing Development of Service Tasmania.
A new Output 6.5 Women's Policy has been created that is the responsibility of the Minister for Women for 2015-16 and over the Forward Estimates period.
The responsibility for Outputs 3.1 Information and Communications Technology (ICT) Policy Development and Implementation and 3.3 Delivery of IT Services has been assigned to the Minister for Information Technology and Innovation in this year's Budget papers.
With the transfer of the responsibility for Sport and Recreation and Service Tasmania shop operations and Tasmania Online into the Department a review of overhead allocations across all outputs was undertaken during 2014-15. As a result of this review there have been significant adjustments to output budgets while in aggregate the change has had no budget impact for the Department. The overhead allocation for the Department is correctly reflected in each output budget in accordance with the output methodology and provides improved accountability and transparency.
OUTPUT INFORMATION
Outputs of the Department of Premier and Cabinet are provided under the following Output Groups:
• Output Group 1 - Support for Executive Decision Making;
• Output Group 2 - Government Processes and Services;
• Output Group 3 - Electronic Services for Government Agencies and the Community;
• Output Group 4 - State Service Management;
• Output Group 5 - Security and Emergency Management;
• Output Group 6 - Communities, Sport and Recreation; and
• Output Group 7 - Local Government.
Table 8.2 provides an Output Group Expense Summary for the Department.
Premier and Cabinet 169 Table 8.2: Output Group Expense Summary 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Premier
Output Group 1 - Support for Executive Decision Making 1.1 Strategic Policy and Advice1 6 139) 3 888) 4 055) 4 053) 4 128) 6 139) 3 888) 4 055) 4 053) 4 128) Output Group 2 - Government Processes and Services 2.1 Management of Executive Government Processes2 5 199) 5 413) 5 364) 5 337) 5 441) 2.2 Principal and Subordinate Legislation 3 237) 3 433) 3 288) 3 204) 3 262) 2.3 Tasmanian Government Courier 671) 637) 660) 668) 682) 2.4 Corporate Support to Ministerial and Parliamentary Offices and the Office of the Governor2 1 699) 2 285) 2 358) 2 361) 2 395) 10 806) 11 768) 11 670) 11 570) 11 780) Output Group 3 - Electronic Services for Government Agencies and the Community 3.2 Management and Ongoing Development of Service Tasmania3 16 135) 16 154) 16 049) 16 391) 16 772) 16 135) 16 154) 16 049) 16 391) 16 772) Output Group 4 - State Service Management 4.1 State Service Employment and Management 4 461) 4 155) 3 803) 4 277) 5 424) 4 461) 4 155) 3 803) 4 277) 5 424) Output Group 5 - Security and Emergency Management 5.1 Security and Emergency Management2 511) 775) 748) 738) 751) 511) 775) 748) 738) 751) Output Group 6 - Community, Sport and Recreation 6.1 Community Development - Policy Advice and Ongoing Community Development4 6 676) 9 652) 9 580) 9 301) 9 647) 6.3 Veterans' Affairs5 931) 2 543) 3 547) 2 151) 354) 7 607) 12 195) 13 127) 11 452) 10 001)
Grants and Subsidies 6 249) 6 405) 6 585) 6 769) 6 959)
Capital Investment Program 250) 250) 250) 250) 250)
170 Premier and Cabinet Table 8.2: Output Group Expense Summary (continued) 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Minister for Environment, Parks and Heritage
Output Group 1 - Support for Executive Decision Making 1.2 Climate Change 1 480) 1 363) 1 404) 1 395) 1 422) 1 480) 1 363) 1 404) 1 395) 1 422)
Minister for Sport and Recreation
Output Group 6 - Community, Sport and Recreation 6.4 Sport and Recreation6 31 512) 12 198) 8 579) 8 980) 7 183) 31 512) 12 198) 8 579) 8 980) 7 183)
Grants and Subsidies 500) 500) 500) 500) 500)
Minister for Planning and Local Government
Output Group 7 - Local Government 7.1 Local Government7 3 647) 3 183) 1 790) 1 791) 1 827) 3 647) 3 183) 1 790) 1 791) 1 827)
Minister for Aboriginal Affairs
Output Group 6 - Community, Sport and Recreation 6.2 Office of Aboriginal Affairs8 972) 1 080) 1 021) 1 037) 1 051) 972) 1 080) 1 021) 1 037) 1 051)
Minister for Women
Output Group 6 - Community, Sport and Recreation 6.5 Women's Policy9 ....) 499) 510) 522) 532) ....) 499) 510) 522) 532)
Premier and Cabinet 171 Table 8.2: Output Group Expense Summary (continued) 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Minister for Information Technology and Innovation
Output Group 3 - Electronic Services for Government Agencies and the Community 3.1 Information and Communications Technology (ICT) Policy Development and Implementation 1 300) 1 263) 1 301) 1 313) 1 339) 3.3 Delivery of IT Services10 30 300) 28 101) 27 060) 27 699) 28 958) 31 600) 29 364) 28 361) 29 012) 30 297)
TOTAL 121 869) 103 777) 98 452) 98 737) 98 877)
Notes: 1. The decrease in Strategic Policy and Advice in 2015-16 reflects the reallocation of overhead costs across Outputs which were predominately funded from this Output. 2. The increase in Management of Executive Government Processes, Corporate Support to Ministerial and Parliamentary Offices and the Office of the Governor and Security and Emergency Management in 2015-16 reflects the reallocation of overhead costs that were previously funded from Output 1.1 Strategic Policy and Advice. 3. The 2014-15 Budget comparative figures presented for this Output have been adjusted to reflect the transfer of Service Tasmania from the Department of Primary Industries, Parks, Water and Environment to the Department of Premier and Cabinet. Accordingly, the 2014-15 figures will differ from those published in the 2014-15 Budget. 4. The increase in Community Development - Policy Advice and Ongoing Community Development in 2015-16 reflects the centralisation of the Department's grants programs and staff who manage the programs, the reallocation of overhead costs that were previously funded from Output 1.1 Strategic Policy and Advice and budget initiatives offset by the transfer of funds for Output 6.5 Women's Policy. 5. The increase in Veterans' Affairs is primarily due to funding for the Hobart Pedestrian Bridge and the reallocation of overhead costs that were previously funded from Output 1.1 Strategic Policy and Advice. 6. The decrease in Sport and Recreation is due to a one-off grant of $15 million in 2014-15 for the redevelopment of Blundstone Arena, the funding profile for 2014-15 and 2015-16 reflecting time-limited election commitments and centralisation of the Department's grants programs and staff who manage the programs. 7. The decrease in Local Government is due to the funding profile for 2014-15 and 2015-16 reflecting time-limited election commitments, offset by the reallocation of overhead costs that were previously funded from Output 1.1 Strategic Policy and Advice. 8. The increase in Office of Aboriginal Affairs in 2015-16 is primarily due to the reallocation of overhead costs that were previously funded from Output 1.1 Strategic Policy and Advice. 9. The increase in Women's Policy is due to the creation of Output 6.5 in 2015-16 from funds transferred from Output 6.1 - Community Development - Policy Advice and Ongoing Community Development. 10. The decrease in Delivery of IT Services is due to negotiated reductions in supplier contracts for services, reductions in employee costs for non-core business activities and the expected completion of the Modern Communications Project.
172 Premier and Cabinet Output Group 1: Support for Executive Decision Making
1.1 Strategic Policy and Advice
This Output assists the Government to achieve its vision for Tasmania by providing high quality policy services to the Premier and Cabinet. DPAC's Policy Division leads and supports the development and implementation of whole-of-government processes and policies. It also manages and coordinates intergovernmental relations, including Tasmania's 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.
1.2 Climate Change
This Output facilitates the activities of the Tasmanian Climate Change Office, which coordinates the development and implementation of government policy and initiatives relating to reducing Tasmania's greenhouse gas emissions and adapting to the impacts of climate change.
Table 8.3: Performance Information - Output Group 1 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure Measure Actual Actual Target Target
Strategic policy and advice Percentage of Cabinet Advisories that are submitted to the Cabinet Office on time % 85 88 90 90 Selected policy outputs must meet the minimum benchmark as measured against agreed quality standards % 80 92 93 95 Satisfaction of key clients with delivery of policy services as measured by survey1 % na 87 88 88
Climate change 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 standards % 77 92 93 95 Satisfaction of key clients with delivery of policy services as measured by survey1 % na 100 100 100
Note: 1. New performance measure introduced for 2013-14.
Premier and Cabinet 173 Output Group 2: Government Processes and Services
2.1 Management of Executive Government Processes
This Output provides administrative support for Executive Government bodies such as Cabinet and the Executive Council, management of machinery of government matters, coordination of State protocol, management of communications policy and advice and other Executive Government processes.
2.2 Principal and Subordinate Legislation
This Output provides a legislative drafting service for new legislation and amendments to existing legislation, advice on legislative matters, an up-to-date electronic database of Tasmanian legislation and is responsible for printing Gazettes and legislation. This Output is provided by the Office of Parliamentary Counsel.
2.3 Tasmanian Government Courier
This Output includes a courier service providing incoming and outgoing mail facilities to government and regional offices.
2.4 Corporate Support to Ministerial and Parliamentary Offices and the Office (of the Governor
This Output provides the financial, human resources, information systems, records and property management services to support the Ministerial and Parliamentary offices, the Office of the Governor and other Outputs of the Department.
Table 8.4: Performance Information - Output Group 2 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure Measure Actual Actual Target Target
Management of Executive Government processes Number of meetings of Cabinet supported Number 47 41 46 46 Number of meetings of Executive Council supported Number 23 23 23 23 Number of official visits to Tasmania managed Number 16 13 13 17 Number of official functions organised Number 10 6 8 8 Average percentage of services delivered to specified quality standards % 99 99 >95 >95
Principal and subordinate legislation Number of hits per year on the Tasmanian legislation Number website (EnAct) (million) 12 18 20 20
Tasmanian Government courier Number of daily deliveries/collections Number 358 358 358 358 Percentage change of delivery costs1 % na (8.6) ≤GOE ≤GOE Percentage of mail received within Tasmania at the intended destination within a 24 hour period % na 96 >95 >95
174 Premier and Cabinet Note: 1. The percentage change of the cost per delivery/collection point is ≤ indexation of general operating expenses (GOE).
Output Group 3: Electronic Services for Government (((((((((((((((((((((Agencies and the Community
3.1 Information and Communications Technology Policy Development and (Implementation
This Output provides 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.
3.2 Management and Ongoing Development of Service Tasmania
This Output develops new services and manages the delivery of customer service to the Tasmanian community through Service Tasmania's service centres, the Integrated Tasmanian Government Contact Centre and Service Tasmania Online. This Output is provided by Service Tasmania.
3.3 Delivery of IT Services
This Output facilitates delivery of information and communications technology services across Government, including wide area networking, internet, whole-of-government directory services, data centre facilities, fixed and mobile telephony, mobile data, IT system hosting and support, email and unified communications, human resource systems and business reporting. This Output is provided by the Telecommunications Management Division (TMD).
Table 8.5: Performance Information - Output Group 3 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure Measure Actual Actual Target Target
Information and communications technology (ICT) policy development and implementation Number of unique visits to eGovernment website Number 38 276 37 985 40 000 40 000 Selected ICT policy outputs must meet the minimum benchmark as measured against agreed quality standards1,2 % na na 80 80 Satisfaction of key clients with delivery of ICT policy services as measured by survey2 % na 82 83 83
Management and ongoing development of Service Tasmania Number of services provided over the counter by Service Tasmania Number 574 599 600 600 Number of bill payment services provided over the phone by Service Tasmania Number 40 38 40 40
Premier and Cabinet 175 Table 8.5: Performance Information - Output Group 3 (continued) Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure Measure Actual Actual Target Target
Number of bill payment services provided over the Internet by Service Tasmania Number 40 38 40 40 Percentage of calls from the public answered by the Integrated Government Contact Centre within 20 seconds % 80 84 85 85 Number of calls answered by the Integrated Government Contact Centre2 Number 238 700 229 389 290 000 420 000 Percentage of customers satisfied or very satisfied with their most recent contact with Service Tasmania3 % na 92 92 92 Satisfaction of key clients with delivery of policy services as measured by survey3 % na 92 92 92 Customer satisfaction - transactions through Service Tasmania shops resulting in a formal complaint4 % .002 .003 .003 .003
Delivery of information and telecommunications technology services Number of fixed telephone services5 Number 27 027 27 905 25 000 25 000 Number of mobile telephone and data services Number 11 541 11 203 11 000 11 000 Number of broadband connection services Number 1 031 1 028 1 000 1 000 Number of remote access connection services Number 5 378 5 658 6 000 6 000 Number of Wi-Fi access points6 Number na 2 825 3 000 3 000 Number of Government email boxes6 Number na 37 475 35 000 35 000 Number of Government business reports produced6 Number na 496 627 500 000 500 000 Number of Government payment summaries produced6 Number na 37 643 37 000 37 000 Total percentage of customer calls resolved within agreed service level agreements % 96 95 95 95 Number of customers using TMD Finance One hosting services6 Number na 4 5 5
Notes: 1. The selection process used in 2012-13 and 2013-14 did not allow a sufficient sample size to be assessed for this measure to be meaningful. The scope of the data collection was expanded in 2014-15 to include a broader range of ICT policy outputs. 2. A project is currently underway to transfer the Transport Enquiry Service (TES) from the Department of State Growth. The new service will be fully operational from 1 July 2015 and is expected to receive approximately 130 000 calls per annum. 3. New performance measure introduced for 2013-14. 4. New performance measure which has been transferred from the Department of Primary Industries, Parks, Water and Environment. A review of performance measures for Service Tasmania will be undertaken in 2015-16. 5. 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. 6. New performance measure introduced in 2014-15.
176 Premier and Cabinet Output Group 4: State Service Management
4.1 State Service Employment and Management
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 provision of high quality policy advice on 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, work health, safety and wellbeing and central vacancy management; and
• workforce development - facilitating ongoing development of the workforce to build and enhance its capabilities through workforce planning, leadership and management programs, and through training, education and development delivered and/or managed through The Training Consortium.
Table 8.6: Performance Information - Output Group 4 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure Measure Actual Actual Target Target
State Service employment and management Workforce reform projects1 Number 2 2 2 2 Workforce management and relations projects1 Number 2 2 2 2 Workforce development projects1 Number 3 3 3 3 The Training Consortium (TTC) events Number 373 259 300 250 Participants in TTC programs2,3 Number 6 035 3 850 2 500 2 000 Participants in ANZSOG leadership programs4 Number 103 36 20 3 Proportion successfully completing external % leadership programs 95 97 90 90 Finalised wage agreements in force5 Number 14 17 16 20
Notes: 1. Workforce activities relate to projects under the Key Priority Areas of the SSMO Business Plan. 2. In 2012-13 TTC ran a number of unplanned programs on behalf of member organisations resulting in an additional 2 400 registrations for that period. 3. The reduced target for 2015-16 reflects a greater focus on courses in key priority areas and reflects agencies delivering more in-house programs often facilitated by TTC. 4. Figures up to 2014-15 included the Public Sector Management Program previously administered by SSMO and ANZSOG. 5. This measure relates to wage agreements in force. In addition, a number of non-wage agreements and industrial awards are in force.
Premier and Cabinet 177 Output Group 5: Security and Emergency Management
5.1 Security and Emergency Management
This Output provides policy advice to the Tasmanian Government regarding prevention, preparedness and recovery arrangements for natural hazards and security related threats. This Output is provided by the Office of Security and Emergency Management (OSEM).
Table 8.7: Performance Information - Output Group 5 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure Measure Actual Actual Target Target
Security and emergency management Selected policy outputs must meet the minimum benchmark as measured against agreed quality standards1 % na 81 82 82 Satisfaction of key clients with delivery of policy services as measured by survey1 % na 87 88 88
Note: 1. New performance measure introduced in 2013-14.
Output Group 6: Communities, Sport and Recreation
6.1 Community Development - Policy Advice and Ongoing Community (((((Development
This Output focuses on building individual and community capacity and increasing participation in community life and the economy.
The Output supports: Aboriginal people; children and young people; migrants and refugees; people with disabilities; women; seniors; veterans; volunteers; and the lesbian, gay, bisexual, transgender and intersex community. It aims to build the capacity of Tasmanians to work together in addressing common interests.
6.2 Office of Aboriginal Affairs
The Office of Aboriginal Affairs (OAA) is responsible for developing, implementing and overseeing policies and 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.
178 Premier and Cabinet OAA assists the Tasmanian Aboriginal community to improve social, cultural and economic outcomes, and to promote greater understanding and acceptance of 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.
6.3 Veterans' Affairs
This Output 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 and Teddy Sheean Memorial 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.
6.4 Sport and Recreation
This Output contributes to a range of Tasmanian Government health, economic and social policies through development of opportunities to encourage widespread Tasmanian participation in physical activity, sport and active recreation. This includes a focus on increasing physical activity, supporting the provision of appropriate sport and active recreation infrastructure, developing the sport and active recreation sector and providing the best possible opportunities for Tasmania's elite athletes.
6.5 Women's Policy
This Output contributes to the development and implementation of policy for the prevention of and response to family violence, coordinates whole-of-government work on family violence and promotes opportunities for women's leadership, recognition, and economic and social participation. This is achieved by coordinating policy positions across government and providing informed advice on women's policy related issues to the Premier and Minister for Women. This Output coordinates the Tasmanian Women's Council, which provides advice to Government on implementation of the Tasmanian Women's Plan and administers the Tasmanian Honour Roll of Women.
Premier and Cabinet 179 Table 8.8: Performance Information - Output Group 6 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure Measure Actual Actual Target Target
Representation of women on Government boards and committees % 35 34 35 36 Selected policy outputs must meet the minimum benchmark as measured against agreed quality standards1 % na 83 90 90 Satisfaction of key Government agency stakeholders with policy development processes as measured by survey2 % na 97 98 98
Total number of new Seniors Cards and new Companion Cards issued New Seniors Cards issued Number 7 401 7 128 7 500 7 500 New Companion Cards issued Number 180 203 200 200
Total number of new businesses registered with the Seniors Card program and number of new Companion Card affiliates registered New Seniors Card program business partners3 Number 96 117 70 70 Number of new business, venues, events affiliated with the Companion Card program Number 4 2 5 5
Number of Aboriginal people issued licences to practise cultural activities including hunting, fishing and gathering cultural activities4 Number 93 50 91 95 Number of Aboriginal identified positions in the State Service that are filled by Aboriginal people or Torres Strait Islanders5 Number 62 66 61 65
Percentage of applicants satisfied with public grants program administration6 % na 92 95 95
Tasmanian regular participation rate in any physical % of activity7 population na 26.5 na na Percentage of Tasmanians over the age of 18 who are physically active for at least 30 minutes on at least % of five days of the week8 population na na na 27 Performance of Tasmanian athletes at benchmark international sporting events9 Number 15 22 15 17
Notes: 1. New performance measure introduced in 2013-14. 2. Data from surveys conducted with key Tasmanian Government stakeholders in 2013 and 2014 in relation to their satisfaction with the policy consultation and development process.
180 Premier and Cabinet 3. No recruitment campaign for new business partners will be undertaken in 2014-15. 4. An increase in licences issued in 2014-15 and 2015-16 is due to the cultural mutton birding season being declared for Fort Direction for 2015. 5. The number of Aboriginal people occupying Identified positions in the State Service is expected to decrease in 2014-15 due to the overall reduction in State Services employees. 6. Data from survey sent to applicants of grants administered by the Communities, Sport and Recreation Tasmania Output Group. 7. Data for the measure has been derived from the Australian Bureau of Statistics release Participation in Sport and Physical Recreation, Australia (Cat.No.4177.0). This performance measure represents the percentage of the Tasmanian population aged 15 years and over who regularly participated in physical activity for exercise, recreation or sport at least three times weekly. The data release was in February 2015 for 2013-14. 8. The data for this measure will be derived from the National Health Survey released every three years (2015, 2018 and 2021). 9. This performance measure represents the number of Tasmanian Institute of Sport athletes that achieved finals and/or top eight results at benchmark international sporting events.
Output Group 7: Local Government
7.1 Local Government
This Output coordinates the activities of the Local Government Division. The Division contributes to the wellbeing of local communities through promoting a sustainable and vibrant local government sector and supporting the strong collaborative relationships between the Tasmanian 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; providing executive support to the Local Government Board; and other forms of engagement between the Tasmanian Government and local government.
This Division is also currently engaged in a process to consider ways to improve the effectiveness and efficiency of local government by working collaboratively with councils to model options for voluntary amalgamations and strategic resource sharing.
Table 8.9: Performance Information - Output Group 7 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure Measure Actual Actual Target Target
Local government Number of formal face-to-face visits with councils to discuss current issues Number 41 36 40 40 Selected policy outputs must meet the minimum benchmark as measured against agreed quality standards1 % na 81 85 85 Satisfaction of key clients with delivery of policy services as measured by survey1 % na 89 88 88
Note: 1. New performance measure introduced in 2013-14.
Premier and Cabinet 181 CAPITAL INVESTMENT PROGRAM
Table 8.10 provides financial information for the Department's Capital Investment Program. For more information on the Capital Investment Program, see chapter 6 of The Budget in Budget Paper No 1.
Table 8.10: Capital Investment Program Estimated) 2015-16) 2016-17) 2017-18) 2018-19) Total) Forward) Forward) Forward) Cost) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Minister for Sport and Recreation Silverdome - Maintenance 500) 500) ....) ....) ....)
Premier Integrated Tasmanian Government Contact Centre (ITGCC) 560) 555) 5) ....) ....) Service Tasmania Shops Capital Investment Ongoing) 250) 250) 250) 250)
Total CIP Allocations 1 305) 255) 250) 250)
Silverdome - Maintenance
The Silverdome is a key sporting and community asset located in the Launceston local government area that is responsible for hosting a wide range of events. This Project provides funding for upgrades to ensure that the Silverdome complex remains compliant with workplace health and safety regulations.
Integrated Tasmanian Government Contact Centre (ITGCC)
Members of the Tasmanian community are able to contact the Government through the Integrated Tasmanian Government Contact Centre (ITGCC) on its one telephone number to obtain assistance, information and resources, or to obtain contact details for relevant Tasmanian Government staff or departments. The aims of the ITGCC Project are to improve customer service delivery, making it easier for Tasmanians to conduct their business with Government over the telephone and to ensure that Government contact centre services are cost effective and sustainable for the future. This funding will be used to procure a suitable ICT solution for deployment in the existing ITGCC managed and operated by Service Tasmania.
Service Tasmania Shops Capital Investment
The Capital Investment Program allocation provides for a refurbishment and upgrades program for Service Tasmania shops and for the regular replacement and/or upgrade of essential Service Tasmania related technology and infrastructure.
182 Premier and Cabinet DETAILED BUDGET STATEMENTS
Table 8.11: Statement of Comprehensive Income 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget1) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Revenue and other income from transactions Appropriation revenue - recurrent2 74 490) 59 572) 54 875) 54 530) 51 798) Appropriation revenue - works & services3 1 099) 756) 255) 250) 250) Other revenue from government4 265) 725) ....) ....) ....) Grants5 ....) 79) 79) 79) 79) Sales of goods and services6 35 461) 32 308) 33 113) 33 937) 36 603) Other revenue7 2 399) 1 978) 1 978) 1 979) 1 978) Total revenue and other income from transactions 113 714) 95 418) 90 300) 90 775) 90 708)
Expenses from transactions Employee benefits8 46 112) 47 138) 46 837) 47 706) 49 463) Depreciation and amortisation 1 485) 973) 898) 745) 919) Supplies and consumables9 35 992) 32 233) 30 887) 31 597) 33 131) Grants and subsidies2 27 894) 16 736) 12 934) 11 558) 8 042) Other expenses10 4 137) 292) 311) 362) 363) Total expenses from transactions 115 620) 97 372) 91 867) 91 968) 91 918)
Net result from transactions (net operating balance) (1 906) (1 954) (1 567) (1 193) (1 210)
Net result (1 906) (1 954) (1 567) (1 193) (1 210)
Other economic flows - other non-owner changes in equity Other movements taken directly to equity 30 029) (1 592) ....) ....) ....) Total other economic flows - other non-owner changes in equity 30 029) (1 592) ....) ....) ....)
Comprehensive result 28 123) (3 546) (1 567) (1 193) (1 210)
Notes: 1. The 2014-15 Budget comparative figures presented in this Table have been adjusted to reflect the transfer of Service Tasmania from the Department of Primary Industries, Water and Environment (DPIPWE) to the Department of Premier and Cabinet (DPAC). Accordingly, the 2014-15 figures for this Department will differ from those published in the 2014-15 Budget. 2. The decrease in Appropriation revenue - recurrent and Grants and subsidies in 2015-16 is due to a one-off grant of $15 million in 2014-15 for the redevelopment of Blundstone Arena and the funding profile for 2014-15 and 2015-16 reflecting time-limited election commitments, offset by Budget initiatives for 2015-16.
Premier and Cabinet 183 3. The movement in Appropriation revenue - works & services reflects funding provided for the Integrated Tasmanian Government Contact Centre (ITGCC) and the Silverdome. 4. Other revenue from government in 2015-16 reflects the level of funding expected to be carried forward under section 8A(2) of the Public Accounts Act 1986 from 2014-15 for the ITGCC and a small number of election commitments. 5. The increase in Grants in 2015-16 reflects the recognition of the funds for Australia Day grants. 6. The decrease in Sales of goods and services in 2015-16 reflects a decrease in revenue collected by the Office of Parliamentary Counsel, TMD and The Training Consortium. 7. The decrease in Other revenue in 2015-16 reflects the projected decrease in Silverdome trust fund revenue. 8. The increase in Employee benefits in 2015-16 reflects the reallocation of operational costs of the ITGCC from Other expenses. 9. The decrease in Supplies and consumables in 2015-16 reflects the impact of savings strategies required to be implemented in the 2014-15 Budget. 10. The decrease in Other expenses in 2015-16 reflects the reallocation of operational costs of the ITGCC to Employee benefits and Supplies and consumables.
Table 8.12: Statement of Comprehensive Income - Administered 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Revenue and other income from transactions Appropriation revenue - recurrent 6 249) 6 405) 6 585) 6 769) 6 959) Total revenue and other income from transactions 6 249) 6 405) 6 585) 6 769) 6 959)
Expenses from transactions Grants and subsidies 6 249) 6 405) 6 585) 6 769) 6 959) Total expenses from transactions 6 249) 6 405) 6 585) 6 769) 6 959)
Net result from transactions (net operating balance) ....) ....) ....) ....) ....)
Net result ....) ....) ....) ....) ....)
Comprehensive result ....) ....) ....) ....) ....)
184 Premier and Cabinet Table 8.13: Revenue from Appropriation by Output 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Premier
Output Group 1 - Support for Executive Decision Making 1.1 Strategic Policy and Advice1 6 228) 3 932) 3 927) 4 012) 4 088) 6 228) 3 932) 3 927) 4 012) 4 088) Output Group 2 - Government Processes and Services 2.1 Management of Executive Government Processes 4 533) 4 728) 4 474) 4 553) 4 650) 2.2 Principal and Subordinate Legislation 2 795) 2 760) 2 730) 2 794) 2 852) 2.3 Tasmanian Government Courier 672) 646) 653) 669) 683) 2.4 Corporate Support to Ministerial and Parliamentary Offices and the Office of the Governor2 1 159) 1 758) 1 761) 1 799) 1 833) 9 159) 9 892) 9 618) 9 815) 10 018) Output Group 3 - Electronic Services for Government Agencies and the Community 3.2 Management and Ongoing Development of Service Tasmania3,4 12 482) 12 986) 12 835) 13 137) 13 397) 12 482) 12 986) 12 835) 13 137) 13 397) Output Group 4 - State Service Management 4.1 State Service Employment and Management2 2 508) 3 085) 3 099) 3 163) 3 219) 2 508) 3 085) 3 099) 3 163) 3 219) Output Group 5 - Security and Emergency Management 5.1 Security and Emergency Management2 512) 776) 724) 739) 752) 512) 776) 724) 739) 752) Output Group 6 - Community, Sport and Recreation 6.1 Community Development - Policy Advice and Ongoing Community Development5 6 351) 9 688) 9 435) 9 299) 9 440) 6.3 Veterans' Affairs6 931) 2 543) 3 547) 2 151) 354) 7 282) 12 231) 12 982) 11 450) 9 794)
Capital Investment Program 799) 256) 255) 250) 250)
Recurrent Services3 38 171) 42 902) 43 185) 42 316) 41 268) Works and Services 799) 256) 255) 250) 250) 38 970) 43 158) 43 440) 42 566) 41 518)
Premier and Cabinet 185 Table 8.13: Revenue from Appropriation by Output (continued) 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Minister for Environment, Parks and Heritage
Output Group 1 - Support for Executive Decision Making 1.2 Climate Change 1 479) 1 374) 1 364) 1 393) 1 420) 1 479) 1 374) 1 364) 1 393) 1 420)
Recurrent Services 1 479) 1 374) 1 364) 1 393) 1 420) 1 479) 1 374) 1 364) 1 393) 1 420)
Minister for Sport and Recreation
Output Group 6 - Community, Sport and Recreation 6.4 Sport and Recreation7 28 515) 8 809) 5 282) 5 678) 3 881) 28 515) 8 809) 5 282) 5 678) 3 881)
Grants and Subsidies 500) 500) 500) 500) 500)
Capital Investment Program 300) 500) ....) ....) ....)
Recurrent Services 29 015) 9 309) 5 782) 6 178) 4 381) Works and Services 300) 500) ....) ....) ....) 29 315) 9 809) 5 782) 6 178) 4 381)
Minister for Planning and Local Government
Output Group 7 - Local Government 7.1 Local Government8 3 645) 3 224) 1 749) 1 791) 1 827) 3 645) 3 224) 1 749) 1 791) 1 827)
Recurrent Services 3 645) 3 224) 1 749) 1 791) 1 827) 3 645) 3 224) 1 749) 1 791) 1 827)
186 Premier and Cabinet Table 8.13: Revenue from Appropriation by Output (continued) 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Minister for Aboriginal Affairs
Output Group 6 - Community, Sport and Recreation 6.2 Office of Aboriginal Affairs9 901) 1 006) 1 022) 1 038) 1 052) 901) 1 006) 1 022) 1 038) 1 052)
Recurrent Services 901) 1 006) 1 022) 1 038) 1 052) 901) 1 006) 1 022) 1 038) 1 052)
Minister for Women
Output Group 6 - Community, Sport and Recreation 6.5 Women's Policy10 ....) 499) 510) 522) 532) ....) 499) 510) 522) 532)
Recurrent Services ....) 499) 510) 522) 532) ....) 499) 510) 522) 532)
Minister for Information Technology and Innovation
Output Group 3 - Electronic Services for Government Agencies and the Community 3.1 Information and Communications Technology (ICT) Policy Development and Implementation 1 279) 1 258) 1 263) 1 292) 1 318) 1 279) 1 258) 1 263) 1 292) 1 318)
Recurrent Services 1 279) 1 258) 1 263) 1 292) 1 318) 1 279) 1 258) 1 263) 1 292) 1 318)
Department of Premier and Cabinet Total Recurrent Services3 74 490) 59 572) 54 875) 54 530) 51 798) Total Works and Services 1 099) 756) 255) 250) 250) 75 589) 60 328) 55 130) 54 780) 52 048)
Reserved by Law Tasmanian Community Fund (Tasmanian Community Fund Act 2005) 6 249) 6 405) 6 585) 6 769) 6 959) 6 249) 6 405) 6 585) 6 769) 6 959)
Premier and Cabinet 187 Table 8.13: Revenue from Appropriation by Output (continued) 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Appropriation Carried Forward 265) 725) ....) ....) ....)
Total Revenue from Appropriation 82 103) 67 458) 61 715) 61 549) 59 007)
Controlled Revenue from Appropriation3 75 854) 61 053) 55 130) 54 780) 52 048) Administered Revenue from Appropriation 6 249) 6 405) 6 585) 6 769) 6 959) 82 103) 67 458) 61 715) 61 549) 59 007)
Notes: 1. The decrease in Strategic Policy and Advice in 2015-16 reflects the reallocation of overhead costs across Outputs which were predominately funded from this Output. 2. The increase in Corporate Support to Ministerial and Parliamentary Offices and the Office of the Governor, State Service Employment and Management and Security and Emergency Management in 2015-16 reflects the reallocation of overhead costs that were previously funded from Output 1.1 Strategic Policy and Advice. 3. The 2014-15 Budget comparative figures presented in this Table have been adjusted to reflect the transfer of Service Tasmania from the Department of Primary Industries, Parks, Water and Environment (DPIPWE) to the Department of Premier and Cabinet (DPAC). Accordingly, the 2014-15 figures will differ from those published in the 2014-15 Budget. 4. The increase in Management and Ongoing Development of Service Tasmania is due to the transfer of funds from DPIPWE for corporate support previously provided by DPIPWE. 5. The increase in Community Development - Policy Advice and Ongoing Community Development in 2015-16 reflects the centralisation of the Department's grants programs, the reallocation of overhead costs that were previously funded from Output 1.1 Strategic Policy and Advice and Budget initiatives offset by the transfer of funds for Output 6.5 Women's Policy. 6. The increase in Veterans' Affairs is primarily due to funding for the Hobart Pedestrian Bridge and the reallocation of overhead costs that were previously funded from Output 1.1 Strategic Policy and Advice. 7. The decrease in Sport and Recreation is due to the funding profile for 2014-15 and 2015-16 reflecting time-limited election commitments and centralisation of the Department's grants programs and staff who manage the programs. 8. The decrease in Local Government is due to the funding profile for 2014-15 and 2015-16 reflecting time-limited election commitments, offset by the reallocation of overhead costs that were previously funded from Output 1.1 Strategic Policy and Advice. 9. The increase in Office of Aboriginal Affairs is primarily due to the reallocation of overhead costs that were previously funded from Output 1.1 Strategic Policy and Advice. 10. The increase in Women's Policy is due to the creation of Output 6.5 in 2015-16 from funds transferred from Output 6.1 - Community Development - Policy Advice and Ongoing Community Development.
188 Premier and Cabinet Table 8.14: Administered Revenue 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Revenue from Appropriation Reserved by Law 6 249) 6 405) 6 585) 6 769) 6 959)
Total Administered Revenue 6 249) 6 405) 6 585) 6 769) 6 959)
Table 8.15: Administered Expenses 2014-15] 2015-16] 2016-17] 2017-18] 2018-19] ) ) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Grants and Subsidies Tasmanian Community Fund 6 249) 6 405) 6 585) 6 769) 6 959)
Total Administered Expenses 6 249) 6 405) 6 585) 6 769) 6 959)
Premier and Cabinet 189 Table 8.16: Statement of Financial Position as at 30 June 2015) 2016) 2017) 2018) 2019) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Assets Financial assets Cash and deposits1 8 442) 4 719) 4 414) 3 870) 3 003) Receivables 2 776) 2 363) 2 278) 2 193) 2 108) Other financial assets 2 370) 2 581) 2 628) 2 675) 2 722) 13 588) 9 663) 9 320) 8 738) 7 833) Non-financial assets Inventories 2) ....) ....) ....) ....) Property, plant and equipment 31 368) 31 418) 31 080) 30 640) 30 363) Infrastructure2 763) 1 210) 1 168) 1 136) 1 104) Intangibles3 233) 428) 394) 400) 549) Other assets4 2 626) 3 250) 3 289) 3 328) 3 367) 34 992) 36 306) 35 931) 35 504) 35 383)
Total assets 48 580) 45 969) 45 251) 44 242) 43 216)
Liabilities Payables4 2 464) 3 677) 3 718) 3 759) 3 800) Provisions 521) 442) 442) 442) 442) Employee benefits5 9 591) 11 571) 12 356) 12 476) 12 596) Other liabilities6 2 433) 1 915) 1 938) 1 961) 1 984) Total liabilities 15 009) 17 605) 18 454) 18 638) 18 822)
Net assets (liabilities) 33 571) 28 364) 26 797) 25 604) 24 394)
Equity Contributed capital7 30 029) (1 592) (1 592) (1 592) (1 592) Reserves ....)) 5 156) 5 156) 5 156) 5 156) Accumulated funds 3 542) 24 800) 23 233) 22 040) 20 830) Total equity 33 571) 28 364) 26 797) 25 604) 24 394)
Notes: 1. The decrease in Cash and deposits in 2016 reflects the rollout of the Modern Communications Project and a decrease in cash receipts for the Office of Parliamentary Counsel and TMD based on projected reductions in revenue. 2. The increase in Infrastructure in 2016 reflects estimated capital purchases associated with the ITGCC and Silverdome projects. 3. The increase in Intangibles in 2016 reflects revised estimates by TMD. 4. The increases in Other assets and Payables in 2016 reflect revised estimates based on the 30 June 2014 actuals. 5. The increase in Employee benefits in 2016 is due to the transfer of Service Tasmania from DPIPWE to DPAC. 6. The decrease in Other liabilities in 2016 reflects revised estimates based on the 30 June 2014 actuals.
190 Premier and Cabinet 7. The decrease in Contributed capital in 2016 reflects the net impact of the transfer of Service Tasmania from DPIPWE.
Table 8.17: Statement of Cash Flows 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget1) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Cash flows from operating activities Cash inflows Appropriation receipts - recurrent2 74 490) 59 572) 54 875) 54 530) 51 798) Appropriation receipts - capital3 1 099) 756) 255) 250) 250) Grants4 ....) 79) 79) 79) 79) Sales of goods and services5 35 522) 32 369) 33 174) 33 998) 36 664) GST receipts 4 442) 4 442) 4 442) 4 442) 4 442) Other cash receipts6 2 399) 1 978) 1 978) 1 979) 1 978) Total cash inflows 117 952) 99 196) 94 803) 95 278) 95 211)
Cash outflows Employee benefits7 (41 291) (42 600) (41 131) (42 535) (44 134) Superannuation7 (4 689) (5 055) (4 921) (5 051) (5 209) GST payments (4 442) (4 442) (4 442) (4 442) (4 442) Grants and subsidies8 (27 894) (16 736) (12 934) (11 558) (8 042) Supplies and consumables9 (36 001) (32 242) (30 896) (31 606) (33 140) Other cash payments10 (4 129) (290) (309) (360) (361) Total cash outflows (118 446) (101 365) (94 633) (95 552) (95 328)
Net cash from (used by) operating activities (494) (2 169) 170) (274) (117)
Cash flows from investing activities Payments for acquisition of non-financial assets (1 238) (1 975) (475) (270) (750) Equity injections and cashflows from restructuring11 1 259) 707) ....) ....) ....) Net cash from (used by) investing activities 21) (1 268) (475) (270) (750)
Net increase (decrease) in cash and cash equivalents held (473) (3 437) (305) (544) (867)
Cash and deposits at the beginning of the reporting period 8 915) 8 156) 4 719) 4 414) 3 870) Cash and deposits at the end of the reporting period 8 442) 4 719) 4 414) 3 870) 3 003)
Notes: 1. The 2014-15 Budget comparative figures presented in this Table have been adjusted to reflect the transfer of Service Tasmania from the Department of Primary Industries, Water and Environment (DPIPWE) to the Department of Premier and Cabinet (DPAC). Accordingly, the 2014-15 figures for this Department will differ from those published in the 2014-15 Budget.
Premier and Cabinet 191 2. The decrease in Appropriation receipts - recurrent in 2015-16 is due to a one-off grant of $15 million in 2014-15 for the redevelopment of Blundstone Arena and the funding profile for 2014-15 and 2015-16 reflecting time-limited election commitments offset by Budget initiatives for 2015-16. 3. The movement in Appropriation receipts - capital reflects funding provided for the Integrated Tasmanian Government Contact Centre (ITGCC) and the Silverdome. 4. The increase in Grants in 2015-16 reflects the recognition of the funds for Australia Day grants. 5. The decrease in Sales of goods and services in 2015-16 reflects a decrease in revenue collected by the Office of Parliamentary Counsel, TMD and The Training Consortium. 6. The decrease in Other cash receipts in 2015-16 reflects the projected decrease in Silverdome trust fund revenue. 7. The increases in Employee benefits and Superannuation in 2015-16 reflect the reallocation of operational costs of the ITGCC from Other expenses and the impact of the 27th pay in 2015-16 (refer to Chapter 1 of this Budget paper for further information). 8. The decrease in Grants and subsidies in 2015-16 is due to a one-off grant of $15 million in 2014-15 for the redevelopment of Blundstone Arena and the funding profile for 2014-15 and 2015-16 reflecting time-limited election commitments that do not carry beyond the Forward Estimates period. 9. The decrease in Supplies and consumables in 2015-16 reflects the impact of savings strategies required to be implemented in the 2014-15 Budget. 10. The decrease in Other cash payments in 2015-16 reflects reallocation of operational costs of the ITGCC to Employee benefits and Supplies and consumables. 11. The decrease in Equity injections and cash flows from restructuring is due to the transfer of Service Tasmania shops and operations to the Department.
Table 8.18: Statement of Cash Flows - Administered 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Cash flows from operating activities Cash inflows Appropriation receipts - recurrent 6 249) 6 405) 6 585) 6 769) 6 959) Total cash inflows 6 249) 6 405) 6 585) 6 769) 6 959)
Cash outflows Grants and subsidies (6 249) (6 405) (6 585) (6 769) (6 959) Total cash outflows (6 249) (6 405) (6 585) (6 769) (6 959)
Net increase (decrease) in cash and cash equivalents held ....) ....) ....) ....) ....)
Cash and deposits at the beginning of the reporting period ....) ....) ....) ....) ....) Cash and deposits at the end of the reporting period ....) ....) ....) ....) ....)
192 Premier and Cabinet 9 DEPARTMENT OF PRIMARY INDUSTRIES, PARKS, WATER AND ENVIRONMENT
AGENCY OUTLINE
The Department of Primary Industries, Parks, Water and Environment is responsible for the sustainable management, sensible development, promotion, use and protection of the State's natural resources and cultural heritage, for the benefit of the Tasmanian community.
The Department's objectives are to:
• improve access to, and condition of, Tasmania's natural resources;
• promote and facilitate sensible and sustainable development within Tasmania's natural assets;
• help to grow Tasmania's primary industries and food sectors;
• ensure a healthy environment for all Tasmanians;
• sustainably manage Tasmania's national parks and reserve system;
• support the recognition, protection and management of Tasmania's Aboriginal heritage;
• support the recognition, protection and management of Tasmania's historic heritage;
• build on and protect the Tasmanian brand credentials;
• maintain the security of land tenure in Tasmania;
• provide ready access to accurate and meaningful land and resource information; and
• drive the integrity and animal welfare priorities of the racing industry.
The Department reports to the Minister for Primary Industries and Water, and the Minister for Racing, Hon Jeremy Rockliff MP and the Minister for Environment, Parks and Heritage, Hon Matthew Groom MP.
This chapter provides the Department's financial information for 2015-16 and the Forward Estimates period (2016-17 to 2018-19). Further information on the Department is provided at www.dpipwe.tas.gov.au.
Primary Industries, Parks, Water and Environment 193 KEY DELIVERABLES
Table 9.1 provides a summary of the Budget and Forward Estimate allocations for key deliverables within the Department.
Table 9.1: Key Deliverables Statement 2015-16 2016-17 2017-18 2018-19 Forward Forward Forward Budget Estimate Estimate Estimate
Arthur Pieman Tracks 150 150 ...... Ben Lomond Ski Patrol 15 15 ...... Cultivating Prosperity in Agriculture Policy - Implementation 1 795 1 540 1 275 .... Development of Woolmers Estate Visitor Centre 438 438 438 .... Dip Falls Bridge 70 ...... Highfield House 430 ...... Increasing Biosecurity Capability 1 000 1 000 …. …. Increasing Biosecurity Services with Detector Dog Teams 500 500 500 500 Industry development contribution to the Tasmanian Abalone Council Ltd 200 200 200 200 Inland Fisheries Office on North West Coast 40 40 40 40 Matching industry contribution to the Fisheries Research and Development Corporation 350 350 350 350 Meander Falls Access Bridges 450 ...... Parks High Priority Maintenance and Infrastructure 4 000 4 000 …. …. Racing Integrity 230 230 230 230 Rock Lobsters Policy - Implementation 115 100 100 .... Royal Tasmanian Botanical Gardens General Infrastructure 100 ...... South Coast Track 1 000 250 250 .... Supporting a World Class Tasmanian Fisheries and Seafood Sector - Implementation Tasmanian Shellfish Quality Assurance Program 200 200 ...... IMAS Research Funding 167 167 166 .... Tasmanian Forests Agreement - Resource Management 3 500 3 500 3 500 3 500 Three Capes Track 10 525 ...... Three Capes Track - Additional 2 500 1 000 500 .... West Coast Trails Projects 880 ......
Arthur Pieman Tracks
The Government will invest $300 000 to undertake rehabilitation and erosion protection works in the Arthur-Pieman Conservation Area.
194 Primary Industries, Parks, Water and Environment Ben Lomond Ski Patrol
Ben Lomond is the State's premier ski field and requires the services of a ski patrol. This initiative is funding a midweek ski patroller for the Ben Lomond Ski Patrol.
Public consultation for the new draft Tasmanian Wilderness World Heritage Area Management Plan (365 Day Plan)
Public consultation has been completed with a large number of representations being received reflecting the level of community interest in the management of the Tasmanian Wilderness World Heritage Area. The Director of National Parks and Wildlife will now consider and review all representations to provide advice and recommendations to the Tasmanian Planning Commission (TPC). The TPC may hold public hearings on the representations and will develop a report for consideration by the Minister for Environment, Parks and Heritage. The Minister will recommend a final management plan to the Governor for approval.
Cultivating Prosperity in Agriculture Policy - Implementation
This major set of initiatives is collectively supporting Agrivision 2050, which is directed towards the long-term growth of the Tasmanian agricultural sector. Some initiatives are being delivered by or in cooperation with other agencies. The initiatives (which commenced in 2014-15) include $2 million to support the enhancement of irrigation benefits; $900 000 to strengthen biosecurity; $1.4 million for additional agricultural research, development and extension and improved farm productivity; $1 million for farm forestry development and improved returns from residues; $885 000 towards skills development and improved farm safety; and $250 000 towards a farmer loan scheme in conjunction with industry. Small grants will support key organisations in the rural community (e.g. Women in Agriculture and Rural Youth Tasmania).
Development of Woolmers Estate Visitor Centre
This initiative, which commenced in 2014-15, is funding the development of a multi-purpose Visitor Centre at Woolmers Estate to present the World Heritage and other historic heritage values of the Brickendon-Woolmers World Heritage Site. The Government's contribution will be matched by private philanthropic contributions as part of a $3.5 million investment.
Dip Falls Bridge
Dip Falls is a Forest Reserve that transferred to the Parks and Wildlife Service in December 2013. The Parks and Wildlife Service is working with the Circular Head Council and the Circular Head Tourism Association to undertake agreed works to improve the visitor experience at the site.
Fuel Reduction Program
This represents the continued implementation of the Government's significant investment in fuel reduction burning to mitigate the risks to people and property posed by wildfire. The project is being funded through the Parks and Wildlife Service, which is working in cooperation with the Tasmania Fire Service, Forestry Tasmania and other agencies, as relevant. It is delivering a tenure-blind, risk-based program of burns to reduce fuel in the areas that pose the greatest risk to the Tasmanian community. The budgeted expenditure is $6.5 million in 2015-16, increasing to $9 million per annum in 2016-17 and 2017-18.
Primary Industries, Parks, Water and Environment 195 Highfield House
Highfield House plays an important part in the economy and tourism sector of the Circular Head region and is increasingly popular as a venue for functions and weddings. This funding will provide for the development of a commercial kitchen to increase the site's capacity as an event venue, as well as essential works to safeguard the structures of the Chapel and the Threshing Barn.
Increasing Biosecurity Capability
The Government has committed $2 million towards the upgrade and development of biosecurity infrastructure and operating systems. The funding will be utilised to upgrade and develop ageing laboratory equipment and information systems; improve the State's post-border biosecurity hygiene infrastructure; and upgrade communications including signage at border entry points.
This commitment will ensure that Tasmania continues to meet its state, national and international diagnostic responsibilities and standards. This funding is in addition to the Government's commitment of $900 000 to strengthen Tasmania's biosecurity protection, which commenced in the 2014-15 State Budget. The improved capabilities will enhance Tasmania's biosecurity system and build on the capability and capacity to protect Tasmania's primary industries, natural environment and social amenity.
Increasing Biosecurity Services with Detector Dog Teams
The Government has committed $500 000 per annum to increase frontline biosecurity services with dog detector teams at border entry points. This initiative will increase the number of detector dogs and handlers where biosecurity risks are identified as being the highest. This funding is in addition to the Government's commitment of $900 000 to strengthen Tasmania's biosecurity protection, which commenced in the 2014-15 Budget. This increase to frontline biosecurity services will enhance Biosecurity Tasmania's capabilities to protect Tasmania's primary industries, natural environment and social amenity from biosecurity risks.
Industry development contribution to the Tasmanian Abalone Council Ltd
This funding is provided to the Tasmanian Abalone Council Ltd to undertake a number of industry development projects to assist with developing new markets, to leverage additional resource sustainability funding from national research funding bodies and to undertake further economic analysis, given changes in the world market over recent years.
Inland Fisheries Office on North West Coast
The Inland Fisheries Service (IFS) faces challenges in the enforcement of its legislation on the North West Coast, particularly in relation to the poaching of whitebait and freshwater lobster. This funding is assisting the IFS to maintain a permanent presence in the area.
Introduce legislation to streamline the process for dam works approval (365 Day Plan)
In accordance with its election commitment, the Government is simplifying and further streamlining the dam works approval process, including abolishing the Assessment Committee for Dam Construction. This will require the passage of an amendment Bill providing for the new dam works approval process. The legislation is expected to commence on 1 January 2016.
196 Primary Industries, Parks, Water and Environment Introduce the Industrial Hemp Bill (365 Day Plan)
The Government is responding to the Inquiry into the Industrial Hemp Industry in Tasmania report. Specific purpose Tasmanian legislation is now being drafted in collaboration with key industry stakeholders. The Bill will establish a sensible and appropriate regulatory framework based on a licensing scheme to be administered by the Department of Primary Industries, Parks, Water and Environment.
Matching industry contribution to the Fisheries Research and Development Corporation
This funding supports matching industry contributions to the Fisheries Research and Development Corporation, leveraging national research funding to support sustainable marine research projects delivered by the Institute of Marine and Antarctic Studies.
Meander Falls Access Bridges
The Government's investment of $500 000 over two years, beginning in 2014-15, will be used to re-establish two-wheel drive access to the Meander Falls Track by replacing two vehicle bridges that were washed away in 2011. Planning and design works are now complete in preparation for construction to be undertaken in 2015-16.
Parks - Expressions of Interest (365 Day Plan)
The Government is committed to allowing exciting new tourism experiences that are complemented by sensitive and appropriate tourism infrastructure. The first round of Expressions of Interest has seen 25 participants invited into Stage Two. This process is being managed jointly between the Department and the Office of the Coordinator-General. Consistent with the Government's 365 Day Plan, a further round of calls for Expressions of Interest is planned for the last quarter of 2015.
Parks High Priority Maintenance and Infrastructure
The Government is committing $8 million over two years aimed at high priority maintenance and infrastructure renewal in Parks and Reserves. The Department will undertake consultation with local councils and other identified stakeholder groups to identify priority asset projects which can improve visitation and community benefit.
Racing Integrity
The Government has committed $230 000 per annum to establish additional integrity positions within the Office of Racing Integrity (formerly Racing Services Tasmania, with the new name to take effect 1 July 2015). The increase in integrity service capabilities will allocate appropriate resources to animal welfare from a policy, education and compliance perspective to ensure there is a robust system within the Tasmanian racing industry. These positions were a recommendation in the Review of Arrangements for Animal Welfare in the Tasmanian Greyhound Racing Industry report by the Chief Veterinary Officer and the Director of Racing.
Primary Industries, Parks, Water and Environment 197 Rock Lobsters Policy - Implementation
This three year funding builds on the success of an existing industry-managed translocation program operating on the West Coast. The expansion will allow the inclusion of the East Coast. The main project is funded for $100 000 a year for three years. The initiative also includes $15 000 in 2015-16 to fund a pilot project by the recreational sector. This initiative aims to increase the biomass of rock lobster on the East Coast to augment the biomass rebuilding strategy.
Royal Tasmanian Botanical Gardens General Infrastructure
The Royal Tasmanian Botanical Gardens is receiving specific funding for the maintenance and improvement of its facilities. The focus is on heritage maintenance works.
South Coast Track
The Government has committed $2 million towards upgrading the South Coast Track (from Melaleuca to Cockle Creek) to improve access to this spectacular natural asset. The funding is being used to upgrade existing infrastructure, complete minor rerouting where the established tracks have become difficult to access, and provide safe access to beach areas. Work to date has included significant planning and design works, and the commencement of construction on new track sections including the Deadmans Bay to Turua Beach section of the Track.
Supporting a World Class Tasmanian Fisheries and Seafood Sector - Implementation
Funding under this initiative is helping to underpin the future of the seafood industry. Remaining commitments over the next three years are $500 000 to the Institute of Marine and Antarctic Studies for salmon industry research, and a further $400 000 to supplement the Tasmanian Shellfish Quality Assurance Program.
Tasmanian Forests Agreement - Resource Management
This funding provides additional recurrent funding to support the increased forest estate in reserves and Crown land that is being managed by the Parks and Wildlife Service, arising from the Tasmanian Forests Agreement process, the commencement of the Forest Management Act 2013 and the Government's new forestry legislation. Three Capes Track
Work on the Three Capes Track will continue in 2015-16. When complete this will be a world class coastal walking experience taking in the dramatic cliff top vistas of the Tasman National Park and will complement other iconic walks such as the Overland Track. The first two stages of the Track are expected to open to the public in November 2015, providing an easy four day/three night experience with hut-based accommodation, commencing with a short boat journey from Port Arthur and finishing at Fortescue Bay via Cape Pillar and Cape Hauy. The walk will support the growth of tourism on the Tasman Peninsula and throughout the State.
198 Primary Industries, Parks, Water and Environment Three Capes Track - Additional
The Government has also committed additional funding of $4 million towards construction of Stage Three of the track which, once completed, will provide access to the third cape, Cape Raoul. The Government is seeking support from the Australian Government to assist in funding the finalisation of Stage Three.
West Coast Trails Projects
The Government committed a total of $1.7 million to three projects over 2014-15 and 2015-16, being the Horsetail Falls Walking Trail, the Mountain Bike Project and the Granite Creek Bridge Replacement. Planning and design for the Horsetail Falls walking trail and dramatic viewing platform project are complete, with works planned to commence in 2015-16. The Mountain Bike Project has seen work largely completed on the Montezuma Falls Trail, Heemskirk Trail and the North East Dundas Trail.
These projects have utilised West Coast labour forces to clear and restore existing old tram lines into a condition suitable for mountain bike use. Construction works for Stage Two of the Mountain Bike Project, on the Heemskirk loop extension, which will involve more technical mountain bike track construction, are planned to commence in the summer of 2015-16. The replacement of the Granite Creek Bridge is now complete.
OUTPUT RESTRUCTURE
In 2014-15, the Department of Primary Industries, Parks, Water and Environment completed an Output structure review and has implemented the following Output restructures as part of the 2015-16 Budget:
• the former Service Tasmania Output within the Department, Output 1.3 Service Tasmania, has been transferred into the existing Service Tasmania Output within the Department of Premier and Cabinet to reflect the consolidation of operations under a single agency to take effect from 1 July 2015. Output Group 1 has also been renamed Land Tasmania;
• the former Output Group 3 Resource Management and Conservation has been renamed Natural and Cultural Heritage and the following changes have been made:
− the former Output 3.2 Conservation of Tasmania's Flora and Fauna has been consolidated into Output 3.1 which has been renamed Resource Management and Conservation from Land Management Services;
− the former Output 9.1 Historic Heritage Services has been transferred to Output Group 3 and becomes Output 3.2 Historic Heritage Services;
− the former Output 9.2 Aboriginal Heritage has been transferred to Output Group 3 and becomes Output 3.3 Aboriginal Heritage; and
− the former Output 9.3 Royal Tasmanian Botanical Gardens has been transferred to Output Group 3 and becomes Output 3.4 Royal Tasmanian Botanical Gardens;
• the former Output 4.2 Water Resource Assessment has been consolidated into Output 4.1 Water Resource Management; and
• the Office of Racing Integrity (formerly Racing Services Tasmania) has been transferred from the Department of State Growth to the Department of Primary Industries, Parks, Water and Environment and becomes Output 9.1 Racing Regulation and Policy under Output Group 9 Racing Regulation and Policy.
Primary Industries, Parks, Water and Environment 199 As detailed above, the former Output Group 9 Heritage and its Outputs have been transferred to Output Group 3 Natural and Cultural Heritage.
OUTPUT INFORMATION
Outputs of the Department of Primary Industries, Parks, Water and Environment are provided under the following Output Groups:
• Output Group 1 - Land Tasmania;
• Output Group 2 - Primary Industries;
• Output Group 3 - Natural and Cultural Heritage;
• Output Group 4 - Water Resources;
• Output Group 5 - Policy;
• Output Group 6 - Biosecurity Tasmania;
• Output Group 7 - Environment Protection and Analytical Services;
• Output Group 8 - Parks and Wildlife Management; and
• Output Group 9 - Racing Regulation and Policy.
Table 9.2 provides an Output Group Expense Summary for the Department of Primary Industries, Parks, Water and Environment.
Performance Measures - Update
During 2014-15, the Department undertook a partial review of the performance measures reported in the Budget chapter, resulting in some changes to performance measures. In some cases the measures were no longer relevant, such as measures tied to completed programs. In most other cases, the information is or will be readily available through the Department's website. Wherever changes have occurred in an Output Group, they are summarised in the first note below the relevant performance information table, and are detailed in the notes specific to the measures concerned.
200 Primary Industries, Parks, Water and Environment Table 9.2: Output Group Expense Summary 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Minister for Primary Industries and Water
Output Group 1 - Land Tasmania1 1.1 Land Titles, Survey and Mapping Services 11 748) 11 358) 11 626) 11 857) 12 066) 1.2 Valuation Services 5 527) 5 143) 5 292) 5 394) 5 500) 17 275) 16 501) 16 918) 17 251) 17 566) Output Group 2 - Primary Industries 2.1 AgriGrowth Tasmania2 7 524) 6 733) 6 584) 6 430) 5 520) 2.2 Marine Resources 10 819) 10 642) 10 820) 10 798) 10 737) 18 343) 17 375) 17 404) 17 228) 16 257) Output Group 4 - Water Resources 4.1 Water Resource Management3 9 195) 8 365) 7 883) 7 908) 7 993) 9 195) 8 365) 7 883) 7 908) 7 993) Output Group 5 - Policy 5.1 Policy Advice4 2 303) 2 046) 2 096) 2 141) 2 181) 2 303) 2 046) 2 096) 2 141) 2 181) Output Group 6 - Biosecurity Tasmania 6.1 Biosecurity5 18 816) 18 991) 19 294) 19 175) 19 278) 6.2 Product Integrity6 2 058) 2 171) 2 221) 2 069) 2 102) 20 874) 21 162) 21 515) 21 244) 21 380)
Grants and Subsidies 6 158) 6 156) 6 156) 6 156) 6 156)
Minister for Environment, Parks and Heritage
Output Group 3 - Natural and Cultural Heritage 3.1 Resource Management and Conservation7 17 961) 15 175) 14 556) 14 353) 14 579) 3.2 Historic Heritage Services8 3 234) 3 384) 3 218) 3 219) 2 834) 3.3 Aboriginal Heritage 1 936) 2 100) 2 078) 2 126) 2 175) 3.4 Royal Tasmanian Botanical Gardens 2 726) 2 684) 2 665) 2 749) 2 828) 25 857) 23 343) 22 517) 22 447) 22 416)
Primary Industries, Parks, Water and Environment 201 Table 9.2: Output Group Expense Summary (continued) 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Output Group 7 - Environment Protection and Analytical Services 7.1 Environmental Management and Pollution Control 14 029) 13 915) 14 162) 14 471) 14 762) 7.2 Analytical Services 4 355) 4 685) 4 832) 4 882) 4 961) 18 384) 18 600) 18 994) 19 353) 19 723) Output Group 8 - Parks and Wildlife Management 8.1 Parks and Wildlife Management9 56 572) 60 784) 60 722) 61 350) 52 958) 8.2 Crown Land Services 11 572) 11 288) 11 451) 11 537) 11 574) 68 144) 72 072) 72 173) 72 887) 64 532)
Grants and Subsidies 3 395) 3 496) 3 629) 3 767) 3 895)
Capital Investment Program10 556) 1 436) 556) 556) 556)
Minister for Racing
Output Group 9 - Racing Regulation and Policy11 9.1 Racing Regulation and Policy 3 380) 3 225) 3 288) 3 367) 3 426) 3 380) 3 225) 3 288) 3 367) 3 426)
Grants and Subsidies 29 231) 29 699) 30 175) 30 175) 30 175)
TOTAL 223 095) 223 476) 223 304) 224 480) 216 256)
Notes: 1. Output 1.3 Service Tasmania has been transferred into the existing Service Tasmania Output within the Department of Premier and Cabinet to take effect from 1 July 2015. The 2015-16 Budget and Forward Estimates are available within chapter 8 of Government Services Budget Paper No 2. 2. The decrease in AgriGrowth Tasmania in 2015-16 reflects the cessation of the Assistance Package to King Island Beef Producers initiative. The decrease in 2018-19 reflects the cessation of the Cultivating Prosperity in Agriculture Policy - Implementation initiative. 3. The decrease in Water Resource Management in 2015-16 and 2016-17 reflects a reduction in Australian Government funding for the Compliance Project under the Water for the Future program. 4. The decrease in Policy Advice in 2015-16 reflects the implementation of 2014-15 Budget Saving Strategies. 5. The increase in Biosecurity in 2015-16 reflects additional funding received for the Increasing Biosecurity Services with Detector Dog Teams initiative and a reassessment of corporate overhead costs to better reflect the provision of expenditure for this Output. This is partially offset by the cessation of the Intensive Animal Farming Industry Development initiative. 6. The increase in Product Integrity in 2015-16 reflects the transfer of funding for the Tasmanian Shellfish Quality Assurance Program from Output 2.2 Marine Resources. The decrease in 2017-18 reflects the cessation of funding for the Tasmanian Shellfish Quality Assurance Program. 7. The decrease in Resource Management and Conservation in 2015-16 reflects the cessation of the Tasmanian Wilderness World Heritage Area Management Plan funding, a reduction in Australian Government funding for the Save the Tasmanian Devil program and a reassessment of corporate overhead costs to better reflect the provision of expenditure for this Output.
202 Primary Industries, Parks, Water and Environment 8. The decrease in Historic Heritage Services in 2018-19 reflects the cessation of the Development of Woolmers Estate Visitor Centre initiative. 9. The increase in Parks and Wildlife Management in 2015-16 is primarily due to an increase in funding for the Fuel Reduction Program. The decrease in 2018-19 reflects the cessation of the Fuel Reduction Program. 10. The increase in Capital Investment Program in 2015-16 reflects additional funding for the West Coast Trails Projects initiative. The decrease in 2016-17 reflects the cessation of the West Coast Trails Projects initiative. 11. Output Group 9 - Racing Regulation and Policy has been transferred to the Department of Primary Industries, Parks, Water and Environment from the Department of State Growth to take effect from 1 July 2015.
Primary Industries, Parks, Water and Environment 203 Output Group 1: Land Tasmania
1.1 Land Titles, Survey and Mapping Services
This Output provides a secure land titling system; an effective policy and legislative framework for land administration; and services that underpin land management and support the development of Tasmania's spatial data infrastructure. This Output also produces, maintains and integrates a wide range of land information data sets, which are easily accessible through the Land Information System Tasmania (LIST) web interface and TASMAP products.
1.2 Valuation Services
This Output provides an authoritative valuation service for Government on acquisition, purchase, sale and rental of property, including quality control of statutory property valuations. Supplementary valuation services for municipal areas in Tasmania are also either undertaken by the Office of the Valuer-General or subcontracted to valuation firms in some instances.
This Output also administers and delivers a uniform and consistent valuation system to support rating and taxing in Tasmania.
Table 9.3: Performance Information - Output Group 1 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure1 Measure Actual Actual Target Target
Quality of Tasmania's land survey and valuation services Complying surveys lodged2 % na na na 90 Objections resulting in an amended valuation3 % 0.46 0.24 <2.00 <2.00
Efficiency of land registration processes Sealed plans lodged under the Early Issue Scheme registered within 10 working days of lodgement of the original plan4 % 92 86 75 80
Accessibility of quality land information to support decision making Number of land related data sets available via the Number of LIST5 data sets 788 880 920 1 020 Number of land related data sets available under open Number of data provisions6 data sets na na na 50
204 Primary Industries, Parks, Water and Environment Table 9.3: Performance Information - Output Group 1 (continued) Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure1 Measure Actual Actual Target Target
Number of total Level of government, industry and public use of LIST requests web service6 '000 na na na 3 000 Number total Level of government, industry and public use of LIST sessions web site6 '000 na na na 800
Notes: 1. Apart from the performance measures relating to Service Tasmania, now moved to the Department of Premier and Cabinet, one measure has been deleted. Of the seven current measures in the Output Group, one is unchanged, two are new and four are modified. 2. This is a new performance measure. The revised Surveyors Act 2002 and Surveyors Regulations 2014 have enabled the Surveyor-General to replace a general audit program with a targeted program. 3. This performance measure represents the percentage of total valuation notices issued in a financial year that have an amended valuation following the lodgement of an objection. It reflects the quality and consistency of valuations completed. The 2013-14 actual has been adjusted from 0.21 to 0.24 per cent to reflect amendments to valuations made as a result of an objection to the issue of a Notice of Valuation. Four applications are yet to be determined for 2012-13. The measure may be adjusted in future reports. 4. The revised wording of this performance measure more accurately describes the activity being assessed. 5. This measure has been retitled. The target for 2015-16 has increased due to the addition of the Oil Response Atlas data. 6. These performance measures are new or have been revised to more accurately capture usage of the redeveloped LIST.
Output Group 2: Primary Industries
2.1 AgriGrowth Tasmania
This Output supports the Government's commitment to grow the value of the agricultural sector in Tasmania tenfold to $10 billion by 2050. It oversees the delivery of Cultivating Prosperity in Agriculture. The majority of the agricultural research, development and extension services delivered via the Tasmanian Institute of Agriculture (TIA) are reflected in this Output.
2.2 Marine Resources
This Output supports the orderly and sustainable development of the Tasmanian marine farming industry and develops and implements management policies and plans for Tasmania's wild fisheries to ensure that both commercial and recreational fishing are sustainable. This Output also includes advice and direction to the Institute of Marine and Antarctic Studies (IMAS) to assist aquaculture and fisheries research.
Primary Industries, Parks, Water and Environment 205 Table 9.4: Performance Information - Output Group 2 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure Measure Actual Actual Target Target
Value of primary industries sector1 Gross value of agricultural and fish production Wild fisheries2 $ million 154.0 154.0 155.0 194 Aquaculture3 $ million 539.9 559.5 589.0 630 Agriculture4 $ million 1 190.3 na 1 300 1 350 Food production value added5 $ million 3 110.2 na 3 300 3 500 Exports of food, agriculture and fisheries Overseas exports6 $ million 514.5 576.5 530.0 620 Interstate food trade7 $ million 1 874.4 na 2 045.0 2 150
Efficiency of fishers' licensing processes Fishers' licensing transaction times8 % completed 95 97 97 95
External funds leveraged from Government investment in primary industries research9 External funds received by TIA10 $ million 10.4 11.0 9.0 9.0 External funds received by IMAS-SMRA (formerly TAFI)11 $ million 8.8 9.1 na 8.3
Accessibility of information to support farmers to run their businesses12 Links to external websites provided via the FarmPoint website Number 780 760 760 760 Level of public use of FarmPoint Pages '000 75 76 75 75
Notes: 1. The first three measures provide information about the gross value of the primary industries sector to the Tasmanian economy. The 2013-14 agricultural data is not yet available. 2. The outcome for 2014-15 is expected to be substantially above the target, due to strong prices and the depreciation of the Australian dollar. However, there remains a high level of uncertainty regarding future beach prices and market conditions for rock lobster and abalone. The target for 2015-16 assumes conformity with long-term production trends and no significant appreciation in the value of the Australian dollar. (Note that targets for this measure are based on the total allowable commercial catches. These are set for the relevant licensing years, which generally do not coincide with the financial year. Similarly, actuals relate to the licensing year ending in the relevant financial year.) 3. The increase in the 2015-16 target reflects continued growth across all aquaculture sectors, in particular the salmonid industry. The figures for 2012-13 and 2013-14 have been revised upwards due to revised information on salmonid production. However, the figure for 2013-14 is an estimate only as the value of shellfish production for that year is yet to be finalised. 4. The 2015-16 target assumes average seasonal conditions and conformity with the long-term trend. 5. This measure is calculated by the Department based on the quantity of agricultural and seafood produce data, sourced from the Australian Bureau of Statistics (ABS) and the Department and in consultation with major food producers such as brewery and dairy manufacturers. The value of production is based on wholesale price estimates and export data. The 2013-14 value for this indicator is not yet available as the sourcing and analysis of additional data results in this measure being subject to a lag.
206 Primary Industries, Parks, Water and Environment 6. This measure is derived from ABS overseas export data and incorporates meat, dairy, fish, and fruit and vegetables. The above-trend growth in exports in 2013-14 reflects depreciation of the Australian dollar and a substantial increase in the value of dairy exports, largely as a result of high commodity prices. The figure for 2012-13 has been revised down slightly (from $520 million) as a result of normal full analysis of all the source data. The impact of the continued depreciation of the Australian dollar was not clear when the 2014-15 target was set. The 2015-16 target assumes conformity with long-term production trends and no significant appreciation in the value of the Australian dollar. 7. The Department produces the Tasmanian Food and Beverage Industry Scorecard, which calculates the net value of interstate trade. It includes the four categories of overseas food exports reported by the ABS together with beverages and confectionery. ABS and industry data are used as the basis for the calculations. ABS data are adjusted to reflect further information gained from the Australian Customs and Border Protection Service. The 2013-14 value for this indicator is not yet available as the sourcing and analysis of additional data results in this measure being subject to a lag. 8. This measure reflects the percentage of transactions completed within three days. 9. The funds received by the Tasmanian Institute of Agriculture (TIA) and the Institute of Marine and Antarctic Studies, Sustainable Marine Research Collaboration Agreement (IMAS-SMRA) are calculated on a calendar year; for example, 2013-14 refers to the total amount of funds received during the 2013 calendar year. These measures exclude the contribution by the University of Tasmania. 10. Leverage is only one measure of the success of the Joint Venture Agreement with TIA. The TIA Strategic Plan 2012-16 identifies the priorities for the Institution, including supporting the Government's vision of increasing the contribution of agriculture to the Tasmanian economy. The slight reduction in the leverage predicted for 2015-16 will still see the funds invested in TIA leveraged at approximately 50 per cent, a substantial return on investment. 11. Minor revisions have been made to the 2012-13 and 2013-14 actuals to reflect accounting improvements. The outcome in any year is difficult to predict and the 2015-16 target is based on averaging recent years' results. 12. The FarmPoint website provides easy access to information required by farmers to run their business.
Output Group 3: Natural and Cultural Heritage
3.1 Resource Management and Conservation
This Output provides for the conservation and sustainable use of Tasmania's natural values and land resources.
It provides for the sustainable management of the State's geoheritage and soils, and supports the administration of Tasmania's Natural Resource Management (NRM) Framework.
This Output develops policy and regulatory frameworks and manages conservation assessment processes to support the sustainable development and conservation of the State's biodiversity. The Output also provides advice on the management, protection and rehabilitation of natural values on public and private land, including voluntary private land conservation programs.
This Output manages the State's wildlife, including game species, and delivers programs to reduce the impacts of browsing animals on primary industries.
3.2 Historic Heritage Services
This Output aims to recognise, protect and ensure the sound statutory management of places of historic cultural heritage of significance to the whole of Tasmania and to facilitate their sustainable use and development. It does this by providing advice on the identification, protection, conservation and promotion of historic cultural heritage, by supporting the Tasmanian Heritage Council to implement the Historic Cultural Heritage Act 1995, and by addressing the needs of heritage property owners, site managers, developers, planning authorities, the private and public sectors and the wider community. It also works to recognise and promote the importance of heritage places and precincts.
Primary Industries, Parks, Water and Environment 207 3.3 Aboriginal Heritage
This Output aims to protect, conserve and promote Tasmania's unique Aboriginal heritage. It seeks to increase community understanding and valuing of that heritage by providing training, education and interpretation materials. Aboriginal Heritage Tasmania provides regulatory advice to the Director of National Parks and Wildlife and the Minister as part of the assessment and permitting process under the Aboriginal Relics Act 1975. The Output supports organisations and individuals in fulfilling their responsibilities, both culturally and environmentally. Aboriginal Heritage Tasmania provides administrative support to the Minister's non-statutory advisory body, the interim Aboriginal Heritage Council.
3.4 Royal Tasmanian Botanical Gardens
This Output represents the Government's contribution towards the operation of the Gardens and supports the management, conservation and enhancement of the Gardens in accordance with the Royal Tasmanian Botanical Gardens Act 2002. The Gardens aim to increase community understanding of the importance of plants and to enrich Tasmania's social and cultural environment by providing relevant programs in plant collections and displays, tourism and recreation, cultural heritage and research and learning, for Tasmania and the broader community. Further information on the Royal Tasmanian Botanical Gardens is provided in chapter 23 of Government Services Budget Paper No 2.
Table 9.5: Performance Information - Output Group 3 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure1 Measure Actual Actual Target Target
Proportion of Tasmanian land reserved Land protected either by legislation or by contract in conservation reserves, under covenant or heritage regimes2 % 50.2 50.4 50.5 50.5
Extent of integration of conservation of natural diversity into private land management Private land covered by voluntary binding Hectares conservation agreements3 '000 91.1 102.7 105.0 105.0 Private land covered by property-based game wildlife management plans4 Number 3 715 3 715 3 715 3 715
Accessibility of information to support natural resource management and development decisions Level of use of the Natural Values Atlas5 Pages '000 1 917 116 120 125 Percentage of threatened species covered by a listing statement6 % 42.5 44.3 46.0 47.7
208 Primary Industries, Parks, Water and Environment Table 9.5: Performance Information - Output Group 3 (continued) Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure1 Measure Actual Actual Target Target
Changes in status of threatened species Threatened species showing a decline in status7 Number 3 …. 5 4 Threatened species showing an improved status7 Number 6 …. 2 1
Genetic diversity of the Tasmanian devil Extent of genetic diversity of the Tasmanian devil insurance population8 % 99 99 >95 >95
Management of the wild Tasmanian devil population Number of devils within secure meta (wild) population9 Number 13 28-40 na 70-90
Historic Heritage Services Percentage of places on the Tasmanian Heritage Register likely to meet at least one registration criterion10 % na 70 na >85 Places on the Tasmanian Heritage Register actively managed11 % 6.5 7.7 7.0 20
Aboriginal Heritage Permit recommendations provided to the Director of National Parks and Wildlife within 20 working days12 % 96.5 100 100 100 Permit recommendations provided to the Director of National Parks and Wildlife that include evidence of community engagement % 100 100 100 100 Response to applicant or their consultant within 10 working days in relation to Aboriginal Heritage Search or Desktop Assessment13 % na na na 100
Royal Tasmanian Botanical Gardens (RTBG) Number RTBG total visitors '000 417 391 410 412 Tasmanian Seed Conservation Centre, number of collections held in seed store14 Number 1 311 1 416 1 490 1 575
Notes: 1. In this Output Group, which now includes Outputs formerly included in Output Group 9, four of the previous measures have been deleted. Of the 16 current measures in the Output Group, 12 are unchanged, three are new and one is modified.
Primary Industries, Parks, Water and Environment 209 2. The total land area of Tasmania used is 6.8 million hectares, based on the mean high-water mark. This includes Macquarie Island and other Tasmanian offshore islands. Only the terrestrial portion of reserves is reported on. The use of the preliminary Tasmanian Reserve Estate layer may result in slight variances in the annual figures quoted as they are subject to revision based on the final reserve data. 3. Voluntary binding conservation agreements include both conservation covenants and management agreements. The measure represents the cumulative total for reservation. 4. A large proportion of the properties in this measure are individual forestry coupes. 5. The Natural Values Atlas (NVA) provides a web interface allowing access to authoritative and comprehensive natural values information. This measure refers to the number of requests for pages from the NVA website. Figures from 2012-13 are inflated because they are inclusive of automated requests. Figures from 2013-14 onwards reflect legitimate page requests. 6. This measure indicates the availability of information to support decisions about threatened species management and recovery. This measure includes approved Listing Statements and draft Listing Statements that await comment from the Threatened Species Scientific Advisory Committee and the Threatened Species Community Review Committee and final approval by the Secretary of the Department. 7. Changing the status of threatened species requires the completion of the formal process detailed in the Threatened Species Protection Act 1995. Significant work has been undertaken on a number of species during 2013-14. The targets for 2014-15 and 2015-16 reflect the number of species for which the formal process is expected to be completed in those periods. 8. This performance measure is aimed at assessing the extent of genetic variation within the devil insurance population. Maintaining 95 per cent genetic diversity is considered desirable to minimise the likelihood of inbreeding within the population and to ensure that it remains fit for release at a later date, as and if required. The assessment is undertaken on an annual basis following the breeding season. It examines the genetic characteristics of the insurance population compared with the founder insurance animals. Further information can be found on the Program's website www.tassiedevil.com.au. 9. This is a new performance measure developed to provide information on the progress of implementing wild populations that are free from the Devil Facial Tumour Disease. The number of Tasmanian devils in the secure wild populations in the period 2014-15 (40-70) relates to the population established on Maria Island. Future reporting will also include a new population that is being established on the Tasman and Forestier Peninsulas. 10. This is a new performance measure, replacing the measure 'Number of places on the Tasmanian Heritage Register'. It provides an indicator of register integrity based on the extent to which entries on the register satisfy the criteria of the Historic Cultural Heritage Act 1995. 11. This is a modified performance measure that reflects the percentage of places on the Tasmanian Heritage Register for which a development application or an application for a certificate of exemption has been granted; any places that received a grant managed by Heritage Tasmania during the year; any new entries that have been provisionally or permanently entered on the Register; and any existing entries that have been amended, replaced or removed. The measure provides a more comprehensive indicator of the tasks undertaken to administer the Historic Cultural Heritage Act 1995. 12. The Department provides permit advice directly to the Director of National Parks and Wildlife for consideration by the Minister in accordance with the Aboriginal Relics Act 1975. 13. This is a new performance measure aimed at assessing the Aboriginal Heritage Tasmania (AHT) response time for providing relevant Aboriginal heritage site information to the applicant or their consultant prior to any field investigations, or providing determinations regarding the need for an Aboriginal cultural heritage assessment. 14. It is expected that the 2014-15 Tasmanian Seed Conservation Centre collection target will be exceeded due to a very good seed production season for Tasmania's endemic conifers, which is also reflected in the estimated target for 2015-16.
210 Primary Industries, Parks, Water and Environment Output Group 4: Water Resources
4.1 Water Resource Management
This Output develops and implements a range of legislation and policies for water management to ensure the equitable, efficient and sustainable allocation and use of surface and ground water resources and the safety of dams. It supports the development and coordination of policies relating to the regulation of the urban water and sewerage industry. It also provides services to assess, monitor, report and provide advice on the health, condition and state of Tasmania's water resources for the community, industry and government.
Table 9.6: Performance Information - Output Group 4 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure1 Measure Actual Actual Target Target
Amount of water available for irrigation Mega litres Total volume of water licensed for irrigation2 (ML) '000 652 709 720 735
Level of farm water development New dam works permits approved per annum3 Number 44 40 35 40 Storage Capacity approved pa ML 24 218 11 394 10 000 14 000
Efficiency of dam permit processing Average time for processing applications for dam works permit approvals4 Days 78 79 84 84
Quality of water information Proportion of streamflow sites that meet quality assurance standards5 % na na na 95
Notes: 1. In this Output Group, four of the measures have been deleted. Of the five current measures in the Output Group, three are unchanged, one is new and one is modified. 2. This measure refers to the total volume of water licensed and should be read as a cumulative total. The target for 2015-16 reflects the potential for future dam development. 3. The number of dam approvals has been trending down as the rate of new development applications is declining. Whilst future trends are hard to predict it is expected that a slight increase will occur next year. 4. The statutory timeframe for processing dam applications under the Water Management Act 1999 is 84 days. Interpretation of this measure needs to take account of the introduction of an integrated process for dealing with environmental issues at proposed dam sites. Dam proponents are no longer required to obtain additional authorisations for their dam works after gaining a dam permit. In addition, the trend towards larger and more complex dams has impacted on the level of complexity of applications to be assessed. 5. This is a new measure developed to provide more accurate streamflow information. The nationally accepted benchmark for this indicator is 95 per cent of total sites and this will be used as the target for the 2015-16 year.
Primary Industries, Parks, Water and Environment 211 Output Group 5: Policy
5.1 Policy Advice
This Output provides policy advice on cross departmental issues and supports projects of strategic importance to the Department. In addition the Output coordinates a number of department-wide programs, including the Department's Right to Information, Legislative and Internal Audit programs. It also facilitates the Ministerial processes for the Department ensuring delivery of accurate and timely information to Ministerial Offices.
Table 9.7: Performance Information - Output Group 5 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure Measure Actual Actual Target Target
Progress with projects of strategic importance Strategic projects with significant milestones achieved1 Number 16 22 15 3
Stakeholder satisfaction Stakeholder satisfaction with quality of service2 % 85 86 85 85
Notes: 1. These are projects designated as major projects of strategic importance to the Department. The measure identifies the number of projects where significant milestones, including completion, are achieved. The reduced target reflects changes in the way the Government now manages major projects. In addition, some of the policy projects in previous years related to forestry issues, which are now all managed by the Department of State Growth. 2. An annual survey of key stakeholder satisfaction is undertaken, focusing on the delivery of strategic projects and services relevant to this Output Group, as a measure of the quality of policy information provided.
Output Group 6: Biosecurity Tasmania
6.1 Biosecurity
This Output supports the Tasmanian Biosecurity Strategy, providing scientific risk-based systems to exclude, eradicate or effectively manage exotic pests and diseases that jeopardise the relative pest and disease free status of Tasmania. The Output delivers diagnostic services to support sustainable pest and disease control measures and to validate the State's relative pest and disease free status with scientific evidence. This Output also ensures animal welfare practices are consistent with legislative requirements and community expectations.
6.2 Product Integrity
This Output provides a framework to regulate and manage food safety in the primary production and processing sector and to identify and trace the movement of livestock. This Output also includes services aimed at ensuring that agricultural chemical use is consistent with legislative requirements and community expectations.
212 Primary Industries, Parks, Water and Environment Table 9.8: Performance Information - Output Group 6 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure1 Measure Actual Actual Target Target
Appropriateness of import requirements for plants and animals Current and relevant import requirements in place for plants and plant products2 % 100 100 100 100 General authorities and conditions for animals and animal products reviewed3 % na na na 100
Responses to notifications of weeds, pests and diseases are undertaken in accord with State and national protocols Proportion of notifications requiring further regulatory % action - weeds4 na na na <10 Proportion of notifications followed up - pests and diseases5 % na na na 100 Compliance with response protocols6 % na na na 100
Effectiveness of Diagnostic Services Compliance with the relevant International Standard as applied to veterinary and plant testing laboratories7 Yes/No Yes Yes Yes Yes
Barrier inspections conducted to appropriate standards Effective systems for targeting and undertaking quarantine inspections8 % na na na 100
Effective Approved Quarantine Premises Fully compliant Approved Quarantine Premises9 % na na na 100
Compliance with food safety standards by primary producers and processors Food safety quality assurance plans/programs approved annually by DPIPWE for eligible producers/processors Number 123 142 175 210 Audits of high risk food safety areas without significant findings10 % 100 100 100 100
Compliance with animal welfare standards Audits of high risk animal use undertaken without significant findings11 % na na na 100
Primary Industries, Parks, Water and Environment 213 Table 9.8: Performance Information - Output Group 6 (continued) Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure1 Measure Actual Actual Target Target
Support for GMO Moratorium12 Former GM canola sites remediated (cumulative) Number 4 4 7 4 Former GM canola sites with substantial progress towards remediation (cumulative) Number 6 6 10 6
Compliance with chemical usage legislation Audits of agricultural and veterinary chemical usage without significant findings % 100 100 100 100
Notes: 1. In this Output Group, 12 of the measures have been deleted. Of the 14 current measures in the Output Group, five are unchanged, six are new and three are modified. 2. This measure has been retitled. The requirements are reviewed within three years. 3. This is a new measure to include animals and animal products. 4. This is a new measure. The target is calculated on the number of regulatory follow-ups (e.g. requirement notices, infringement notices) that are needed after a landowner has been formally notified that they have a declared weed on their property and should commence action to control it. The lower the percentage of required follow-ups, the higher the level of compliance. 5. This is a new measure and includes invasive animals. It relates to the proportion of notifications coming to the Department that are followed up with appropriate action, so the target is 100 per cent. 6. This is a new measure. Plant and animal biosecurity response protocols apply at state and national levels and are used in the event of a detection of a quarantine plant pest or disease for assessing the need for a response and conducting one if needed. After-incident reviews of a response determine the level of compliance. 7. This measure has been modified; previously it applied only to veterinary laboratories. For plant health laboratories, this measure currently applies only to the plant virology laboratory. The entomology, plant pathology and molecular laboratories are working towards meeting the relevant International Standard. 8. This is a new measure to report on the overall border inspection regime. It replaces the previous measure that reported on the amount of confiscated material over time, based on a survey each April, however results were variable and difficult to interpret. Variations could reflect changes in passenger numbers, changes to processes, changes to laws / import requirements, targeting of certain (heavier or lighter) risk material, improved passenger/importer education and awareness and improved officer awareness / skills. Some key inspection activities and systems with critical hazard points are currently being determined and will be audited on an annual basis to assess their overall effectiveness. 9. This is a new measure. Approved Quarantine Premises are registered under the Plant Quarantine Act 1997 to receive imported plant material. Biosecurity Tasmania conducts regular audits of these premises to ensure compliance with conditions of registration, with a focus on managing the biosecurity risks these premises create through their import activities. 10. High risk areas relate to aspects of primary food production that, if not controlled adequately by the operator, are likely to present a food safety risk to consumers. 11. This measure has been amended to make it consistent with other compliance measures. High risk animal use refers to intensive farming activities that, if not controlled adequately and in accordance with standards, can present an animal welfare risk. 12. An audit program was implemented approximately 12 years ago to monitor compliance with the permits and assess the sites for release from management under permit. Remediated sites are those that have been released as monitoring evidence suggested that each could be considered clear of canola. Figures are cumulative i.e. total number of remediated sites as at the end of the financial year. The effectiveness of the audit program is currently being reviewed to identify process improvements.
214 Primary Industries, Parks, Water and Environment Output Group 7: Environment Protection and Analytical Services
7.1 Environmental Management and Pollution Control
This Output undertakes activities to: develop high quality, contemporary policies and strategies for the protection of the environment; ensure development proposals meet appropriate guidelines and standards; regulate, via a risk based approach, environmental impacts of large industrial and municipal activities and monitor environmental performance.
7.2 Analytical Services
This Output focuses on providing a range of scientific and analytical services in order to support the delivery of best practice environmental management and the management of environmental incidents.
Table 9.9: Performance Information - Output Group 7 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure Measure Actual Actual Target Target
Air quality1 Exceeds
PM10 Hobart Standards .... 1 <5 <5 Exceeds
PM10 Launceston Standards 1 4 <5 <5
Assessment and Regulation of Activities Number of Environmental Management Plan (EMP) reviews completed (including annual and triennial EMPs)2 Number 69 119 120 120 Number of Environment Protection Notices and Contaminated Sites Notices issued3 Number 100 62 60 60 Percentage of assessments undertaken within statutory timeframe % 96 90 100 100
Analytical Services Tasmania Number of analyses performed4 '000 276.3 299.4 290 320 Jobs reported on time % 55.9 62.4 70 70
Notes: 1. These measures refer to performance against the National Environment Protection Measure (NEPM) PM10 measure that counts the number of days per year that exceed the national standard of 50 micrograms per cubic metre of air. The NEPM goal set for this measure is no more than five exceedences of the standard per year. Consistent with the reporting requirements for the NEPM, the data is calculated on a calendar year basis; for example 2013-14 refers to performance against the standard during the 2013 calendar year.
Primary Industries, Parks, Water and Environment 215 2. The number of Environmental Management Plans (EMPs) reviewed each year is subject to variability depending on when industries provide these plans for review. The preferred approach in recent years has been to require issue-specific management plans to target particular issues, for example odour management plans, waste management plans, monitoring plans. The focus on more onerous and wide ranging triennial and five yearly EMPs has therefore diminished, as a risk based approach to review is adopted. 3. This measure identifies the number of key types of notices issued under the Environmental Management and Pollution Control Act 1994. These notices are issued as required and the target figure therefore represents an expected number based on current practice rather than a desirable target. 4. This measure relates to activity that is driven by client demand, which is subject to large variation and cannot be predicted accurately. It is anticipated that the number of analyses performed in 2015-16 will increase as Analytical Services Tasmania is currently experiencing an increase in analyses submitted due to rising demand for, in particular, water quality analysis.
Output Group 8: Parks and Wildlife Management
8.1 Parks and Wildlife Management
This Output aims to protect, promote and manage Tasmania's world-renowned parks and reserve system. These areas provide significant environmental, social, cultural and economic benefits and experiences. This Output provides for their sustainable use through maintenance, appropriate infrastructure, high-quality visitor experiences and a culture that promotes visitor safety. It also manages significant biodiversity restoration programs complemented by the development and implementation of enhanced biosecurity measures.
8.2 Crown Land Services
This Output manages Crown land, ensuring its suitable use and development. It also provides specialist Crown property-related advice to government and the private sector.
Table 9.10: Performance Information - Output Group 8 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure Measure Actual Actual Target Target
Management Plans Reserves covered by management plans1 Number 59 59 82 82 Protected land covered by approved management plans2 % 67 60 65 65
Strategic fire management3 Fuel reduction burns - reserved land Number 20 39 36 45 Area covered by fuel reduction burns: Reserved land Hectares 6 650 13 400 10 000 18 000 Other land4 Hectares .… .… 17 000 24 000
Level of volunteer support5 Registered volunteer partner organisations Number 90 100 100 100 WILDCARE Inc. registered members Number 5 688 6 039 6 000 6 000
216 Primary Industries, Parks, Water and Environment Table 9.10: Performance Information - Output Group 8 (continued) Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure Measure Actual Actual Target Target
Visitor numbers6,7 Mt Field '000 100 141 148 155 Freycinet '000 191 217 228 239 Cradle Mountain '000 170 182 186 200 Lake St Clair '000 71 69 72 76 Gordon River '000 67 69 72 76 Mole Creek Caves '000 44 49 51 54
Crown Land Services Value of sales completed per year8 $ million …. 0.06 …. ….
Notes: 1. This measure refers to public land reserves (in whole or in part) under the Nature Conservation Act 2002. All but three of the reserves are managed by PWS. It does not include private sanctuaries or private nature reserves. Protected land includes both reserved inland and marine waters. As at 30 April 2015, there were approximately 805 reserves managed by PWS (the total number of reserves is largely unchanged from June 2014). As in 2014-15, the 2015-16 target is set on the basis that there will be a new approved management plan for the Tasmanian Wilderness World Heritage Area. 2. The figure for 2013-14 has been reviewed and revised down from 62 per cent to take account of the fact that land which forms part of extensions of reserves with existing management plans is not covered by those plans. As in 2014-15, the 2015-16 target is set on the basis that there will be a new approved management plan for the Tasmanian Wilderness World Heritage Area. 3. These measures provide information about the strategic Fuel Reduction Program, which is statewide and 'tenure blind', including fuel reduction burns conducted on reserved and private land. Planned burning is undertaken in support of three possible objectives: asset protection, strategic fuel management and ecological burning (which also has fuel reduction benefits). The measure only includes burns that have fuel reduction benefit. The program's funding builds up over four years, and there is also a need to develop the relevant capabilities and resources. The level of activity can be impacted by weather. 4. The planned burning of private land is integrated into the statewide burning program. The burning completed on Forestry Tasmania land, where it is specifically related to Fuel Reduction Program activity only, is also included in this 'Other land' category. 5. These measures provide information on volunteer activity. Volunteers and volunteer organisations contribute around 200 000 hours of time annually to the PWS, with an estimated value of approximately $6 million. This includes support provided through WILDCARE Inc., the PWS volunteer management partner. Volunteerism supports the development of a high level of community engagement with, and the sustainable use of, Tasmania's parks and reserve system. 6. Visitor numbers are collated by ongoing monitoring at selected sites including: 1. Mt Field, estimated from vehicle counts and bus passengers; 2. Freycinet, estimated from vehicle counts and bus passengers; 3. Cradle Mountain, estimated from vehicle counts, shuttle bus and bus passengers. The figure for 2013-14 has been revised upwards slightly to reflect confirmed results for the full financial year; 4. Lake St Clair, estimated from vehicle counts and bus passengers; 5. Gordon River, visitors to Tasmania only (does not include Tasmanians). Source: Tasmanian Visitor Survey (Tourism Tasmania). The figure for 2012-13 has been revised downward slightly on a review of the data; and 6. Mole Creek Caves, estimated from cave ticket sales. 7. Visitor number targets have been set to reflect the target set by the Government for the tourism industry in general. 8. Sales revenue fluctuates depending on market conditions. Properties prepared for sale may be held back due to oversupply or lack of demand in particular areas or properties placed on the market may fail to sell.
Primary Industries, Parks, Water and Environment 217 Output Group 9: Racing Regulation and Policy
9.1 Racing Regulation and Policy
This Output delivers probity and integrity services to the Tasmanian racing industry. This is achieved by:
• registering race clubs;
• licensing and registering industry participants and racing animals;
• providing handicapping and grading services;
• providing stipendiary stewards;
• enforcing national and local rules of racing for each racing code;
• registering and regulating on-course bookmakers and their agents;
• setting the integrity conditions applicable to all Tasmanian race field information publication approvals;
• providing administrative support to the Tasmanian Racing Appeal Board;
• undertaking high-level research and analysis on a range of issues relating to the Tasmanian racing industry;
• developing, implementing and evaluating racing policy in Tasmania, with reference to local and national developments in the sector;
• representing the State and the local racing industry on national bodies and in national forums, in relation to racing integrity and related matters; and
• ensuring compliance with the requirements of the Racing Regulation Act 2004.
Table 9.11: Performance Information - Output Group 9 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure Measure Actual Actual Target Target
Swabs taken by stewards Number 3 534 3 695 3 700 3 750 Positive swabs to swabs taken % 0.14 0.38 0.27 0.27 Suspensions, disqualifications and fines imposed by stewards on licensed persons Number 444 462 450 450 Suspensions, disqualifications and fines appealed to the Tasmanian Racing Appeal Board Number 23 18 19 14 Appeals to the Tasmanian Racing Appeal Board where conviction quashed Number 6 6 4 4 Number of licensed persons Number 2 338 2 278 2 300 2 300 Licence applications not referred to Licensing Panel approved within 14 days % 100 100 100 100 Appeals to the Integrity Assurance Board1 Number 2 3 4 ....
218 Primary Industries, Parks, Water and Environment Table 9.11: Performance Information - Output Group 9 (continued) Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure Measure Actual Actual Target Target
Races handicapped2 Number 766 759 770 770 Races handicapped requiring a redraw due to errors3 Number .... 2 8 .... Races graded2 Number 1 651 1 615 1 650 1 650 Races graded requiring a redraw due to errors3 Number ...... 9 ....
Notes: 1. The Integrity Assurance Board will be amalgamated with the Tasmanian Racing Appeal Board, effective from 1 July 2015. 2. The number of races conducted is determined by Tasracing. 3. The number of redraws after the fields have been published.
Primary Industries, Parks, Water and Environment 219 CAPITAL INVESTMENT PROGRAM
Table 9.12 provides financial information for the Department's Capital Investment Program. For more information on the Capital Investment Program, see chapter 6 of The Budget Budget Paper No 1.
Table 9.12: Capital Investment Program Estimated) 2015-16) 2016-17) 2017-18) 2018-19) Total) Forward) Forward) Forward) Cost) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Minister for Primary Industries and Water Increasing Biosecurity Capability 2 000) 1 000) 1 000) ....) ....)
Minister for Environment, Parks and Heritage Arthur Pieman Tracks 300) 150) 150) ....) ....) Crown Land Services - Structural Asset Upgrades Ongoing) 556) 556) 556) 556) Dip Falls Bridge 70) 70) ....) ....) ....) Georges Bay Walkway 500) 250) ....) ....) ....) Meander Falls Access Bridges 500) 450) ....) ....) ....) Parks High Priority Maintenance and Infrastructure 8 000) 4 000) 4 000) ....) ....) South Coast Track 2 000) 1 000) 250) 250) ....) Three Capes Track1 25 300) 10 525) ....) ....) ....) Three Capes Track - Additional 4 000) 2 500) 1 000) 500) ....) West Coast Trails Projects 1 695) 880) ....) ....) ....)
Total CIP Allocations 21 381) 6 956) 1 306) 556)
Note: 1. Funding for this project includes $12.5 million provided by the Australian Government.
Increasing Biosecurity Capability
The Government has committed $2 million towards the upgrade and development of biosecurity infrastructure and operating systems. The funding will be utilised to upgrade and develop ageing laboratory equipment and information systems; improve the State's post-border biosecurity hygiene infrastructure; and upgrade communications including signage at border entry points. This commitment will ensure that Tasmania continues to meet its state, national and international diagnostic responsibilities and standards. This funding is in addition to the Government's commitment of $900 000 to strengthen Tasmania's biosecurity protection, which commenced in the 2014-15 State Budget. The improved capabilities will enhance Tasmania's biosecurity system and build on the capability and capacity to protect Tasmania's primary industries, natural environment and social amenity.
Arthur Pieman Tracks
The Government will invest $300 000 to undertake rehabilitation and erosion protection works in the Arthur-Pieman Conservation Area.
220 Primary Industries, Parks, Water and Environment Crown Land Services - Structural Asset Upgrades
Ongoing funding is provided for the removal or remediation of physical structures and land that present public liability risks, for statutory maintenance and for essential and preventive maintenance to buildings.
Dip Falls Bridge
Dip Falls is a Forest Reserve that transferred to the Parks and Wildlife Service in December 2013. The Parks and Wildlife Service is working with the Circular Head Council and the Circular Head Tourism Association to undertake agreed works to improve the visitor experience at the site.
Georges Bay Walkway
The Government is investing $250 000 in 2014-15 and 2015-16 to mitigate landslide impacts in the Parnella Heights Area through emergency capital construction works. Work to date has been focused on inspection, planning and engineering design. The implementation of on ground works will be the focus for 2015-16.
Meander Falls Access Bridges
The Government's investment of $500 000 over two years will be used to re-establish two-wheel drive access to the Meander Falls Track by replacing two vehicle bridges that were washed away in 2011. Planning and design works are now complete in preparation for construction to be undertaken in 2015-16.
Parks High Priority Maintenance and Infrastructure
The Government is committing $8 million over two years aimed at high priority maintenance and infrastructure renewal in Parks and Reserves. The Department of Primary Industries, Parks, Water and Environment will undertake consultation with local councils and other identified stakeholder groups to identify priority asset projects which can improve visitation and community benefit.
South Coast Track
The Government has committed $2 million towards upgrading the South Coast Track (from Melaleuca to Cockle Creek) to improve access to this spectacular natural asset. The funding is being used to upgrade existing infrastructure, complete minor rerouting where the established tracks have become difficult to access, and provide safe access to beach areas. Work to date has included significant planning and design works, and the commencement of construction on new track sections including the Deadmans Bay to Turua Beach section of the Track.
Three Capes Track
Work on the Three Capes Track will continue in 2015-16. When complete this will be a world class coastal walking experience taking in the dramatic cliff top vistas of the Tasman National Park and will complement other iconic walks such as the Overland Track. The first two stages of the Track are expected to open to the public in November 2015, providing an easy four day/three night experience with hut-based accommodation, commencing with a short boat journey from Port Arthur and finishing at Fortescue Bay via Cape Pillar and Cape Hauy. The walk will support the growth of tourism on the Tasman Peninsula and throughout the State.
Primary Industries, Parks, Water and Environment 221 Three Capes Track - Additional
The Government has also committed additional funding of $4 million towards construction of Stage Three of the track which, once completed, will provide access to the third cape, Cape Raoul. The Government is seeking support from the Australian Government to assist in funding the finalisation of Stage Three.
West Coast Trails Projects
The Government committed a total of $1.7 million to three projects over 2014-15 and 2015-16, being the Horsetail Falls Walking Trail, the Mountain Bike Project and the Granite Creek Bridge Replacement. Planning and design for the Horsetail Falls walking trail and dramatic viewing platform project are complete, with works planned to commence in 2015-16. The Mountain Bike Project has seen work largely completed on the Montezuma Falls Trail, Heemskirk Trail and the North East Dundas Trail. These projects have utilised West Coast labour forces to clear and restore existing old tram lines into a condition suitable for mountain bike use. Construction works for Stage Two of the Mountain Bike Project, on the Heemskirk loop extension, which will involve more technical mountain bike track construction, are planned to commence in the summer of 2015-16. The replacement of the Granite Creek Bridge is now complete.
222 Primary Industries, Parks, Water and Environment DETAILED BUDGET STATEMENTS
Table 9.13: Statement of Comprehensive Income 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget1) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Revenue and other income from transactions Appropriation revenue - recurrent2 120 468) 127 921) 127 338) 129 521) 120 940) Appropriation revenue - works & services3 8 536) 18 906) 6 956) 1 306) 556) Other revenue from government4 2 555) ....) ....) ....) ....) Grants5 15 382) 11 466) 7 081) 6 532) 6 532) Sales of goods and services 19 006) 20 876) 21 185) 21 290) 21 402) Fees and fines 8 624) 8 807) 8 906) 8 832) 8 916) Interest6 487) 591) 601) 593) 590) Other revenue7 1 607) 636) 636) 636) 636) Total revenue and other income from transactions 176 665) 189 203) 172 703) 168 710) 159 572)
Expenses from transactions Employee benefits 98 684) 98 536) 99 095) 100 273) 101 726) Depreciation and amortisation 14 299) 14 396) 13 896) 13 896) 13 896) Supplies and consumables 45 965) 43 781) 40 859) 41 399) 42 050) Grants and subsidies8 21 201) 24 292) 26 402) 25 896) 15 317) Other expenses9 4 162) 3 120) 3 092) 2 918) 3 041) Total expenses from transactions 184 311) 184 125) 183 344) 184 382) 176 030)
Net result from transactions (net operating balance) (7 646) 5 078) (10 641) (15 672) (16 458)
Other economic flows included in net result Net gain/(loss) on non-financial assets 2 314) 2 314) 2 314) 2 314) 2 314) Total other economic flows included in net result 2 314) 2 314) 2 314) 2 314) 2 314)
Net result (5 332) 7 392) (8 327) (13 358) (14 144)
Other economic flows - other non-owner changes in equity Changes in physical asset revaluation reserve 6 621) 6 581) 6 603) 6 603) 6 603) Other movements taken directly to equity10 ....) 1 592) ....) ....) ....) Total other economic flows - other non-owner changes in equity 6 621) 8 173) 6 603) 6 603) 6 603)
Comprehensive result 1 289) 15 565) (1 724) (6 755) (7 541)
Primary Industries, Parks, Water and Environment 223 Notes: 1. The 2014-15 Budget comparative figures presented in this table have been adjusted to reflect the transfer of Service Tasmania from the Department of Primary Industries, Parks, Water and Environment to the Department of Premier and Cabinet and the transfer of the Office of Racing Integrity (formerly Racing Services Tasmania) from the Department of State Growth to the Department of Primary Industries, Parks, Water and Environment. Accordingly, the 2014-15 figures for this Department will differ from those published in 2014-15 Budget. 2. The movements in Appropriation revenue - recurrent over the Budget and Forward Estimates include the cash flows associated with the Fuel Reduction Program. 3. The movements in Appropriation revenue - works & services reflects additional funding for the Parks High Priority Maintenance and Infrastructure initiative, cash flow movements for the State Government contribution to the Three Capes Track, additional funding for the West Coast Trails Projects and additional funding for the Increasing Biosecurity Capability initiative. 4. Other revenue from government in 2015-16 reflects the utilisation of funding carried forward under section 8A(2) of the Public Account Act 1986 for the Intensive Animal Farming Industry Development initiative, Assistance Package to King Island Beef Producers initiative, Cockle Creek Bridge Project and Macquarie Island Pest Eradication Project. 5. The decrease in Grants in 2015-16 reflects reduced Australian Government National Partnership Payments for the Three Capes Track Project, Macquarie Island Pest Eradication Project and the Tasmanian Wilderness World Heritage Area Management Plan. The decrease in 2016-17 reflects reduced Australian Government funding for the Three Capes Track Project, the Save the Tasmanian Devil Program and the Macquarie Island Pest Eradication Project. 6. The increase in Interest in 2015-16 reflects revised estimates of Special Deposit and Trust Fund account balances that attract interest. 7. The decrease in Other revenue in 2015-16 reflects a reduction in estimates for the reimbursement of expenditure received by the Department. 8. The increase in Grants and subsidies in 2015-16 reflects an increase in grant expenditure in relation to the Fuel Reduction Program and a reclassification of Fisheries Research and Development Corporation payments from Other expenses. The decrease in 2018-19 reflects the cessation of the Fuel Reduction Program. 9. The decrease in Other expenses in 2015-16 reflects the reclassification of Fisheries Research and Development Corporation payments to Grants and subsidies. 10. The Other movements taken directly to equity in 2015-16 reflects the transfer of net assets and liabilities to the Department of Premier and Cabinet as a result of the consolidation of Service Tasmania.
224 Primary Industries, Parks, Water and Environment Table 9.14: Statement of Comprehensive Income - Administered 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Revenue and other income from transactions Appropriation revenue - recurrent1 38 784) 39 351) 39 960) 40 098) 40 226) Sales of goods and services 15 453) 16 205) 16 378) 16 702) 17 135) Fees and fines 17 731) 17 995) 18 282) 18 602) 19 053) Other revenue 7 313) 7 318) 7 322) 7 322) 7 322) Total revenue and other income from transactions 79 281) 80 869) 81 942) 82 724) 83 736)
Expenses from transactions Grants and subsidies1 38 784) 39 351) 39 960) 40 098) 40 226) Transfers to the Consolidated Fund 40 497) 41 518) 41 982) 42 626) 43 510) Total expenses from transactions 79 281) 80 869) 81 942) 82 724) 83 736)
Net result from transactions (net operating balance) ....) ....) ....) ....) ....)
Net result ....) ....) ....) ....) ....)
Comprehensive result ....) ....) ....) ....) ....)
Note: 1. The Office of Racing Integrity (formerly Racing Services Tasmania) has been transferred to the Department of Primary Industries, Parks, Water and Environment from the Department of State Growth to take effect from 1 July 2015. The 2014-15 Budget estimate has been recast to reflect this transfer for comparative purposes.
Primary Industries, Parks, Water and Environment 225 Table 9.15: Revenue from Appropriation by Output
2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Minister for Primary Industries and Water
Output Group 1 - Land Tasmania1 1.1 Land Titles, Survey and Mapping Services 9 773) 9 836) 9 801) 10 022) 10 218) 1.2 Valuation Services 4 229) 4 262) 4 255) 4 343) 4 430) 14 002) 14 098) 14 056) 14 365) 14 648) Output Group 2 - Primary Industries 2.1 AgriGrowth Tasmania2 6 289) 6 609) 6 334) 6 180) 5 270) 2.2 Marine Resources 4 941) 4 936) 4 902) 4 984) 4 805) 11 230) 11 545) 11 236) 11 164) 10 075) Output Group 4 - Water Resources 4.1 Water Resource Management 7 016) 7 036) 6 914) 7 027) 7 109) 7 016) 7 036) 6 914) 7 027) 7 109) Output Group 5 - Policy 5.1 Policy Advice 2 263) 2 074) 2 059) 2 104) 2 144) 2 263) 2 074) 2 059) 2 104) 2 144) Output Group 6 - Biosecurity Tasmania 6.1 Biosecurity3 14 337) 15 881) 15 849) 16 226) 16 329) 6.2 Product Integrity4 2 058) 2 126) 2 124) 1 972) 2 005) 16 395) 18 007) 17 973) 18 198) 18 334)
Grants and Subsidies 6 158) 6 156) 6 156) 6 156) 6 156)
Capital Investment Program5 ....) 1 000) 1 000) ....) ....)
Recurrent Services 57 064) 58 916) 58 394) 59 014) 58 466) Works and Services5 ....) 1 000) 1 000) ....) ....) 57 064) 59 916) 59 394) 59 014) 58 466)
226 Primary Industries, Parks, Water and Environment Table 9.15: Revenue from Appropriation by Output (continued)
2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Minister for Environment, Parks and Heritage
Output Group 3 - Natural and Cultural Heritage 3.1 Resource Management and Conservation 11 799) 11 001) 10 945) 11 183) 11 374) 3.2 Historic Heritage Services6 3 029) 3 193) 3 116) 3 172) 2 787) 3.3 Aboriginal Heritage7 1 865) 2 073) 2 067) 2 115) 2 164) 3.4 Royal Tasmanian Botanical Gardens 2 726) 2 684) 2 665) 2 749) 2 828) 19 419) 18 951) 18 793) 19 219) 19 153) Output Group 7 - Environment Protection and Analytical Services 7.1 Environmental Management and Pollution Control 12 312) 12 828) 12 776) 13 085) 13 376) 7.2 Analytical Services7 1 579) 1 931) 1 944) 1 989) 2 043) 13 891) 14 759) 14 720) 15 074) 15 419) Output Group 8 - Parks and Wildlife Management 8.1 Parks and Wildlife Management8 31 129) 36 751) 36 820) 37 477) 29 069) 8.2 Crown Land Services7 2 301) 1 971) 2 037) 2 084) 2 121) 33 430) 38 722) 38 857) 39 561) 31 190)
Grants and Subsidies 3 395) 3 496) 3 629) 3 767) 3 895)
Capital Investment Program9 8 536) 17 906) 5 956) 1 306) 556)
Recurrent Services 70 135) 75 928) 75 999) 77 621) 69 657) Works and Services9 8 536) 17 906) 5 956) 1 306) 556) 78 671) 93 834) 81 955) 78 927) 70 213)
Minister for Racing
Output Group 9 - Racing Regulation and Policy10 9.1 Racing Regulation and Policy 2 822) 2 729) 2 730) 2 809) 2 868) 2 822) 2 729) 2 730) 2 809) 2 868)
Grants and Subsidies 29 231) 29 699) 30 175) 30 175) 30 175)
Recurrent Services 32 053) 32 428) 32 905) 32 984) 33 043) 32 053) 32 428) 32 905) 32 984) 33 043)
Primary Industries, Parks, Water and Environment 227 Table 9.15: Revenue from Appropriation by Output (continued)
2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Department of Primary Industries, Parks, Water and Environment Total Recurrent Services 159 252) 167 272) 167 298) 169 619) 161 166) Total Works and Services 8 536) 18 906) 6 956) 1 306) 556) 167 788) 186 178) 174 254) 170 925) 161 722)
Appropriation Carried Forward11 2 555) ....) ....) ....) ....)
Total Revenue from Appropriation 170 343) 186 178) 174 254) 170 925) 161 722)
Controlled Revenue from Appropriation 131 559) 146 827) 134 294) 130 827) 121 496) Administered Revenue from Appropriation 38 784) 39 351) 39 960) 40 098) 40 226) 170 343) 186 178) 174 254) 170 925) 161 722)
Notes: 1. Output 1.3 Service Tasmania has been transferred into the existing Service Tasmania Output within the Department of Premier and Cabinet to take effect from 1 July 2015. The 2015-16 Budget and Forward Estimates are available within chapter 8 of Government Services Budget Paper No 2. 2. The decrease in AgriGrowth Tasmania in 2018-19 reflects the cessation of the Cultivating Prosperity in Agriculture Policy - Implementation initiative. 3. The increase in Biosecurity in 2015-16 reflects additional funding for the Increasing Biosecurity Services with Detector Dog Teams initiative and a reassessment of corporate overhead costs to better reflect the provision of expenditure for this Output. 4. The increase in Product Integrity in 2015-16 reflects the transfer of funding for the Tasmanian Shellfish Quality Assurance Program from Output 2.2 Marine Resources. The decrease in 2017-18 reflects the cessation of funding for the Tasmanian Shellfish Quality Assurance Program. 5. The increase in Capital Investment Program and Works and Services in 2015-16 reflects additional funding for the Increasing Biosecurity Capability initiative. The decrease in 2017-18 reflects the cessation of the Increasing Biosecurity Capability initiative. 6. The decrease in Historic Heritage Services in 2018-19 reflects the cessation of the Development of the Woolmers Estate Visitor Centre initiative. 7. The increase in Aboriginal Heritage and Analytical Services and decrease in Crown Land Services in 2015-16 reflects a reassessment of corporate overhead costs to better reflect the provision of expenditure under these Outputs. 8. The increase in Parks and Wildlife Management in 2015-16 is primarily due to an increase in funding for the Fuel Reduction Program. The decrease in 2018-19 reflects the cessation of the Fuel Reduction Program. 9. The increase in Capital Investment Program and Works and Services in 2015-16 reflects additional funding for the Parks High Priority Maintenance and Infrastructure initiative, cash flow movements for the State Government contribution to the Three Capes Track and additional funding for the West Coast Trails Projects initiative. The decrease in 2016-17 reflects the cessation of the Three Capes Track initiative and West Coast Trails Projects initiative. The decrease in 2017-18 reflects the cessation of the Parks High Priority Maintenance and Infrastructure initiative. 10. Output Group 9 - Racing Regulation and Policy has been transferred to the Department of Primary Industries, Parks, Water and Environment from the Department of State Growth to take effect from 1 July 2015. 11. Appropriation Carried Forward in 2015-16 reflects the utilisation of funding carried forward under section 8A(2) of the Public Account Act 1986 for the Intensive Animal Farming Industry Development initiative, Assistance Package to King Island Beef Producers initiative, Cockle Creek Bridge Project and Macquarie Island Pest Eradication Project.
228 Primary Industries, Parks, Water and Environment Table 9.16: Administered Revenue 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Revenue Collected on Behalf of the Consolidated Fund Abalone Licences 4 619) 4 652) 4 685) 4 679) 4 796) Environment Fees 4 494) 4 591) 4 706) 4 824) 4 945) Land Information Charges 96) 90) 92) 94) 96) Lands Titles Office Dealings1 14 269) 15 016) 15 160) 15 454) 15 856) Marine Farms Fees and Recoveries 1 088) 1 099) 1 126) 1 154) 1 183) Other Revenue 5 000) 5 000) 5 000) 5 000) 5 000) Quarantine Fees 1 822) 1 834) 1 849) 1 895) 1 942) Regulatory Fees 4 926) 5 017) 5 118) 5 232) 5 349) Royalty Income 2 313) 2 318) 2 322) 2 322) 2 322) Water Licence Fees 1 870) 1 901) 1 924) 1 972) 2 021) 40 497) 41 518) 41 982) 42 626) 43 510)
Revenue from Appropriation Annual Appropriation2 38 784) 39 351) 39 960) 40 098) 40 226)
Total Administered Revenue 79 281) 80 869) 81 942) 82 724) 83 736)
Notes: 1. The increase in Lands Titles Office Dealings in 2015-16 reflects revised estimates of Land Titles Office revenue due to increased activity in the Tasmanian property market. 2. The Office of Racing Integrity (formerly Racing Services Tasmania) has been transferred to the Department of Primary Industries, Parks, Water and Environment from the Department of State Growth to take effect from 1 July 2015. The 2014-15 Budget estimate has been recast to reflect this transfer for comparative purposes.
Primary Industries, Parks, Water and Environment 229 Table 9.17: Administered Expenses 2014-15] 2015-16] 2016-17] 2017-18] 2018-19] ) ) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Grants and Subsidies Contribution to Commonwealth, State and Industry Organisations 470) 470) 470) 470) 470) Grant to Institute of Marine and Antarctic Studies 2 605) 2 605) 2 605) 2 605) 2 605) Grant to Tasmanian Institute of Agriculture 1 958) 1 958) 1 958) 1 958) 1 958) Inland Fisheries Service - Government Contribution 1 125) 1 123) 1 123) 1 123) 1 123) Port Arthur Historic Site Management Authority 3 285) 3 386) 3 519) 3 657) 3 785) Tasmanian Racing Assistance1 29 231) 29 699) 30 175) 30 175) 30 175) Wellington Park Contribution 110) 110) 110) 110) 110) 38 784) 39 351) 39 960) 40 098) 40 226)
Transfer to the Consolidated Fund 40 497) 41 518) 41 982) 42 626) 43 510)
Total Administered Expenses 79 281) 80 869) 81 942) 82 724) 83 736)
Note: 1. The Office of Racing Integrity (formerly Racing Services Tasmania) has been transferred to the Department of Primary Industries, Parks, Water and Environment from the Department of State Growth to take effect from 1 July 2015. The 2014-15 Budget estimate has been recast to reflect this transfer for comparative purposes.
Contribution to Commonwealth, State and Industry Organisations
This funding is the State's contribution to cost sharing arrangements as agreed at meetings of the Agriculture Ministers' Forum and in relation to nationally agreed initiatives, particularly for biosecurity programs and projects. The funding contributes to activities under Output Group 2 Primary Industries, Output Group 3 Natural and Cultural Heritage and Output Group 6 Biosecurity Tasmania.
Grant to the Institute of Marine and Antarctic Studies
In 2010, the Department entered into the Sustainable Marine Research Collaboration Agreement with the University of Tasmania's Institute of Marine and Antarctic Studies (IMAS), formerly the Tasmanian Aquaculture and Fisheries Institute, to assist aquaculture and fisheries research. This replaces the previous Tasmanian Aquaculture and Fisheries Institute Joint Venture Agreement with the University of Tasmania. The Government provides its contribution to the joint venture by way of an annual grant. Activities of IMAS contribute to Output Group 2 Primary Industries.
Grant to the Tasmanian Institute of Agriculture
The Department and the University of Tasmania have an Agreement in place for the Tasmanian Institute of Agriculture (TIA) to undertake agricultural research, development, extension and education. The activities of TIA contribute to Output Group 2 Primary Industries and the majority of Government funding is reflected in that Output. The remaining funding is provided by way of an administered grant.
230 Primary Industries, Parks, Water and Environment Inland Fisheries Service - Government Contribution
This funding represents the community service functions of the Inland Fisheries Service in relation to the conservation, protection and management of Tasmania's native freshwater fauna and the carp management program.
Port Arthur Historic Site Management Authority
This funding represents the Government's contribution to the Port Arthur Historic Site Management Authority to support the agreed conservation funding program for the Port Arthur, Coal Mines and Cascade Female Factory Historic Sites.
Tasmanian Racing Assistance
The Government separately funds the Tasmanian Racing Industry under a deed which provides secure funding and creates certainty for the Industry. The annual funding allocation allows Tasracing to facilitate key administration roles and functions, including the responsibility for the corporate governance, strategic direction and funding of the Tasmanian Racing Industry, as well as ratification of national rules, the making of local rules and the setting of licence standards and criteria.
Wellington Park Contribution
The allocation represents the Government's contribution to the cost of administering Wellington Park through a grant to the Wellington Park Management Trust.
Primary Industries, Parks, Water and Environment 231 Table 9.18: Statement of Financial Position as at 30 June 2015) 2016) 2017) 2018) 2019) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Assets Financial assets Cash and deposits1 67 615) 86 323) 85 124) 84 619) 84 078) Investments 8 421) 8 798) 8 798) 8 798) 8 798) Receivables2 2 630) 4 743) 4 829) 4 915) 5 001) Other financial assets3 2 031) 1 545) 1 545) 1 545) 1 545) 80 697) 101 409) 100 296) 99 877) 99 422) Non-financial assets Inventories 776) 843) 878) 913) 948) Property, plant and equipment4 811 152) 917 868) 918 756) 918 969) 919 182) Infrastructure5 164 150) 198 248) 196 950) 191 002) 184 304) Heritage and cultural assets 2 689) 2 653) 2 878) 3 103) 3 328) Intangibles6 2 886) 10 048) 10 208) 9 968) 9 728) Other assets 1 674) 1 731) 1 821) 1 911) 2 001) 983 327) 1 131 391) 1 131 491) 1 125 866) 1 119 491)
Total assets 1 064 024) 1 232 800) 1 231 787) 1 225 743) 1 218 913)
Liabilities Payables 2 588) 2 809) 2 947) 3 085) 3 223) Provisions 9 016) 9 243) 9 243) 9 243) 9 243) Employee benefits 30 289) 28 176) 28 748) 29 320) 29 892) Other liabilities 3 793) 3 947) 3 948) 3 949) 3 950) Total liabilities 45 686) 44 175) 44 886) 45 597) 46 308)
Net assets (liabilities) 1 018 338) 1 188 625) 1 186 901) 1 180 146) 1 172 605)
Equity Contributed capital7 ....) 1 592) 1 592) 1 592) 1 592) Reserves 289 075) 266 411) 273 014) 279 617) 286 220) Accumulated funds8 90 238) 135 226) 126 899) 113 541) 99 397) Other equity9 639 025) 785 396) 785 396) 785 396) 785 396) Total equity 1 018 338) 1 188 625) 1 186 901) 1 180 146) 1 172 605)
Notes: 1. The increase in Cash and deposits in 2016 reflects an increase in the Crown Land Administration Fund which includes the sale proceeds from the parliament square precinct and a more accurate estimate based on the 30 June 2014 outcome. 2. The increase in Receivables in 2016 reflects a more accurate estimate based on the 30 June 2014 outcome.
232 Primary Industries, Parks, Water and Environment 3. The decrease in Other financial assets in 2016 reflects the sale of shares received in bequest for the conservation management of threatened species in Tasmania and a more accurate estimate of accrued revenue based on the 30 June 2014 outcome. 4. The increase in Property, plant and equipment in 2016 reflects the addition of 317 280 hectares of land and buildings now managed by the Department via the Parks and Wildlife Service as a result of the Forest Management Act 2013 and the Tasmanian Forests Agreement Act 2013. 5. The increase in Infrastructure in 2016 reflects the addition of walking tracks, roads and other infrastructure now managed by the Department via the Parks and Wildlife Service as a result of the Forest Management Act 2013 and the Tasmanian Forests Agreement Act 2013. 6. The increase in Intangibles in 2016 reflects abalone quota units transferred to the Department that have now been valued and recognised, and the capitalisation of works on the Spatial Information Foundations Project. 7. The increase in Contributed capital in 2016 reflects the net impact of the transfer of Service Tasmania to the Department of Premier and Cabinet. 8. The increase in Accumulated funds in 2016 reflects a more accurate estimate based on the 30 June 2014 outcome. 9. The increase in Other equity in 2016 reflects the additional land and infrastructure now managed by the Department via the Parks and Wildlife Service as a result of the Forest Management Act 2013 and the Tasmanian Forests Agreement Act 2013.
Primary Industries, Parks, Water and Environment 233 Table 9.19: Statement of Financial Position as at 30 June - Administered 2015) 2016) 2017) 2018) 2019) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Assets Financial assets Cash and deposits 130) 133) 133) 133) 133) Receivables 1 664) 1 505) 1 564) 1 623) 1 682) Other financial assets 1 881) 1 944) 1 944) 1 944) 1 944) Total Assets 3 675) 3 582) 3 641) 3 700) 3 759)
Liabilities Payables 3 362) 3 336) 3 336) 3 336) 3 336) Other liabilities1 313) 246) 305) 364) 423) Total Liabilities 3 675) 3 582) 3 641) 3 700) 3 759)
Net Assets (liabilities) ....) ....) ....) ....) ....)
Total Equity ....) ....) ....) ....) ....)
Note: 1. The decrease in Other liabilities in 2016 reflects a more accurate estimate based on the 30 June 2014 outcome.
234 Primary Industries, Parks, Water and Environment Table 9.20: Statement of Cash Flows 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget1) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Cash flows from operating activities Cash inflows Appropriation receipts - recurrent2 120 468) 127 921) 127 338) 129 521) 120 940) Appropriation receipts - capital3 8 536) 18 906) 6 956) 1 306) 556) Grants4 15 382) 10 336) 7 081) 6 532) 6 532) Sales of goods and services 19 006) 20 876) 21 185) 21 290) 21 402) Fees and fines 8 624) 8 807) 8 906) 8 832) 8 916) GST receipts 9 070) 9 070) 9 070) 9 070) 9 070) Interest received5 479) 591) 601) 593) 590) Other cash receipts6 1 538) 567) 567) 567) 567) Total cash inflows 183 103) 197 074) 181 704) 177 711) 168 573)
Cash outflows Employee benefits (87 850) (89 226) (87 264) (88 272) (89 461) Superannuation (10 513) (11 828) (11 510) (11 680) (11 944) GST payments (9 070) (9 070) (9 070) (9 070) (9 070) Grants and subsidies7 (21 201) (24 292) (26 402) (25 896) (15 317) Supplies and consumables (46 160) (43 976) (41 054) (41 594) (42 245) Other cash payments8 (4 112) (3 070) (3 042) (2 868) (2 991) Total cash outflows (178 906) (181 462) (178 342) (179 380) (171 028)
Net cash from (used by) operating activities 4 197) 15 612) 3 362) (1 669) (2 455)
Cash flows from investing activities Payments for acquisition of non-financial assets9 (16 053) (21 171) (6 875) (1 150) (400) Proceeds from the disposal of non-financial assets 2 314) 2 314) 2 314) 2 314) 2 314) Equity injections and cashflows from restructuring10 ....) (707) ....) ....) ....) Net cash from (used by) investing activities (13 739) (19 564) (4 561) 1 164) 1 914)
Net increase (decrease) in cash and cash equivalents held (9 542) (3 952) (1 199) (505) (541)
Cash and deposits at the beginning of the reporting period 77 157) 90 275) 86 323) 85 124) 84 619) Cash and deposits at the end of the reporting period 67 615) 86 323) 85 124) 84 619) 84 078)
Primary Industries, Parks, Water and Environment 235 Notes: 1. The 2014-15 Budget comparative figures presented in this table have been adjusted to reflect the transfer of Service Tasmania from the Department of Primary Industries, Parks, Water and Environment to the Department of Premier and Cabinet and the transfer of the Office of Racing Integrity (formerly Racing Services Tasmania) from the Department of State Growth to the Department of Primary Industries, Parks, Water and Environment. Accordingly, the 2014-15 figures for this Department will differ from those published in 2014-15 Budget. 2. The movements in Appropriation receipts - recurrent over the Budget and Forward Estimates include the cash flows associated with the Fuel Reduction Program. 3. The increase in Appropriation receipts - capital in 2015-16 reflects additional funding for the Parks High Priority Maintenance and Infrastructure initiative, cash flow movements for the State Government contribution to the Three Capes Track, additional funding for the West Coast Trails Projects and additional funding for the Increasing Biosecurity Capability initiative. The decrease in 2016-17 reflects the cessation of the Three Capes Track initiative and West Coast Trails Projects initiative. The decrease in 2017-18 reflects the cessation of the Parks High Priority Maintenance and Infrastructure initiative and the Increasing Biosecurity Capability initiative. 4. The decrease in Grants in 2015-16 reflects Australian Government funding for the Three Capes Track Project, the Macquarie Island Pest Eradication Project and the Tasmanian Wilderness World Heritage Area Management Plan. The decrease in 2016-17 reflects Australian Government funding for the Three Capes Track Project, the Macquarie Island Pest Eradication Project and the Compliance Project under the Water for the Future Program. 5. The increase in Interest received in 2015-16 reflects revised estimates of Special Deposit and Trust Fund account balances that attract interest. 6. The decrease in Other cash receipts in 2015-16 reflects a reduction in estimates for the reimbursement of expenditure received by the Department. 7. The increase in Grants and subsidies in 2015-16 reflects an increase in grant expenditure for the Fuel Reduction Program and a reclassification of Fisheries Research and Development Corporation payments from Other cash payments. The decrease in 2018-19 reflects the cessation of the Fuel Reduction Program. 8. The decrease in Other cash payments in 2015-16 reflects the reclassification of Fisheries Research and Development Corporation payments to Grants and subsidies. 9. The movements in Payments for acquisition of non-financial assets reflects the capitalisation of works for the Parks High Priority Maintenance and Infrastructure initiative, Three Capes Track, the Increasing Biosecurity Capability initiative and other infrastructure-related projects. 10. The movements in Equity injections and cashflows from restructuring reflects the transfer of net assets and liabilities to the Department of Premier and Cabinet as a result of the consolidation of Service Tasmania.
236 Primary Industries, Parks, Water and Environment Table 9.21: Statement of Cash Flows - Administered 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Cash flows from operating activities Cash inflows Appropriation receipts - recurrent1 38 784) 39 351) 39 960) 40 098) 40 226) Sales of goods and services 15 453) 16 205) 16 378) 16 702) 17 135) Fees and fines 17 731) 17 995) 18 282) 18 602) 19 053) Other cash receipts 7 313) 7 318) 7 322) 7 322) 7 322) Total cash inflows 79 281) 80 869) 81 942) 82 724) 83 736)
Cash outflows Grants and subsidies1 (38 784) (39 351) (39 960) (40 098) (40 226) Transfers to the Consolidated Fund (40 497) (41 518) (41 982) (42 626) (43 510) Total cash outflows (79 281) (80 869) (81 942) (82 724) (83 736)
Net increase (decrease) in cash and cash equivalents held ....) ....) ....) ....) ....)
Cash and deposits at the beginning of the reporting period 130) 133) 133) 133) 133) Cash and deposits at the end of the reporting period 130) 133) 133) 133) 133)
Note: 1. The Office of Racing Integrity (formerly Racing Services Tasmania) has been transferred to the Department of Primary Industries, Parks, Water and Environment from the Department of State Growth to take effect from 1 July 2015. The 2014-15 Budget estimate has been recast to reflect this transfer for comparative purposes.
Primary Industries, Parks, Water and Environment 237
10 DEPARTMENT OF STATE GROWTH
AGENCY OUTLINE
The Department of State Growth was established on 1 July 2014 to aggressively and strategically pursue jobs, growth and opportunity for Tasmanians. The Department of State Growth actively pursues and promotes investment, facilitates major projects, supports business and industry to grow, and ensures strategic investment in infrastructure. The Department also works closely with business and industry to: address barriers to growth; reduce red tape; provide a skilled workforce; develop our creative and cultural industries; and ensure efficient and cost effective transport and logistics systems.
The Department provides portfolio support for the following Ministers:
• Minister for Tourism, Hospitality and Events, Hon Will Hodgman MP;
• Minister for State Growth and Minister for Energy, Hon Matthew Groom MP;
• Minister for Infrastructure, Hon Rene Hidding MP;
• Minister for Resources, Hon Paul Harriss MP;
• Minister for the Arts, Hon Dr Vanessa Goodwin MLC;
• Minister for Planning and Local Government, Hon Peter Gutwein MP; and
• Minister for Information Technology and Innovation, Hon Michael Ferguson MP.
The Department also supports the Parliamentary Secretary for Small Business and Trade, Adam Brooks MP.
The Department is organised into four key areas: Industry and Business Development; Policy and Strategy; Transport Services; and Business Services.
The Department supports the Coordinator-General's Office, Infrastructure Tasmania and the Planning Reform Taskforce and is working closely with Tourism Tasmania.
It is also supporting the AgriGrowth Division in the Department of Primary Industries, Parks, Water and Environment to develop the agricultural sector.
This chapter provides the Department's financial information for 2015-16 and over the Forward Estimates period (2016-17 to 2018-19). Further information on the Department is provided at www.stategrowth.tas.gov.au.
State Growth 239 KEY DELIVERABLES
Table 10.1 provides a summary of the Budget and Forward Estimate allocations for key deliverables within the Department.
Table 10.1: Key Deliverables Statement1 2015-16 2016-17 2017-18 2018-19 Forward Forward Forward Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000
Business Events Strategy 100 100 100 100 Business and Jobs Attraction and Population Growth Initiatives 4 000 4 000 ...... Caterpillar Transition Taskforce 3 000 ...... Forestry Reform Implementation 150 100 ...... Forward Planning for Roads .... 500 500 500 Growing the Visitor Economy 1 000 1 000 1 000 .... Masters Games 250 250 250 .... Mining for Tasmania's Future Policy 250 ...... 250 National Heavy Vehicle Regulator Revenue Transfer 227 ...... Northern Cities Major Development Initiative .... 20 000 20 000 20 000 Office of the Coordinator-General - International Engagement, Investment Attraction and Facilitation, and Northern Cities Major Development Initiatives 1 500 750 500 500 Premier's Literary Prizes 40 .... 40 .... Prosser River Entrance Stabilisation - Stage 1 500 ...... Public Transport Bus Services Procurement 450 450 150 100 Rail Infrastructure2 29 900 29 900 ...... Regional Events Start-Up Program 250 200 160 .... Regional Revival Fund - New Projects Investment 5 000 ...... Regional Tourism Organisations 230 230 230 230 Serco Contact Centre Industry Support Package 296 222 ...... St Helens Barway Stabilisation - Stage 1 589 589 ...... Support to Local Councils for Transport Infrastructure 2 000 ...... Tasmanian Energy Strategy3 565 1 900 ...... TMAG Building Roof Maintenance 460 ...... TMAG Operating Support Costs 500 250 ...... UXC Enterprise Development Centre 680 400 ......
Notes: 1. The Department continues to deliver election commitments funded for two or more years as detailed in chapter 10 of Government Services Budget Paper No 2, 2014-15. 2. Additional rail infrastructure funding partly reflects a reallocation of funding from the Government's International Shipping election commitment which is no longer required given the extension of the Tasmanian Freight Equalisation Scheme for international exports being shipped to mainland ports. 3. Funding reflected for the Tasmanian Energy Strategy includes funding previously associated with the Development of Bio Fuels in the Huon and Dorset regions, and Advancing the Case for a Nationally Funded Second Interconnector election commitments.
240 State Growth
Business Events Strategy
Business events attract higher yielding visitors and the total annual direct economic return to Tasmania has been estimated at $112 million (Tasmania Visitor Survey 2014-15). Additional funding of $400 000 over four years will enhance Business Events Tasmania's capacity to generate and convert more bids, target strategic opportunities and tailor sales activities for specific markets in order to build visitation. Business and Jobs Attraction and Population Growth Initiatives (365 Day Plan)
Funding has been provided to support the Government's population and business growth agendas, including targeted activities to attract new business to Tasmania, and other measures to facilitate population growth. Finalising the Population Strategy is part of the Government's 365 Day Plan.
Caterpillar Transition Taskforce
The State Government has allocated $3 million to support activities aimed at transitioning the advanced manufacturing industries into new areas of opportunity, actively seeking new investment to grow jobs in the short, medium and long-term, and working with the community to retain the advanced manufacturing capacity on the North West Coast.
Forestry Reform Implementation
Funding has been provided for the Minister for Resources to implement the outcomes of the Forestry Tasmania review, including costs associated with the three month stakeholder consultation process that has now commenced.
Forward Planning for Roads
The Government has provided additional funding over the Forward Estimates to facilitate forward planning of roads capital works. Forward planning funds are used to identify projects to meet future transport demand and develop project concepts, including the identification of stage cost estimates. This allows projects to be developed to the stage that future investment profiles can be determined with a high level of confidence and that projects can be funded and delivered with risks appropriately managed or mitigated.
Growing the Visitor Economy
With Tourism Tasmania now focused exclusively on marketing, supply-side activities will be coordinated by the Department of State Growth. The allocation of $3 million over three years will enable the Tourism and Hospitality Supply-side Unit to implement programs that accelerate the achievement of quality tourism, hospitality or events outcomes in product/experience development, improved business capability and visitor hosting capacity.
The focus of this funding will be to support initiatives and partnership programs aimed at developing strategic priorities identified in the four Regional Tourism Organisation Destination Management Plans (for example, indigenous, cycling or heritage tourism) and Tourism 21 - The Tasmanian Visitor Economy Strategy, 2015 - 2020. The Tourism and Hospitality Supply-side Unit will coordinate with key organisations working in the supply-side to ensure the delivery of efficient and focused development activities.
State Growth 241 This initiative is supported by the implementation of a free public wireless broadband network in approximately 50 locations around the state, which will not only benefit local residents but will give tourists the opportunity to create and share their experience of Tasmania online. It also allows local businesses to provide online information about attractions and opportunities in the area, encouraging tourists to fully explore what Tasmania has to offer.
Masters Games
The State Government has allocated up to $750 000 to secure the 2017 Australian Masters Games to be hosted on the North West Coast. This is contingent on funding also being provided by local councils and the Australian Government.
The Australian Masters Games has the potential to attract more than 7 000 competitors and a further 3 000 visitors to the ten day competition. Hosting the Games will create a major boost for regional tourism, with thousands of travellers boarding the Spirit of Tasmania vessels, staying in local accommodation and eating at local restaurants and cafes. It will also have a flow on effect for the surrounding areas, with many competitors and their families typically staying on to holiday after the competition.
Mining for Tasmania's Future Policy (365 Day Plan)
The Government has committed additional funding in 2015-16 to commence the relocation of Mineral Resources Tasmania functions to Burnie, and to continue the election commitment beyond the initial four year allocation. Commencing the relocation of Mineral Resources Tasmania to Burnie is part of the Government's 365 Day Plan.
National Heavy Vehicle Regulator Revenue Transfer
Since February 2014, the National Heavy Vehicle Regulator has been Australia's independent regulator for all vehicles over 4.5 tonnes gross vehicle mass. Under an Intergovernmental Agreement, introduction of the National Heavy Vehicle Regulator requires an initial contribution from the Tasmanian Government to fund activities of the Regulator. Additional funding has been provided to the Department of State Growth from heavy vehicle motor tax receipts to fund the 2015-16 contribution.
Northern Cities Major Development Initiative
The Northern Cities Major Development Initiative will see the Coordinator-General working in close collaboration with Northern Tasmanian councils to help revive communities through infrastructure investment projects. Immediate projects include the Devonport Living City, the Launceston University of Tasmania campus relocation project, and the commencement of discussions regarding the enhanced presence of the University of Tasmania on the North West Coast.
The initiative is supported by a $60 million capital funding commitment for infrastructure investment projects which demonstrate community revitalisation benefits.
242 State Growth Office of the Coordinator-General - International Engagement, Investment Attraction and Facilitation, and Northern Cities Major Development Initiatives (365 Day Plan)
Additional funding for the Office of the Coordinator-General will help to deliver the Government's growth agenda in three specific areas: international engagement activities, investment attraction and facilitation, and the Northern Cities Major Development Initiative.
International engagement is a very important priority for the Government to leverage off current global interest in what Tasmania has to offer. Funding will support trade missions and targeted international profile activities. Funding will also support investment attraction and facilitation to create jobs, growth and opportunities for Tasmanians.
The Office of the Coordinator-General will progress the Northern Cities Major Development Initiative that will see the Coordinator-General working in close collaboration with Northern Tasmanian councils to help revitalise communities through infrastructure investment projects in North and North West Tasmania.
Launching a second round Expression of Interest process for sensible development in Tasmania's wilderness areas is part of the Government's 365 Day Plan.
Premier's Literary Prizes
The Government has committed to the Premier's Literary Prizes, the State Government's biennial literary awards. The Prizes celebrate Tasmanian writers and those who write about Tasmania.
Prosser River Entrance Stabilisation - Stage 1
Funding has been made available to Marine and Safety Tasmania (MAST) to contribute towards stabilisation of the mouth of the Prosser River. MAST and Glamorgan Spring Bay Council will provide the remainder of funds required to complete the works.
Public Transport Bus Services Procurement
Existing contracts for public transport bus services (including school buses) begin expiring in early 2018. Funding has been provided to complete a detailed review of all current services and service optimisation, (including services provided by Metro Tasmania Pty Ltd) to ensure that the most efficient and cost effective network of services is procured and opportunities for efficiencies identified.
The review will ensure the changes Tasmania has been experiencing over the last decade are captured and lays a strong foundation for growth in the decade to come. It will deliver the Government's policy objective to provide a further 5+5 contract for incumbent operators, providing key performance conditions are met and there is an ongoing need for a particular service in a particular area. It will also provide a consistent measure of performance across all bus contracts, greater incentives for operators to perform and importantly, better long-term service delivery for Tasmanian bus passengers.
State Growth 243 Rail Infrastructure
Additional funding has been provided to secure funding of $59.8 million from the Australian Government for the Freight Rail Revitalisation Program, which requires a 50 per cent co-contribution from the State. The Freight Rail Revitalisation Program, undertaken by Tasmanian Railway Pty Ltd (TasRail), will raise the quality of the major lines on the Tasmanian rail network through selective re-sleepering, upgrading old rail and bridges as well as culvert strengthening, drainage and formation work.
Regional Events Start-Up Program
The Regional Events Start-Up Program is a new initiative to support and attract new events. The program will:
• grow and refresh the events program by introducing new events and festivals to maintain the momentum that is currently being experienced;
• aim to fill the remaining weeks of event inactivity, most of which are in the winter and shoulder seasons period and typically outside of Hobart;
• reinforce Tasmania's brand positioning by locking in events that continue to evolve the brand and offer added variety to the current events program;
• encourage visitation to regional Tasmania by the creation of new events which emerge from these areas (and enabling minor, existing community events that are staged in regional areas to go to the next level);
• support local communities to build events that capture their essential appeal and have the capacity to enhance the attractiveness of Tasmania's regions as micro-destinations; and
• create triggers to travel to Tasmania by supporting events that create reasons to travel to Tasmania.
This program will provide reducing balance seed funding for new regional events over a maximum of three years. It will seek to assist unique events to establish a presence whilst recognising that diversifying future funding streams will contribute to the sustainability of regional events.
Regional Revival Fund - New Projects Investment
The Government is providing additional funding to the Regional Revival Fund in order to support new investments linked to industry and jobs growth in regional areas of Tasmania. This funding is in addition to previously announced projects that are still being progressed.
The Department of State Growth will work with private investors and local councils to identify projects where support may be offered through a contribution towards total project cost. The funding is available to meet capital costs associated with new developments and there must be a clear demonstration of benefit for regional communities and relevant industries.
Regional Tourism Organisations
The provision of an additional $920 000 over four years to Tasmania's Regional Tourism Organisations (RTOs) strengthens the Government's commitment to the regional tourism model and recognises the important role the RTOs will play in achieving the objectives shared with industry.
244 State Growth This additional funding lifts the regional tourism core funding pool to $1.2 million per year, which will enable the RTOs to play an enhanced role in the development of new products and experiences and improving the capacity and capability of Tasmania's operators. The application of these funds will be agreed between the Department of State Growth and Tourism Tasmania. Serco Contact Centre Industry Support Package
The Government has provided industry assistance funding for Serco's Burnie contact centre. Serco is a major employer in North West Tasmania. The retention of up to 160 FTEs will continue to provide a substantial benefit to the local community over the five year agreement.
St Helens Barway Stabilisation - Stage 1
Funding has been made available to MAST for works on the St Helens Barway in the form of training wall extensions and groynes. MAST and Break O'Day Council will provide the remainder of funds required to complete the works.
Support to Local Councils for Transport Infrastructure
Funding has been provided for the Department of State Growth to develop and implement a series of Over Size Over Mass (OSOM) vehicle networks across the Tasmanian Road Network to mitigate the pending expiry, at the end of 2015, of the pre-existing OSOM various-to-various permits, which presently provide the access mechanism for these vehicles. The creation of these networks will minimise the need for industry to apply for access prior to travel, and will also assist in the provision of sustainable and reliable infrastructure going forward. This work will involve the assessment of routes for suitability to carry vehicles under an agreed vehicle classification framework and conditions, with a particular emphasis on the structural capacity of bridges but also taking into consideration the geometrical and road safety aspects of travel.
The Government will be investing $300 000 to construct newer, safer bus stops for Tasmanian students, particularly those living in regional areas. The Department of State Growth will work with operators and local councils to identify the locations for the new bus stops and associated infrastructure.
Tasmanian Energy Strategy
The Energy Strategy is a key policy commitment for the Government. The Government has committed $4.5 million to progress a number of major initiatives identified under the Tasmanian Energy Strategy. Funding of $2.5 million over two years was provided in the 2014-15 Budget to progress key initiatives, including preliminary work on the feasibility of a second Interconnector and strategies to increase hydro generation by 10 per cent.
In partnership with Aurora Energy Pty Ltd (Aurora), a further $2 million will be made available over the next two years to implement energy affordability programs targeting vulnerable households. It is expected that through this program Aurora will be able to increase its Your Energy Support (YES) program reach from 1 300 customers to approximately 2 500 customers.
TMAG Building Roof Maintenance
The roof of the Tasmanian Museum and Art Gallery's (TMAG) 1966 building requires work to protect the premium, climate controlled gallery spaces and the collection within the building from potential water damage. Funding has been provided in 2015-16 to complete corrective action.
State Growth 245 TMAG Operating Support Costs
Additional funding has been provided to TMAG to support the implementation of changes that will return TMAG to a sustainable budget position, securing its future as a premier cultural and tourism experience.
UXC Enterprise Development Centre
The Tasmanian Government is in discussions with UXC Limited, the largest Australian owned IT Services Company, regarding establishing a Tasmanian UXC Enterprise Development Centre in Hobart.
OUTPUT RESTRUCTURE
From 1 July 2015, the Office of Racing Integrity (formerly Output Group 5 - Racing Regulation and Policy) will be transferred from the Department of State Growth to the Department of Primary Industries, Parks, Water and Environment.
As a result, from 1 July 2015 Output Group 5 has been renamed Culture and Creative Industries (formerly Output Group 6 - Cultural and Creative Industry Development) and Output Group 6 has been renamed Subsidies and Concessions (formerly Output Group 7).
OUTPUT INFORMATION
Outputs of the Department of State Growth are provided under the following Output Groups:
• Output Group 1 - Industry, Skills Development and Business Growth;
• Output Group 2 - Infrastructure;
• Output Group 3 - Energy Policy and Advice;
• Output Group 4 - Resources Policy and Regulatory Services;
• Output Group 5 - Culture and Creative Industries; and
• Output Group 6 - Subsidies and Concessions.
Table 10.2 provides an Output Group Expense Summary for the Department of State Growth.
246 State Growth Table 10.2: Output Group Expense Summary 2014-151 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward)
Budget) Budget) Estimate) Estimate) Estimate)
$'000) $'000) $'000) $'000) $'000)
Minister for Infrastructure
Output Group 2 - Infrastructure 2.1 Infrastructure Tasmania 800) 800) 800) 800) 800) 2.2 Infrastructure Strategy2 2 996) 1 694) 1 659) 1 668) 647) 2.3 Land Transport Safety2 24 483) 20 907) 18 392) 15 129) 15 351) 2.4 Passenger Transport2 3 400) 3 175) 3 223) 2 986) 3 005) 2.5 Traffic Management and Engineering Services2 5 444) 3 372) 3 427) 3 515) 3 547) 37 123) 29 948) 27 501) 24 098) 23 350) Output Group 6 - Subsidies and Concessions 6.1 Shipping and Ferry Subsidies3 12 106) 1 036) 1 067) 1 100) 1 133) 6.2 Metropolitan General Access Services 39 956) 41 057) 42 192) 43 360) 44 563) 6.3 Rural and Special Needs School Bus Services 22 358) 23 029) 23 720) 24 432) 25 165) 6.4 Non-Metropolitan General Access Services 7 926) 7 626) 7 626) 7 626) 7 626) 6.5 Construction of Streets in Towns 52) 52) 52) 52) 52) 82 398) 72 800) 74 657) 76 570) 78 539)
Grants and Subsidies4 54 670) 81 070) 81 291) 47 705) 43 997)
Capital Investment Program5 146 299) 148 338) 145 175) 146 162) 147 098)
Minister for Energy
Output Group 3 - Energy Policy and Advice 3.1 Energy Policy and Advice2 2 835) 2 189) 3 749) 1 882) 1 920) 2 835) 2 189) 3 749) 1 882) 1 920)
Minister for State Growth
Output Group 1 - Industry, Skills Development and Business Growth 1.1 Coordinator-General6 2 687) 4 216) 3 469) 3 229) 3 229) 1.2 Industry and Business Development2,7,8 52 485) 65 326) 33 381) 25 967) 21 463) 1.3 Skills Development2,9 123 082) 107 570) 109 007) 98 541) 100 422) 178 254) 177 112) 145 857) 127 737) 125 114)
State Growth 247 Table 10.2: Output Group Expense Summary (continued) 2014-151 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward)
Budget) Budget) Estimate) Estimate) Estimate)
$'000) $'000) $'000) $'000) $'000)
Minister for Resources
Output Group 4 - Resources Policy and Regulatory Services 4.1 Forestry Policy and Reform2 2 304) 1 659) 1 074) 1 001) 1 022) 4.2 Mineral Resources2 5 463) 6 191) 6 055) 6 207) 6 338) 7 767) 7 850) 7 129) 7 208) 7 360)
Grants and Subsidies10 4 415) 2 906) 2 964) 3 023) 3 086)
Minister for the Arts
Output Group 5 - Culture and Creative Industries 5.1 Tasmanian Museum and Art Gallery2 8 132) 10 061) 9 850) 9 853) 10 093) 5.2 Arts Industry Development2 7 026) 7 811) 7 668) 7 817) 7 888) 5.3 Screen Industry Development2 1 403) 1 754) 1 772) 1 818) 1 867) 16 561) 19 626) 19 290) 19 488) 19 848)
Grants and Subsidies11 3 501) 3 527) 3 554) 2 962) 2 977)
Minister for Tourism, Hospitality and Events
Output Group 5 - Culture and Creative Industries 5.4 Events and Hospitality2,8 12 141) 11 685) 7 699) 7 476) 6 409) 12 141) 11 685) 7 699) 7 476) 6 409)
TOTAL 545 964) 557 051) 518 866) 464 311) 459 698)
Notes: 1. The 2014-15 Budget comparative figures presented in this table have been adjusted to reflect the transfer of Racing Integrity (formerly Racing Regulation and Policy) from the Department of State Growth to the Department of Primary Industries, Parks, Water and Environment. Accordingly, the 2014-15 figures for this Department will differ from those published in the 2014-15 Budget. 2. The movements in expenses for these Outputs are primarily attributable to the cash flow of election commitments, 2014-15 Budget savings strategies, additional FTE savings announced in October 2014, and redistribution of corporate costs resulting from the establishment of the Department of State Growth in July 2014. 3. The decrease from 2014-15 to 2015-16 reflects the reallocation of funding in 2015-16 from the Government's International Shipping election commitment which is no longer required given the extension of the Tasmanian Freight Equalisation Scheme for international exports being shipped to mainland ports, to rail infrastructure. 4. The movement in Grants and Subsidies over the Forward Estimates primarily reflects cash flow changes associated with the Tasmanian Railway Pty Ltd (TasRail) administered item. 5. This funding relates to expenses within the Capital Investment Program, which are primarily maintenance costs and depreciation and therefore exclude asset purchases.
248 State Growth 6. The increase in Coordinator-General reflects additional funding relating to international engagement, investment attraction and facilitation, and the Northern Cities Major Development Initiative. 7. Movements in funding against this Output reflects Budget initiative funding for several key deliverables including: Business and Jobs Attraction and Population Growth Initiatives, Caterpillar Transition Taskforce, Growing the Visitor Economy, Regional Revival Fund - New Projects Investment and UXC Enterprise Development Centre. Funding relating to ICT strategies that are the responsibility of the Minister for Information Technology and Innovation has been included within this Output. 8. Funding relating to Tourism supply-side activities that are the responsibility of the Minister for Tourism, Hospitality and Events has been included within the Industry and Business Development Output. 9. Reductions over the Forward Estimates reflect cash flow changes associated with the completion of Australian Government funding under the existing National Partnership Agreements set to cease in 2017. 10. The reduction in 2015-16 reflects a change of accounting treatment of expenditure related to the Forest Practices Authority (FPA) to create consistency in grant payments to the Statutory Authorities administered by the Department of State Growth. Payments from 2015-16 are now reflected only as a grant to FPA, rather than reflecting both a grant to FPA and subsequent expenditure of that grant by FPA - refer Table 10.13 Administered Expenses. 11. The reduction in 2017-18 reflects the Government's commitment to reduce funding for Ten Days on the Island.
Output Group 1: Industry, Skills Development and Business Growth
1.1 Coordinator-General
The Office of the Coordinator-General has been established to provide a single point of contact for businesses interested in investing in Tasmania, with a mandate to get things done, reduce red tape and aggressively pursue jobs and investment for Tasmania.
The Coordinator-General is empowered to deregulate the Tasmanian business environment, promote competitiveness and facilitate the assessment and approval of major investment opportunities.
1.2 Industry and Business Development
This Output focuses on maximising growth and job creation through business and industry. The Output provides a regional interface to engage directly with Tasmanian businesses and supports the State's core industries to leverage their competitive strengths.
This Output also provides a range of services that support the growth of Tasmanian business, including small business. Business Tasmania provides online tools and information on starting, running and growing a business. Business development services, including assistance through Enterprise Centres, Mentoring Services and the Digital Ready for Business Program, are delivered by the Department in partnership with the private sector.
1.3 Skills Development
Skills Tasmania is responsible for:
• managing Tasmania's publicly funded training and workforce development system, so that the current and future capacity of the State's workforce can be developed to grow opportunities for Tasmanian enterprises;
State Growth 249 • developing operational policy and strategy relating to skills and workforce development. This work has two key components: subsidising the delivery of quality vocational education and training by TasTAFE and other Registered Training Organisations (RTOs) through Skills Tasmania's purchasing activities; and working with industry to support workforce development activities that assist Tasmanian enterprises to attract and retain skilled workers and to strategically deploy skills in the workplace to drive business productivity;
• directing government training subsidies to training that is relevant to priority industries, employment outcomes and that will develop a stock of skills in Tasmania's population that contributes to Tasmanian productivity, innovation, economic growth and emerging industries; and
• managing the regulation of apprenticeships and traineeships, providing support services to RTOs and for the overall management and performance monitoring of the Tasmanian training system.
Table 10.3: Performance Information - Output Group 1 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure1 Measure Actual Actual Target Target
Red Tape Reduction of 20 per cent2 % na na na na Difference between the Tasmanian and national % point unemployment rate3 difference 1.8 1.8 <2 <1 Investment, exports, and import replacements facilitated $ million 295.3 376.0 300.0 320.0 VET Graduates employed after training4 % of total 78.9 77.9 77.5 78.0 VET Graduates with improved employment status after training5 % of total 66.7 61.6 60.7 61.0 Employers using VET system6 % of total na 56.7 na 55.0 Apprentice/Trainee commencements7 Number 6 066 6 094 na 6 400 Apprentice/Trainee in training8 Number 9 625 9 365 na 9 700
Notes: 1. 'na' indicates that data is not available or measurement has not yet commenced. 2. The Government is undertaking red tape reduction in accordance with its commitment to a 20 per cent reduction over the term of the Government. Specific performance targets are being determined by the Regulation Reduction Coordinator and the Coordinator-General on a sector by sector basis in consultation with industry. 3. The Government has committed to reducing the Tasmanian unemployment rate to the national average in its first term. The difference between the Tasmanian and national unemployment rates for the 12 months to March 2014 was two percentage points. The performance measure is that, for 2015-16, the difference between the two rates will be less than this difference. 4. Graduates employed after training data is sourced from National Centre for Vocational Education Research Limited (NCVER) Student Outcomes Survey 2014, released December 2014. This data relates to graduates from 2013. 5. Graduates with improved employment status after training data is sourced from NCVER Student Outcomes Survey 2014, released December 2014. Improved employment status after training is employment status changing from not employed before training to employed after training, or employed at a higher skill level after training, or received a job related benefit as reported by the graduate. 6. Employers using VET system data is sourced from NCVER Survey of Employer Use and Views of the VET System 2013, released October 2013. This survey is conducted every second year which is why the 2012-13, and 2014-15 actual is not available. External factors influence this indicator. 7. Apprentice/Trainee commencements represents the number of Tasmanian Trainees and Apprentices who began their Apprenticeship or Traineeship in the 12 months. 8. Apprentice/Trainee in training represents the number of Tasmanian Apprentice and Trainees undertaking training.
250 State Growth Output Group 2: Infrastructure
2.1 Infrastructure Tasmania
The Tasmanian Government has established a new entity, Infrastructure Tasmania, to provide a coordinated approach to the planning and delivery of all major infrastructure in Tasmania, including rail, major roads and ports.
Infrastructure Tasmania's core functions are:
• assessment and prioritisation of all major publicly funded infrastructure;
• coordination of funding submissions under State and Australian Government budget processes;
• management of Tasmania's interface with Infrastructure Australia; and
• the completion of tasks, investigations and the provision of advice at the request of the Government that relate to the matters listed above.
Infrastructure Tasmania's initial focus is on transport infrastructure, but it will have a broader coordination, assessment and prioritisation role for major publicly-funded infrastructure.
2.2 Infrastructure Strategy
This Output delivers effective strategic policy guidance and advice on infrastructure and transport issues affecting Tasmania. This includes the development of guiding policy frameworks, high level policy implementation tasks and the coordination of major infrastructure planning initiatives, with a focus on:
• working with Infrastructure Tasmania to deliver advice that ensures that planning and investment in Tasmania's transport system is strategic, considered and supportive of industry and community development;
• developing close working relationships with stakeholders to understand their transport needs, the key issues affecting Tasmania's transport system and identifying opportunities for positive change;
• coordinating participation in the development of strategic infrastructure solutions across all levels of government;
• developing national transport and infrastructure policy reforms;
• developing transport infrastructure strategic policy frameworks; and
• enhancing the safe and efficient movement of people and freight.
2.3 Land Transport Safety
This Output provides the legislation, regulatory policies and practices for the Tasmanian land transport system, with a focus on:
• developing and supporting strategic road safety and road transport policy initiatives and providing policy advice, encouraging community involvement in the road safety effort, and supporting the work of the Road Safety Advisory Council;
• developing and delivering road safety education and awareness programs;
State Growth 251 • developing and maintaining legislation, business policies, practices and procedures, providing information and delivering services relating to the registration of vehicles and licensing of drivers; and
• developing, encouraging and enforcing compliance with regulations for roadworthiness, standards, dimensions and mass limits, loading and operation of vehicles and undertaking management of approved inspection stations and transport operation schemes.
2.4 Passenger Transport
This Output manages the regulation and delivery of passenger transport services that support the efficient, equitable and appropriate movement of people, including the administration of targeted transport assistance schemes and subsidies for students, the unemployed, aged pensioners and persons living with disability, with a focus on:
• developing a policy, legislative and contractual framework conducive to the sustainable delivery of passenger transport services;
• administering contracts for the delivery of regular passenger transport services in metropolitan, urban fringe, regional and rural areas; and
• implementation of programs including those arising from the Tasmanian Urban Passenger Transport Framework.
2.5 Traffic Management and Engineering Services
This Output delivers cost-effective safety improvements to reduce the incidence of road crashes and provides specialist, technical traffic management and engineering solutions for the Government and the community. Key projects include delivering specific projects under the auspices of the Tasmanian Road Safety Strategy 2007-2016.
Table 10.4: Performance Information - Output Group 2 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure1 Measure Actual Actual Target Target
Proposals assessed by Infrastructure Tasmania within required timeframes2 % na na 100 100 Reviews requested by Government completed by Infrastructure Tasmania within required timeframes2 % na na 100 100 Provision of effective support to the Government by providing road safety and road transport policy advice and information to enable informed decision making3 Satisfaction na na Satisfied Satisfied Motor Registry System availability % 99 99 99 99 Transport Enquiry Service - percentage of calls answered4 % 93 95 97 …. Vehicles found to be unregistered of those checked5 % 0.62 0.63 0.75 0.70 Heavy Vehicles found overweight6 % 3.74 4.72 ≤5 ≤5
252 State Growth Table 10.4: Performance Information - Output Group 2 (continued) Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure1 Measure Actual Actual Target Target
Linemarking program achieved by the end of the financial year % 67 100 100 100 Blackspot interventions in accordance with the program % 100 100 100 100 Wheelchair accessible taxis (WATS) licensed Number 66 65 68 75 Average Bus Age on contracted services7 Number na na na 16
Notes: 1. 'na' indicates that data is not available or measurement has not yet commenced. The performance measure Provision of effective support to the Government, by providing strategic policy advice on infrastructure issues and transport and freight priorities, to enable informed decision making has been removed since the 2014-15 Budget. 2. Proposals are publicly-funded major economic infrastructure proposals. Timeframes will be developed once Infrastructure Tasmania has been fully established. 3. Satisfaction and outcomes are largely measured by feedback from the Minister's Office, Secretary, relevant Deputy Secretary and, where appropriate, colleagues and clients. 4. From June 2015, the Transport Enquiry Service provided by the Department will be transferred to the Integrated Tasmanian Government Contact Centre, managed by Service Tasmania. The 2012-13 actual and 2014-15 target for this measure has been revised. 5. This measure is based upon Automatic Number Plate Recognition cameras in accordance with the Memorandum of Understanding between the Department and the Motor Accidents Insurance Board (MAIB). 6. This is a new performance measure. 7. This performance measure has been changed to a simpler measure of the effectiveness of government strategies to ensure that the average age of buses on government contracted services is appropriate.
Output Group 3: Energy Policy and Advice
3.1 Energy Policy and Advice
This Output provides policy advice and support to the Minister for Energy on matters affecting energy in Tasmania. The aim is to maintain an efficient and effective regulatory structure for the Tasmanian energy sector, for the benefit of Tasmanian energy consumers, with a focus on:
• implementing a new Tasmanian Energy Strategy to ensure energy is well placed to contribute to, and enable, future economic growth;
• enhancing the framework to support the affordability and sustainability of energy markets and prices in Tasmania;
• supporting the continuing implementation of reforms to the Tasmanian electricity supply industry, including providing policy advice to the Minister to achieve benefits for Tasmanians from full retail contestability;
• supporting the Minister in his Shareholder Minister responsibilities for the State-owned electricity businesses;
• advancing Tasmania's interests in National Energy Market policy reforms and developments;
State Growth 253 • monitoring the energy supply situation in Tasmania and providing advice on the management and mitigation of risks to the Director of Energy Planning and the Minister, including continuing to improve the preparedness to deal with any high impact, low probability supply emergencies in electricity, gas or petroleum products; and
• managing programs and projects related to energy as requested by the Government.
Table 10.5: Performance Information - Output Group 3 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure1 Measure Actual Actual Target Target
Policy Advice Provision of effective support to the Government by providing information and advice to enable informed decision making Satisfaction >4 ≥4 4 4
National Energy Market Development Promote and protect Tasmanian interests in national energy market developments and reforms Outcomes >4 >4 4 4
Emergency Preparedness Maintain adequate frameworks to deal with major emergencies in electricity, gas or oil Adequacy >4 >4 4 4
Projects and Programs Achieve objectives within budget and time frame, achieve sponsor and client satisfaction and comply with all prudential guidelines. Outcomes >4 >4 4 4
Note: 1. Satisfaction and outcomes are largely measured by feedback from the Minister's Office, Secretary, Director of Energy and Planning and (where appropriate) colleagues and clients using a five-point scale where four is rated 'good'.
Output Group 4: Resources Policy and Regulatory Services
4.1 Forestry Policy and Reform
This Output provides high level support on forest resource policy and management issues. It has a focus on forest policy projects of strategic importance such as the development of new land management legislation to support the Government's forest policy, review and extension of the Regional Forest Agreement, as well as delivery of specific programs to assist the development and growth of the forest industry. The Output facilitates a number of inter-agency committees relating to forest policy and programs.
254 State Growth 4.2 Mineral Resources
This Output facilitates mineral exploration and mining development and fosters and encourages responsible land management in Tasmania, with a focus on:
• improving the quality and quantity of geoscience information, essential to the encouragement of mineral exploration and responsible land management, including the continued development of the TIGER data management system and a comprehensive three dimensional geological model of the State;
• promoting Tasmania nationally and internationally as being highly prospective for mineral exploration and mining through targeted and strategic marketing; and
• providing information for sustainable land use planning and infrastructure development decisions through activities such as geohazard mapping, resource identification to protect against sterilisation and management and rehabilitation of abandoned mining lands.
This Output also ensures the responsible management of the State's mineral resources and a fair and sustainable return to the community when a resource of metallic, construction, industrial and fuel minerals or geothermal energy is developed. This is achieved by focusing on:
• assessment and regulation of legal titles for mineral tenements; and
• managing the royalty regime and collecting fees and rentals.
Under the Mining for Tasmania's Future Policy, Mineral Resources Tasmania will be relocated to Burnie to ensure it can provide the most effective contribution to managing the State's expansive minerals and petroleum resources.
Table 10.6: Performance Information - Output Group 4 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure Measure Actual Actual Target Target
Survey regarding standards in administrative process and policy development that meet the needs of the end-user: 1 Minister Satisfaction Satisfied Satisfied Satisfied Satisfied Agency - Secretary / Deputy Secretary Satisfaction Satisfied Satisfied Satisfied Satisfied Tasmania's percentage of industry's mineral exploration expenditure in Australia2 % 1.7 1.4 1.6 1.3 Area covered by modern geoscientific data collection techniques with subsequent 1:25 000 geological mapping coverage3 % 72.1 71.0 74.4 66.4 Programmed abandoned mining lands rehabilitation projects completed % 100 100 100 100
Notes: 1. A user satisfaction survey seeks stakeholder feedback regarding the level of satisfaction perceived on such issues as quality, equity, efficiency and openness of the consultation process. 2. Statistics derived from the first three quarters of each financial year from ABS greenfields exploration data. 3. The area covered by modern remote sensing data (less than 15 years old) is subject to change. The performance targets are regularly refactored based on area of modern remote sensing data available at a given point in time.
State Growth 255 Output Group 5: Culture and Creative Industries
5.1 Tasmanian Museum and Art Gallery
Through the Tasmanian Museum and Art Gallery (TMAG), this Output aims to increase community understanding of the cultural and natural world by collecting, conserving, interpreting and researching material evidence within the areas of humanities including visual arts, history and anthropology and the biological and physical sciences. It provides the community with opportunities to experience the past and the present, invites participation in the State's collection and offers a stimulating museum and art environment.
5.2 Arts Industry Development
This Output focuses on working with Tasmanian artists and arts organisations to grow this important industry. It aims to broaden the engagement of Tasmanians in the arts, highlight the State's diverse arts and cultural sector and build the sustainability of arts businesses. This is achieved by providing funding to individual artists, arts organisations and major Tasmanian cultural institutions to assist their planning and realisation of projects, as well as to develop and present new work. These projects generate economic activity, create employment opportunities and add to Tasmania's significant array of cultural tourist attractions. The Output also includes grant funding and professional assistance to Tasmanian museums (other than TMAG), art galleries and moveable cultural heritage organisations as a key part of the Government's ongoing support for the preservation of the State's cultural heritage.
5.3 Screen Industry Development
This Output aims to build on the success that has occurred in the sector through increased local, interstate and international screen production in this State. It also provides support for professional, project and enterprise development and promotion of screen culture activities and seeks to promote Tasmanian talent and stories to a worldwide audience. This Output also aims to position Tasmania as a centre for the creation and development of quality content in the digital media environment as an important part of the growing creative industries sector.
5.4 Events and Hospitality
This Output plays a role in stimulating events growth in Tasmania. This is achieved through the attraction and retention of a diverse range of events and through event development with international presenters and support activities that deliver a range of social, cultural, economic and environmental benefits to the Tasmanian community. This Output also includes oversight of Princes Wharf No. 1 Shed, a key event venue on the Hobart waterfront.
This Output aims to build and sustain a strong events sector, promote investment and support for the sector, and maximise the value and return on investment of events supported by the Government through major event partnerships, grant and development programs and a research program. Events Tasmania's aim is to develop a seasonally balanced events portfolio that brings people to Tasmania, gets people moving around the State, creates job opportunities and benefits communities through social inclusion as well as economic stimulus.
256 State Growth This Output also supports hospitality industry development through working closely with the Tasmanian Hospitality Association to address key issues facing the industry. This includes collaboration with Output 1.3 Skills Development to support skills and capability development, career pathways, recruitment and retention and providing consistent high quality service. This Output also supports raising the industry profile and improving profitability and sustainability.
Table 10.7: Performance Information - Output Group 5 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure Measure Actual Actual Target Target
Tasmanian Museum and Art Gallery TMAG Total Visitors1 Number 1180/day 1440/day 1125/day 1125/day Arts Industry Development Attendance at selected cultural venues2 Number 224 838 243 308 235 000 245 000 Contribution to gross state product of selected arts industries3 $ million 63.2 67.3 60.5 65.0 Participation in selected cultural activities4 % na 28.1 28.2 28.3 Screen Industry Development5 Developed projects that advance into production6 Ratio 6:1 4.4:1 5:1 8:1 Investment Attracted7 Ratio 6:1 12.4:1 5:1 4:1 Leveraged spend in the State Ratio 6:1 4.4:1 4:1 4:1
Notes: 1. It is typical after the one-off effect of a redevelopment opening year to see a reduction. Actual and target numbers for 2014-15 and 2015-16 are 40 per cent (325 visitors per day) above pre-redevelopment figures, which averaged 800 visits per day. 2. Attendance at selected cultural venues includes only those organisations receiving assistance under the Museums, Art Galleries and Heritage Organisations funding program of Arts Tasmania. 3. Contribution to gross state product of selected arts industries in 2012-13 has been revised downwards by the ABS in its publication 5220.0 Australian National Accounts: State Accounts. It was previously reported at $64.7 million. 4. This is a new measure and replaces employment numbers no longer published by the ABS. Data for this measure has been gained from the ABS release Participation in Selected Cultural Activities, Australia (Cat. No. 4921.0). It compares with a national participation rate of 26.8 per cent. 5. The performance measure Screen Industry - Production Jobs Generated is no longer a viable measure of performance due to small sample size and has been removed from this table. 6. The industry standard ratio for developed projects advancing into production is 10:1. The ratio varies because of the time taken by some projects to go into production, and because of that time, this ratio has been taken over three years. 7. Investment Attracted ratios vary in line with the size of production budgets. Animation and TV drama series leverage more investment and jobs than documentaries.
Output Group 6: Subsidies and Concessions
6.1 Shipping and Ferry Subsidies
This Output relates to payments for the provision of services for the Bruny Island Ferry, Furneaux Shipping and King Island Shipping. As part of the 2014-15 Budget, funding was provided to this Output for the International Shipping election commitment. This funding is no longer required given the extension of the Tasmanian Freight Equalisation Scheme for international exports being shipped to mainland ports. 2015-16 and 2016-17 funding has been reallocated to support rail infrastructure.
State Growth 257 6.2 Metropolitan General Access Services
This Output relates to the contract funding provided to suppliers of public bus services, including school-day-only services in the metropolitan areas of Hobart, Launceston, Devonport and Burnie. Included in this Output is funding to Metro Tasmania of $3.3 million per annum outside of the contract for service delivery for contractors to pursue a range of priorities including:
• purchase of new low-emission accessible buses;
• improvements to off-bus infrastructure on major corridors; and
• undertaking research and marketing initiatives.
6.3 Rural and Special Needs School Bus Services
This Output relates to contract payments to operators of rural and special needs school buses during the school year.
6.4 Non-Metropolitan General Access Services
This Output relates to contract funding provided to suppliers of public bus services outside the metropolitan areas of Hobart, Launceston, Devonport and Burnie but includes services to, from and between the metropolitan areas.
6.5 Construction of Streets in Towns
This Output contributes to the construction of streets as provided under the Local Government (Highways) Act 1982 and the Local Government Act 1993.
258 State Growth CAPITAL INVESTMENT PROGRAM
Table 10.8 provides financial information for the Department's Capital Investment Program. More information on the Capital Investment Program (CIP) is provided in chapter 6 of The Budget Budget Paper No 1.
Table 10.8: Capital Investment Program1,2 Estimated) 2015-16) 2016-17) 2017-18) 2018-19) Total) Forward) Forward) Forward) Cost) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Minister for Infrastructure Asset Management Ongoing) 5 321) 5 388) 5 529) 5 663) Bridge Renewal Program3 Ongoing) 4 810) 1 240) 1 240) 1 240) Bridge Strengthening on Esk and Tasman Highways 10 000) 500) 500) 4 100) 4 900) Brooker Highway, Elwick, Goodwood, Howard Roads3 32 000) 12 100) 16 600) 1 000) ....) Bruny Island Main Road 3 700) 300) ....) 1 700) 1 500) Colebrook Main Road 6 500) 500) 1 000) 3 500) 1 500) Contingency (Australian Government)3 600) 600) ....) ....) ....) Domain Highway Planning3 5 000) 4 000) 1 000) ....) ....) Environmental Management Ongoing) 545) 556) 571) 585) Esk Main Road 13 000) 1 000) 1 000) 2 800) 7 700) Forward Planning 1 125) 1 125) ....) ....) ....) Hadspen Bridge Walkway 100) 100) ....) ....) ....) Heavy Vehicle Safety and Productivity3 Ongoing) 400) 2 700) 850) 850) Highland Lakes Road 4 000) ....) 2 000) 1 900) ....) Huon Highway / Summerleas Rd3 21 900) 6 840) 13 900) 1 000) ....) Huon Highway Upgrade - Glendevie 8 000) ....) 6 000) 1 800) ....) Infrastructure Development Ongoing) 128) 132) 942) 968) Infrastructure Maintenance3,4 Ongoing) 65 229) 66 709) 68 360) 70 040) Launceston Northbank 1 350) 675) 675) ....) ....) Midland Highway3,5 250 000) 64 578) 66 000) 44 000) 53 000) Murchison Highway 8 000) 1 000) 4 000) 2 000) ....) North East Freight Roads3 42 500) 2 287) 180) ....) ....) Program Management Ongoing) 1 032) 1 098) 1 180) 1 213) Road Safety and Traffic Management3,5 Ongoing) 12 659) 12 209) 7 366) 7 527) South Arm Highway/Rokeby Main Road Stage 2 15 000) 6 000) 2 000) ....) ....) Strategic Planning and Policy Ongoing) 2 807) 2 836) 2 905) 2 970) Tasman Highway, St Helens Point Road 1 350) 850) ....) ....) ....) Tasman Ramps3 15 000) 11 988) ....) ....) ....)
State Growth 259 Table 10.8: Capital Investment Program1,2 (continued) Estimated) 2015-16) 2016-17) 2017-18) 2018-19) Total) Forward) Forward) Forward) Cost) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Minister for State Growth Northern Cities Major Development Initiative6 60 000) ....) 20 000) 20 000) 20 000)
Minister for the Arts Tasmanian Museum and Art Gallery Building Roof Maintenance6 460) 460) ....) ....) ....)
Total CIP Allocations 207 834) 227 723) 172 743) 179 656)
Notes: 1. The profile of funding for the CIP increases/decreases significantly from year to year due to the cash flow requirements of specific capital projects. 2. All roads project estimates are provided at the 'P50' level. This is based on the project cost with sufficient contingency to provide a 50 per cent likelihood that this cost will not be exceeded. On this basis projects will be managed at a whole of program level to achieve a balance in cost estimating. 3. This project includes funding from the Australian Government. For further information, refer to chapter 6 of The Budget Budget Paper No 1. 4. Includes a provision for investment in improved and safer cycling infrastructure. 5. This project includes funding from the Road Safety Levy. For further information, refer to chapter 6 of The Budget Budget Paper No 1. 6. Funding has been provided as a 2015-16 Budget initiative.
Roads Program
The Roads Program directly contributes to the achievement of the Departmental outcome of a safe, sustainable and efficient transport system that enhances economic and social development. Major Roads Program activities funded from the Capital Investment Program during 2015-16 include:
• continuation of significant works under the Government's Roads For Our Future Program;
• continuation of significant works on the Midland Highway including the commencement of construction of the duplication of the Midland Highway between Perth and Breadalbane;
• commencement of construction of the Brooker Highway, Elwick, Goodwood, and Howard Roads intersection project;
• continued development of the Huon Highway/Summerleas Road project;
• completion of the Community and West Coast Roads Program;
• continuation of construction on the Tasman Ramps project;
• ongoing road and bridge maintenance; and
• continued implementation of the Positive Provision Cycling Policy to improve cycling access and safety.
For more information in relation to the Roads Program see chapter 6 of The Budget Budget Paper No 1.
260 State Growth Other Capital Projects
Other capital projects included in the Capital Investment Program are:
• the Northern Cities Major Development Initiative that will see State Government working in close collaboration with Northern Tasmanian councils to help revive communities through infrastructure investment projects. Immediate projects include the Devonport Living City, the Launceston University of Tasmania campus relocation project, and the commencement of discussions regarding the enhanced presence and impact of the University of Tasmania on the North West Coast; and
• roof repairs to the 1966 Tasmanian Museum and Art Gallery building.
State Growth 261 DETAILED BUDGET STATEMENTS
Table 10.9: Statement of Comprehensive Income 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget1) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Revenue and other income from transactions Appropriation revenue - recurrent2 290 924) 301 652) 263 466) 255 886) 253 967) Appropriation revenue - works and services3 117 479) 90 631) 123 083) 126 653) 128 566) Other revenue from government4 12 195) ....) ....) ....) ....) Grants5 95 141) 123 374) 100 860) 42 059) 51 839) Sales of goods and services 2 007) 2 007) 2 007) 2 007) 2 007) Fees and fines6 12 815) 12 815) 12 815) 5 815) 475) Interest 2 480) 2 430) 2 380) 2 380) 2 380) Other revenue 2 690) 2 690) 1 972) 1 972) 1 972) Total revenue and other income from transactions 535 731) 535 599) 506 583) 436 772) 441 206)
Expenses from transactions Employee benefits7 66 675) 58 468) 57 812) 58 783) 59 786) Depreciation and amortisation 108 573) 108 641) 108 640) 108 645) 108 645) Supplies and consumables8 63 277) 62 089) 60 911) 57 249) 56 949) Grants and subsidies9 241 150) 234 077) 201 507) 183 755) 182 065) Borrowing costs 1 575) 1 630) 1 670) 1 670) 1 670) Other expenses 2 128) 4 643) 517) 519) 523) Total expenses from transactions 483 378) 469 548) 431 057) 410 621) 409 638)
Net result from transactions (net operating balance) 52 353) 66 051) 75 526) 26 151) 31 568)
Other economic flows included in net result Net gain/(loss) on non-financial assets 4) 4) 4) 4) 4) Total other economic flows included in net result 4) 4) 4) 4) 4)
Net result 52 357) 66 055) 75 530) 26 155) 31 572)
262 State Growth Table 10.9: Statement of Comprehensive Income (continued) 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget1) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Other economic flows - other changes in equity Changes in physical asset revaluation reserve 149 706) 149 937) 149 947) 149 947) 149 947) Other movements taken directly to equity10 (32 538) ....) ....) ....) ....) Total other economic flows - other changes in equity 117 168) 149 937) 149 947) 149 947) 149 947)
Comprehensive result 169 525) 215 992) 225 477) 176 102) 181 519)
Notes: 1. The 2014-15 Budget comparative figures presented in this table have been adjusted to reflect the transfer of Racing Integrity (formerly Racing Regulation and Policy) from the Department of State Growth to the Department of Primary Industries, Parks, Water and Environment. Accordingly, the 2014-15 figures for this Department will differ from those published in 2014-15 Budget. 2. The movements in Appropriation revenue - recurrent over the Forward Estimates are primarily attributable to the cash flow of election commitments, 2015-16 Budget initiatives and the impact of 2014-15 Budget Savings Strategies (including full year impacts of additional FTE savings announced in October 2014). 3. The change in Appropriation revenue - works and services in 2015-16 and over the Forward Estimates represents funding provided for the Capital Investment Program (CIP). The profile of funding for the CIP changes significantly from year to year due to the cash flow requirements of specific capital projects. Refer to Table 10.8 for further information on capital projects. 4. Other revenue from government in 2014-15 relates to funding carried forward under section 8A(2) of the Public Account Act 1986 from 2013-14 to 2014-15. 5. The profile of Grants funding over the Forward Estimates reflects cash flows for Australian Government receipts, in particular for capital works and skills development. 6. The reduction in Fees and fines in 2017-18 reflects the existing completion date of the Road Safety Levy in December 2017 in accordance with Vehicle and Traffic (Driver Licensing and Vehicle Registration) Regulations 2010. 7. The decrease in Employee benefits over the Forward Estimates is primarily attributable to 2014-15 Budget Savings Strategies (including the full year impacts of additional FTE savings announced in October 2014). 8. The decrease in Supplies and consumables over the Forward Estimates is primarily attributable to the cash flow of election commitments and incremental implementation of some 2014-15 Budget Savings. 9. The decrease in Grants and subsidies over the Forward Estimates is primarily attributable to the cash flow of election commitments and Australian Government funding to Skills Tasmania. 10. The Other movements taken directly to equity in 2014-15 represent one-off movements resulting from the establishment of the Department of State Growth.
State Growth 263 Table 10.10: Statement of Comprehensive Income - Administered 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward)
Budget1) Budget) Estimate) Estimate) Estimate)
$'000) $'000) $'000) $'000) $'000)
Revenue and other income from transactions2 Appropriation revenue - recurrent3 61 020) 87 474) 87 780) 53 661) 50 031) Grants 235) 109) 109) 109) 109) Taxation 36 428) 38 184) 39 406) 40 667) 42 024) Sales of goods and services 6 197) 5 036) 5 127) 5 220) 5 315) Fees and fines 11 356) 9 801) 9 998) 10 200) 10 370) Other revenue 26 707) 28 032) 28 733) 29 451) 30 187) Total revenue and other income from transactions 141 943) 168 636) 171 153) 139 308) 138 036)
Expenses from transactions4 Employee benefits5 983) ....) ....) ....) ....) Depreciation and amortisation5 1) ....) ....) ....) ....) Supplies and consumables5 714) 136) 136) 136) 136) Grants and subsidies3 60 884) 87 367) 87 673) 53 554) 49 924) Transfers to the Consolidated Fund 79 478) 81 133) 83 344) 85 618) 87 976) Other expenses 4) ....) ....) ....) ....) Total expenses from transactions 142 064) 168 636) 171 153) 139 308) 138 036)
Net result from transactions (net operating balance) (121) ....) ....) ....) ....)
Other economic flows included in net result Net gain/(loss) on non-financial assets 1) ....) ....) ....) ....) Total other economic flows included in net result 1) ....) ....) ....) ....)
Net result (120) ....) ....) ....) ....)
Comprehensive result (120) ....) ....) ....) ....)
Notes: 1. The 2014-15 Budget comparative figures presented in this table have been adjusted to reflect the transfer of Racing Integrity (formerly Racing Regulation and Policy) from the Department of State Growth to the Department of Primary Industries, Parks, Water and Environment. Accordingly, the 2014-15 figures for this Department will differ from those published in 2014-15 Budget. 2. Changes in Revenue and other income from transactions are detailed in Table 10.11 Revenue from Appropriation by Output and Table 10.12 Administered Revenue. 3. Changes in Appropriation revenue - recurrent and Grants and subsidies expense over the Forward Estimates primarily relate to grant funding provided to Tasmanian Railway Pty Ltd (TasRail). 4. Changes in Expenses from transactions are detailed in Table 10.13 Administered Expenses. 5. The reduction in 2015-16 reflects a change of accounting treatment of expenditure related to the Forest Practices Authority (FPA) to create consistency in grant payments to the Statutory Authorities administered by the Department of State Growth. Payments from 2015-16 are now reflected only as a grant to FPA, rather than reflecting both a grant to FPA and subsequent expenditure of that grant by FPA - refer Table 10.13 Administered Expenses.
264 State Growth Table 10.11: Revenue from Appropriation by Output 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward)
Budget1) Budget) Estimate) Estimate) Estimate)
$'000) $'000) $'000) $'000) $'000)
Minister for Infrastructure
Output Group 2 - Infrastructure 2.1 Infrastructure Tasmania 800) 800) 800) 800) 800) 2.2 Infrastructure Strategy2 2 476) 1 726) 1 599) 1 608) 587) 2.3 Land Transport Safety2 16 874) 15 585) 13 273) 12 310) 12 532) 2.4 Passenger Transport2 1 280) 2 819) 2 803) 2 566) 2 585) 2.5 Traffic Management and Engineering Services2 5 185) 3 249) 3 168) 3 256) 3 288) 26 615) 24 179) 21 643) 20 540) 19 792) Output Group 6 - Subsidies and Concessions 6.1 Shipping and Ferry Subsidies3 12 106) 1 036) 1 067) 1 100) 1 133) 6.2 Metropolitan General Access Services 39 956) 41 057) 42 192) 43 360) 44 563) 6.3 Rural and Special Needs School Bus Services 22 358) 23 029) 23 720) 24 432) 25 165) 6.4 Non-Metropolitan General Access Services 7 926) 7 626) 7 626) 7 626) 7 626) 82 346) 72 748) 74 605) 76 518) 78 487)
Grants and Subsidies4 54 670) 81 041) 81 262) 47 676) 43 968)
Capital Investment Program 117 479) 90 171) 103 083) 106 653) 108 566)
Recurrent Services 163 631) 177 968) 177 510) 144 734) 142 247) Works and Services 117 479) 90 171) 103 083) 106 653) 108 566) 281 110) 268 139) 280 593) 251 387) 250 813)
Minister for Energy
Output Group 3 - Energy Policy and Advice 3.1 Energy Policy and Advice2 2 357) 1 733) 3 271) 1 404) 1 442) 2 357) 1 733) 3 271) 1 404) 1 442)
Recurrent Services 2 357) 1 733) 3 271) 1 404) 1 442) 2 357) 1 733) 3 271) 1 404) 1 442)
State Growth 265 Table 10.11: Revenue from Appropriation by Output (continued) 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward)
Budget1) Budget) Estimate) Estimate) Estimate)
$'000) $'000) $'000) $'000) $'000)
Minister for State Growth
Output Group 1 - Industry, Skills Development and Business Growth 1.1 Coordinator-General5 2 000) 3 500) 2 750) 2 500) 2 500) 1.2 Industry and Business Development2 45 307) 62 699) 30 683) 23 266) 18 762) 1.3 Skills Development2 97 317) 98 625) 97 613) 98 698) 100 579) 144 624) 164 824) 131 046) 124 464) 121 841)
Capital Investment Program6 ....) ....) 20 000) 20 000) 20 000)
Recurrent Services 144 624) 164 824) 131 046) 124 464) 121 841) Works and Services ....) ....) 20 000) 20 000) 20 000) 144 624) 164 824) 151 046) 144 464) 141 841)
Minister for Resources
Output Group 4 - Resources Policy and Regulatory Services 4.1 Forestry Policy and Reform2 1 299) 1 673) 1 069) 996) 1 017) 4.2 Mineral Resources2 4 954) 5 791) 5 546) 5 698) 5 829) 6 253) 7 464) 6 615) 6 694) 6 846)
Grants and Subsidies 2 849) 2 906) 2 964) 3 023) 3 086)
Recurrent Services 9 102) 10 370) 9 579) 9 717) 9 932) 9 102) 10 370) 9 579) 9 717) 9 932)
Minister for the Arts
Output Group 5 - Culture and Creative Industries 5.1 Tasmanian Museum and Art Gallery2 7 898) 9 827) 9 616) 9 619) 9 859) 5.2 Arts Industry Development2 6 239) 7 024) 6 881) 7 030) 7 101) 5.3 Screen Industry Development2 2 103) 1 854) 1 772) 1 818) 1 867) 16 240) 18 705) 18 269) 18 467) 18 827)
Grants and Subsidies7 3 501) 3 527) 3 554) 2 962) 2 977)
266 State Growth Table 10.11: Revenue from Appropriation by Output (continued) 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward)
Budget1) Budget) Estimate) Estimate) Estimate)
$'000) $'000) $'000) $'000) $'000)
Capital Investment Program8 ....) 460) ....) ....) ....)
Recurrent Services 19 741) 22 232) 21 823) 21 429) 21 804) Works and Services ....) 460) ....) ....) ....) 19 741) 22 692) 21 823) 21 429) 21 804)
Minister for Tourism, Hospitality and Events
Output Group 5 - Culture and Creative Industries 5.4 Events and Hospitality2 12 437) 11 947) 7 965) 7 747) 6 680) 12 437) 11 947) 7 965) 7 747) 6 680)
Recurrent Services 12 437) 11 947) 7 965) 7 747) 6 680) 12 437) 11 947) 7 965) 7 747) 6 680)
Department of State Growth Total Recurrent Services 351 892) 389 074) 351 194) 309 495) 303 946) Total Works and Services 117 479) 90 631) 123 083) 126 653) 128 566) 469 371) 479 705) 474 277) 436 148) 432 512)
Reserved by Law Contribution towards Construction of Streets in Towns by Municipal Councils (Local Government Act 1993) 52) 52) 52) 52) 52) 52) 52) 52) 52) 52)
Appropriation Carried Forward9 12 195) ....) ....) ....) ....)
Total Revenue from Appropriation 481 618) 479 757) 474 329) 436 200) 432 564)
Controlled Revenue from Appropriation 420 598) 392 283) 386 549) 382 539) 382 533) Administered Revenue from Appropriation 61 020) 87 474) 87 780) 53 661) 50 031) 481 618) 479 757) 474 329) 436 200) 432 564)
Notes: 1. The 2014-15 Budget comparative figures presented in this table have been adjusted to reflect the transfer of Racing Integrity (formerly Racing Regulation and Policy) from the Department of State Growth to the Department of Primary Industries, Parks, Water and Environment. Accordingly, the 2014-15 figures for this Department will differ from those published in 2014-15 Budget.
State Growth 267 2. The decrease in expenses for these Outputs is primarily attributable to the cash flow of election commitments, 2014-15 Budget Savings Strategies, additional FTE savings announced in October 2014 and redistribution of corporate costs resulting from the establishment of the Department of State Growth. 3. The decrease in Shipping and Ferry subsidies from 2014-15 to 2015-16 reflects the reallocation of funding in 2015-16 from the Government's International Shipping election commitment which is no longer required given the extension of the Tasmanian Freight Equalisation Scheme for international exports being shipped to mainland ports, to rail infrastructure. 4. The movements in Grants and Subsidies over the Forward Estimates primarily reflect cash flow changes associated with the Tasmanian Railway Pty Ltd administered item. 5. The increase in Coordinator-General in 2015-16 reflects additional funding for three specific areas: international engagement activities, investment attraction and facilitation, and the Northern Cities Major Development Initiative. 6. Capital funding in the Forward Estimates relates to the Northern Cities Major Development Initiative. 7. The reduction in 2017-18 reflects the Government's commitment to reduce funding for Ten Days on the Island. 8. The increase in capital funding in 2015-16 reflects funding for roof repairs on the 1966 Tasmanian Museum and Art Gallery building. 9. Appropriation carried forward in 2014-15 relates to funding carried forward under section 8A(2) of the Public Account Act 1986 from 2013-14 to 2014-15.
268 State Growth Table 10.12: Administered Revenue 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget1) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Revenue Collected on Behalf of the Consolidated Fund Commonwealth Capital Grants 80) 80) 80) 80) 80) Drivers Licences2 8 694) 7 014) 7 154) 7 297) 7 403) Fines 12) 12) 12) 12) 12) MAIB Commission 2 344) 2 403) 2 463) 2 525) 2 588) Motor Vehicle Taxes and Fees 36 428) 38 184) 39 406) 40 667) 42 024) Other Revenue 8) 8) 8) 8) 8) Other Sales of Services 2 149) 2 168) 2 188) 2 208) 2 229) Personalised and Custom Plates 422) 432) 443) 454) 465) Photo Licence Fees 1 536) 1 670) 1 720) 1 772) 1 829) Regulatory Fees 1 054) 1 060) 1 066) 1 072) 1 078) Royalty Income 26 674) 28 024) 28 725) 29 443) 30 179) Sales of Goods 33) 33) 33) 33) 33) Vehicle Inspection Services Fees 44) 45) 46) 47) 48) 79 478) 81 133) 83 344) 85 618) 87 976)
Revenue from Appropriation Annual Appropriation3 61 020) 87 474) 87 780) 53 661) 50 031)
Other Revenue Commonwealth Recurrent Grants4 ....) 29) 29) 29) 29) Fines5 16) ....) ....) ....) ....) Grants from Non-Government Sector5 155) ....) ....) ....) ....) Other Revenue5 25) ....) ....) ....) ....) Sales of Goods5 1 249) ....) ....) ....) ....) 1 445) 29) 29) 29) 29)
Total Administered Revenue 141 943) 168 636) 171 153) 139 308) 138 036)
Notes: 1. The 2014-15 Budget comparative figures presented in this table have been adjusted to reflect the transfer of Racing Integrity (formerly Racing Regulation and Policy) from the Department of State Growth to the Department of Primary Industries, Parks, Water and Environment. Accordingly, the 2014-15 figures for this Department will differ from those published in 2014-15 Budget. 2. Drivers licence revenue has been adjusted over the Forward Estimates to more accurately reflect anticipated receipts. 3. The movements in Annual Appropriation over the Forward Estimates primarily reflect cash flow changes associated with the Tasmanian Railway Pty Ltd administered item. 4. The increase in Commonwealth Recurrent Grants in 2015-16 reflects the inclusion of Australian Government reciprocal receipts relating to transport access concessions.
State Growth 269 5. The reduction in 2015-16 reflects a change of accounting treatment of expenditure related to the Forest Practices Authority (FPA) to create consistency in grant payments to the Statutory Authorities administered by State Growth. Payments from 2015-16 are now reflected only as a grant to FPA, rather than reflecting both a grant to FPA and subsequent expenditure of that grant by FPA.
Table 10.13: Administered Expenses 2014-15] 2015-16] 2016-17] 2017-18] 2018-19] ) ) Forward) Forward) Forward) Budget1) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Grants and Subsidies Contribution to Marine and Safety Authority2 1 004) 2 092) 1 592) 1 003) 1 003) Conveyance Allowance 1 630) 1 630) 1 630) 1 630) 1 630) Government Contribution to the Tasmanian Symphony Orchestra 1 519) 1 519) 1 519) 1 519) 1 519) National Transport Commission (NTC): Local Government Contribution 1 500) 1 500) 1 500) 1 500) 1 500) Payments for Forest Practices Authority3 2 942) 1 416) 1 444) 1 473) 1 503) Pensioner Air Travel Subsidy 10) 10) 10) 10) 10) Private Forests Tasmania 1 473) 1 490) 1 520) 1 550) 1 583) Student-Only Passenger Services 24 174) 24 899) 25 646) 26 415) 27 207) Tasmanian Icon Program - Tasmanian Symphony Orchestra 500) 500) 500) 500) 500) Tasmanian Railway Pty Ltd4 16 834) 41 892) 41 866) 8 100) 8 100) Ten Days on the Island5 1 304) 1 330) 1 357) 765) 780) Theatre Royal 178) 178) 178) 178) 178) Transport Access Scheme 4 518) 4 547) 4 547) 4 547) 4 547) West Coast Wilderness Railway6 5 000) 4 500) 4 500) 4 500) ....) 62 586) 87 503) 87 809) 53 690) 50 060)
Transfer to the Consolidated Fund 79 478) 81 133) 83 344) 85 618) 87 976)
Total Administered Expenses 142 064) 168 636) 171 153) 139 308) 138 036)
Notes: 1. The 2014-15 Budget comparative figures presented in this table have been adjusted to reflect the transfer of Racing Integrity (formerly Racing Regulation and Policy) from the Department of State Growth to the Department of Primary Industries, Parks, Water and Environment. Accordingly, the 2014-15 figures for this Department will differ from those published in 2014-15 Budget. 2. Additional funding has been provided to Marine and Safety Tasmania (MAST) to contribute towards works associated with the Prosser River and St Helens Barway. 3. The reduction in 2015-16 reflects a change of accounting treatment of expenditure related to the Forest Practices Authority (FPA) to create consistency in grant payments to the Statutory Authorities administered by State Growth. Payments from 2015-16 are now reflected only as a grant to FPA, rather than reflecting both a grant to FPA and subsequent expenditure of that grant by FPA. 4. The movements in Grants and Subsidies over the Forward Estimates primarily relate to additional grant funding provided to Tasmanian Railway Pty Ltd for the Freight Rail Revitalisation Program. 5. The reduction from 2017-18 reflects the Government's commitment to reduce funding for Ten Days on the Island. 6. The reduction from 2018-19 reflects the end of the Government's funding for the West Coast Wilderness Railway.
270 State Growth Contribution to Marine and Safety Authority
This contribution supports Marine and Safety Tasmania (MAST) in carrying out its functions of managing the Government's non-commercial marine facilities and Tasmania's marine regulatory environment. Additional funding has been made available to MAST to contribute towards stabilisation of the mouth of the Prosser River and for works on the St Helens Barway in the form of training wall extensions and groynes.
Conveyance Allowance
The Department administers allowances paid to parents and guardians of students who do not have access to government subsidised public passenger transport services for travel to and from school. It is intended to assist with the cost of providing private transport to the nearest bus stop, or school. Allowances are also paid to Bass Strait Islands residents.
Government Contribution to the Tasmanian Symphony Orchestra
The Tasmanian Symphony Orchestra (TSO), one of the world's finest small orchestras, continues to receive State Government support. The TSO plays to audiences throughout the State and its award-winning recordings are heard throughout the world. A versatile orchestra, the TSO is renowned for its expertise in music of the classical and early romantic periods and is recognised internationally as a champion of Australian music.
National Transport Commission (NTC): Local Government Contribution
Under the reform measures that abolished local road tolls in favour of national heavy vehicle charges, $1.5 million is provided annually from motor tax receipts to local government to compensate for loss of revenues from heavy vehicles.
Payment for Forest Practices Authority
This payment represents the Government's contribution to the Forest Practices Authority (FPA). The role of the FPA is to advance the objective of the State's forest practices system and to foster a cooperative approach towards policy implementation and management.
Pensioner Air Travel Subsidy
Aged pensioner residents of the Bass Strait Islands are entitled to an air fare subsidy when travelling between the Bass Strait Islands and Northern Tasmania. The subsidy is a 50 per cent concession on one return airfare from their Island residence to Northern Tasmania each financial year.
Private Forests Tasmania
This payment represents the Government's contribution to Private Forests Tasmania (PFT). The objective of the PFT is to facilitate and expand the development of the private forest resource in Tasmania in a manner that is consistent with sound forest land management practice.
Student-Only Passenger Services
In accordance with Government policy, provision is made for payments to operators of contracted fare charging student-only bus services for the difference between the fare paid by students, set by Government policy, and that which would be charged if the services were operating on a commercial basis.
State Growth 271 Tasmanian Icon Program - Tasmanian Symphony Orchestra
The Tasmanian Icon Program is designed to utilise world-class Tasmanian talent to promote the State both nationally and internationally. Currently, funded icons are the Tasmanian Symphony Orchestra, the Tasmanian Tigers State Cricket Team, funded through the Sport and Recreation portfolio of Department of Premier and Cabinet, and the Menzies Institute for Medical Research which is funded through the Industry and Business Development Output of the Department of State Growth.
Tasmanian Railway Pty Ltd
This payment represents the Government's grant contribution to Tasmanian Railway Pty Ltd. The payment allows Tasmanian Railway Pty Ltd to manage, maintain and operate the Tasmanian rail network on a sustainable basis and it also provides for critical annual maintenance of rolling stock assets. Additional funding has been provided to match funding of $59.8 million from the Australian Government for the Freight Rail Revitalisation Program, which requires a 50 per cent co-contribution from the State. The Freight Rail Revitalisation Program, undertaken by Tasmanian Railway Pty Ltd, will raise the quality of the major lines on the Tasmanian rail network through selective re-sleepering, upgrading old rail and bridges as well as culvert strengthening, drainage and formation work.
Ten Days on the Island
Ten Days on the Island is a biennial event that commenced in 2001. In accordance with the Government's election commitment, funding for this event has been reduced after the current deed expires in 2016-17.
Theatre Royal
The Theatre Royal is Australia's oldest continually operating theatre. The Government's commitment in funding the Theatre Royal recognises the Theatre Royal, not just as a significant piece of Tasmania's history, but a living centre for the performing arts.
Transport Access Scheme
The scheme provides for payments to operators of taxis and wheelchair accessible taxis to support fare concessions and subsidies made available to eligible persons with permanent disabilities or medical conditions that significantly restrict their personal mobility.
West Coast Wilderness Railway
The West Coast Wilderness Railway is an iconic west coast attraction and helps attract visitors to the region and Queenstown. This funding supports the implementation of capital works and the maintenance of the Railway's operations.
272 State Growth Table 10.14: Statement of Financial Position as at 30 June 2015) 2016) 2017) 2018) 2019) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Assets Financial assets Cash and deposits1,2 73 429) 51 955) 45 141) 44 924) 44 147) Investments1 57 093) 51 817) 54 317) 56 817) 59 317) Receivables 4 289) 3 947) 3 943) 3 939) 3 935) Equity investments 773) 770) 795) 820) 845) Other financial assets3 ....) 7 628) 7 628) 7 628) 7 628) 135 584) 116 117) 111 824) 114 128) 115 872) Non-financial assets Inventories 257) 357) 367) 377) 387) Property, plant and equipment4 176 619) 162 732) 164 378) 166 029) 167 680) Infrastructure4 4 385 719) 4 417 407) 4 636 863) 4 800 352) 4 969 818) Heritage and cultural assets 406 983) 409 956) 420 096) 430 236) 440 376) Investment property 9 635) 9 943) 10 236) 10 529) 10 822) Intangibles 7 362) 7 055) 6 654) 6 243) 5 832) Other assets 2 287) 2 172) 2 256) 2 340) 2 424) 4 988 862) 5 009 622) 5 240 850) 5 416 106) 5 597 339)
Total assets 5 124 446) 5 125 739) 5 352 674) 5 530 234) 5 713 211)
Liabilities Payables 7 042) 7 044) 7 162) 7 280) 7 398) Interest bearing liabilities5 74 330) 42 982) 43 982) 44 982) 45 982) Provisions 8 593) 3 280) 3 240) 3 200) 3 160) Employee benefits 20 602) 20 233) 20 653) 21 073) 21 493) Other liabilities 7 667) 8 631) 8 591) 8 551) 8 511) Total liabilities 118 234) 82 170) 83 628) 85 086) 86 544)
Net assets (liabilities) 5 006 212) 5 043 569) 5 269 046) 5 445 148) 5 626 667)
Equity Contributed capital 3 142 798) 3 173 900) 3 173 900) 3 173 900) 3 173 900) Reserves 1 811 079) 1 848 221) 1 998 168) 2 148 115) 2 298 062) Accumulated funds 52 335) 21 448) 96 978) 123 133) 154 705) Total equity 5 006 212) 5 043 569) 5 269 046) 5 445 148) 5 626 667)
Notes: 1. Changes in Cash and deposits and Investments over the Forward Estimates are primarily due to the Farm Finance Concessional Loan Scheme funded by the Australian Government. 2. Decreases from 2017 include the existing completion date of the Road Safety Levy in December 2017 in accordance with Vehicle and Traffic (Driver Licensing and Vehicle Registration) Regulations 2010.
State Growth 273 3. The increase in Other financial assets in 2016 reflects revised estimates based on the 30 June 2014 actuals. 4. The movement in Property, plant and equipment and Infrastructure is due to asset revaluation processes and methodology. 5. The reduction in Interest bearing liabilities primarily reflects Australian Government loans, in particular the Farm Finance Concessional Loan Scheme.
Table 10.15: Statement of Financial Position as at 30 June - Administered 2015) 2016) 2017) 2018) 2019) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Assets Financial assets Cash and deposits 3 220) 3 358) 3 358) 3 358) 3 358) Receivables 44) 97) 97) 97) 97) Other financial assets 15) 20) 20) 20) 20) 3 279) 3 475) 3 475) 3 475) 3 475) Non-Financial Assets Property, plant and equipment 10) 3) 2) 1) ....) Intangibles 3) ....) ....) ....) ....) 13) 3) 2) 1) ....)
Total Assets 3 292) 3 478) 3 477) 3 476) 3 475)
Liabilities Payables 210) 284) 284) 284) 284) Employee benefits 270) 302) 301) 300) 299) Other liabilities 1 530) 1 537) 1 537) 1 537) 1 537) Total Liabilities 2 010) 2 123) 2 122) 2 121) 2 120)
Net Assets (liabilities) 1 282) 1 355) 1 355) 1 355) 1 355)
Equity1 Contributed capital 1 402) ....) ....) ....) ....) Accumulated funds (120) 1 355) 1 355) 1 355) 1 355) Total Equity 1 282) 1 355) 1 355) 1 355) 1 355)
Note: 1. Movements in Equity from 2014-15 to 2015-16 reflect accounting treatment changes relating to the Forest Practices Authority to create consistency in grants payments to the Statutory Authorities administered by the Department of State Growth.
274 State Growth Table 10.16: Statement of Cash Flows1 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget2) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Cash flows from operating activities Cash inflows Appropriation receipts - recurrent3 290 924) 301 652) 263 466) 255 886) 253 967) Appropriation receipts - capital3 117 479) 90 631) 123 083) 126 653) 128 566) Grants4 95 141) 123 374) 100 860) 42 059) 51 839) Sales of goods and services 2 012) 2 012) 2 012) 2 012) 2 012) Fees and fines5 12 815) 12 815) 12 815) 5 815) 475) GST receipts 16 898) 16 898) 16 898) 16 898) 16 898) Interest received 2 480) 2 430) 2 380) 2 380) 2 380) Other cash receipts 2 690) 2 690) 1 972) 1 972) 1 972) Total cash inflows 540 439) 552 502) 523 486) 453 675) 458 109)
Cash outflows Employee benefits6 (59 270) (53 392) (51 396) (52 255) (53 153) Superannuation6 (7 027) (5 755) (6 036) (6 148) (6 253) Borrowing costs (1 645) (1 710) (1 760) (1 760) (1 760) GST payments (16 899) (16 899) (16 899) (16 899) (16 899) Grants and subsidies4 (241 075) (234 002) (201 432) (183 680) (181 990) Supplies and consumables7 (63 467) (62 295) (61 117) (57 455) (57 155) Other cash payments (2 128) (4 643) (517) (519) (523) Total cash outflows (391 511) (378 696) (339 157) (318 716) (317 733)
Net cash from (used by) operating activities 148 928) 173 806) 184 329) 134 959) 140 376)
Cash flows from investing activities Payments for acquisition of non-financial assets8 (152 550) (166 501) (189 647) (133 680) (139 657) Proceeds from the disposal of non-financial assets 4) 4) 4) 4) 4) Equity injections and cash flows from restructuring (1 960) (100) ....) ....) ....) Net advances paid (12 250) (2 500) (2 500) (2 500) (2 500) Net cash from (used by) investing activities (166 756) (169 097) (192 143) (136 176) (142 153)
Cash flows from financing activities Net borrowings9 32 532) 282) 1 000) 1 000) 1 000) Net cash from (used by) financing activities 32 532) 282) 1 000) 1 000) 1 000)
State Growth 275 Table 10.16: Statement of Cash Flows1 (continued) 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget2) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Net increase (decrease) in cash and cash equivalents held 14 704) 4 991) (6 814) (217) (777)
Cash and deposits at the beginning of the reporting period 58 725) 46 964) 51 955) 45 141) 44 924) Cash and deposits at the end of the reporting period 73 429) 51 955) 45 141) 44 924) 44 147)
Notes: 1. Cash flow estimates include the impact of election commitments, Budget initiatives and Budget Savings Strategies, which have resulted in variations in the profile over the Forward Estimates. 2. The 2014-15 Budget comparative figures presented in this table have been adjusted to reflect the transfer of Racing Integrity (formerly Racing Regulation and Policy) from the Department of State Growth to the Department of Primary Industries, Parks, Water and Environment. Accordingly, the 2014-15 figures for this Department will differ from those published in 2014-15 Budget. 3. The changes in Appropriation receipts - recurrent and Appropriation receipts - capital are detailed in Table 10.11 - Revenue from Appropriation by Output. 4. The movement in Grants over the Forward Estimates reflects cash flows for Australian Government receipts, in particular for capital works and skills development. 5. The reduction in Fees and fines in 2017-18 reflects the existing completion date of the Road Safety Levy in December 2017 in accordance with Vehicle and Traffic (Driver Licensing and Vehicle Registration) Regulations 2010. 6. The decrease in Employee benefits and Superannuation outflows over the Forward Estimates is primarily attributable to 2014-15 Budget Savings Strategies and full year impacts of additional FTE savings announced in October 2014. 7. The decrease in Supplies and consumables over the Forward Estimates is primarily attributable to the completion of election commitments and incremental implementation of some 2014-15 Budget Savings. 8. Payments for acquisition of non-financial assets primarily includes expenditure incurred for projects included in the Department's Capital Investment Program. Details on the Department's CIP program is shown in Table 10.8 Capital Investment Program. 9. Net borrowings reflects the cash flows associated with the Farm Finance Concessional Loan program funded by the Australian Government.
276 State Growth Table 10.17: Statement of Cash Flows - Administered 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward)
Budget1) Budget) Estimate) Estimate) Estimate)
$'000) $'000) $'000) $'000) $'000)
Cash flows from operating activities Cash inflows Appropriation receipts - recurrent2 61 020) 87 474) 87 780) 53 661) 50 031) Grants3 235) 109) 109) 109) 109) Taxation 36 428) 38 184) 39 406) 40 667) 42 024) Sales of goods and services3 6 197) 5 036) 5 127) 5 220) 5 315) Fees and fines 11 356) 9 801) 9 998) 10 200) 10 370) Other cash receipts 26 707) 28 032) 28 733) 29 451) 30 187) Total cash inflows 141 943) 168 636) 171 153) 139 308) 138 036)
Cash outflows Employee benefits3 (860) ....) ....) ....) ....) Superannuation3 (108) ....) ....) ....) ....) Grants and subsidies4 (60 884) (87 367) (87 673) (53 554) (49 924) Transfers to the Consolidated Fund (79 478) (81 133) (83 344) (85 618) (87 976) Supplies and consumables (714) (136) (136) (136) (136) Other cash payments (4) ....) ....) ....) ....) Total cash outflows (142 048) (168 636) (171 153) (139 308) (138 036)
Net cash from (used by) operating activities (105) ....) ....) ....) ....)
Payments for acquisition of non-financial assets (1) ....) ....) ....) ....) Proceeds from the disposal of non-financial assets 1) ....) ....) ....) ....) Net increase (decrease) in cash and cash equivalents held (105) ....) ....) ....) ....)
Cash and deposits at the beginning of the reporting period 3 325) 3 358) 3 358) 3 358) 3 358) Cash and deposits at the end of the reporting period 3 220) 3 358) 3 358) 3 358) 3 358)
Notes: 1. The 2014-15 Budget comparative figures presented in this table have been adjusted to reflect the transfer of Racing Integrity (formerly Racing Regulation and Policy) from the Department of State Growth to the Department of Primary Industries, Parks, Water and Environment. Accordingly, the 2014-15 figures for this Department will differ from those published in 2014-15 Budget. 2. The changes in Appropriation receipts - recurrent are detailed in Table 10.11 Revenue from Appropriation by Output. 3. The reduction in 2015-16 reflects a change of accounting treatment of transactions related to the Forest Practices Authority (FPA) to create consistency for Statutory Authorities administered by the Department of State Growth. Payments from 2015-16 are now reflected only as a grant to FPA, rather than reflecting both a grant to FPA and subsequent expenditure of that grant by FPA. 4. The movements in Grants and subsidies over the Forward Estimates primarily relate to grant funding provided to Tasmanian Railway Pty Ltd and the reduction of funding for the West Coast Wilderness Railway in 2018-19.
State Growth 277
11 DEPARTMENT OF TREASURY AND FINANCE
AGENCY OUTLINE
The Department of Treasury and Finance is responsible to the Treasurer, Hon Peter Gutwein MP.
Treasury undertakes various functions associated with State economic and financial management, including:
• monitoring economic developments and forecasting economic trends in the Tasmanian economy;
• preparing and monitoring the State Budget, managing the Public Account and providing advice on financial management in the public sector;
• monitoring and providing advice on the performance of government businesses;
• managing the Government's office accommodation portfolio, managing insurable risks of agencies, managing property sales and whole-of-government procurement;
• providing policy advice on regulatory and financial issues, intergovernmental financial relations and State tax issues and State taxation collection on behalf of the Commissioner of State Revenue; and
• supporting the Tasmanian Economic Regulator, the Tasmanian Gaming Commission, and the Commissioner for Licensing and the Licensing Board to carry out their regulatory and integrity functions.
This chapter provides the Department's financial information for 2015-16 and over the Forward Estimates period (2016-17 to 2018-19). Further information on the Department is provided at www.treasury.tas.gov.au.
Treasury and Finance 279 KEY DELIVERABLES
Table 11.1 provides a summary of the Budget and Forward Estimate allocations for key deliverables.
Table 11.1: Key Deliverables Statement 2015-16 2016-17 2017-18 2018-19 Forward Forward Forward Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000
Budget Information Management System 2 771 2 885 1 535 .... Revenue Collection - Compliance Activities 145 151 158 164 State Revenue System Replacement - Payroll Tax and Duties 745 718 ......
Budget Information Management System
The Budget Information Management System (BIMS) is a critical whole-of-Government business tool that will be used by all Government agencies to support the State Budget function. The annual Budget papers, revised estimate reports and financial advice to the Treasurer will all be dependent on the information provided by this system.
The existing system, the Budget Management System (BMS), has aged and poses a risk to the State Budget function and has limitations in regard to its capabilities, including for example, longer range fiscal modelling. Treasury is replacing BMS with a modern, flexible, supported and more efficient system that will:
• remove the risk of disruption to the State Budget function;
• be more responsive and provide a broader information base to support Government decisions; and
• introduce greater flexibility and adaptability to meet future requirements.
The BIMS Project was initially established in 2011 to investigate options for the replacement of the existing system. Phases one and two of the project have been completed and include documentation of existing processes, the establishment of high-level functional requirements, a review of other jurisdictions' budget management systems and a market assessment of potential solutions through a Request for Information process. Phase three, which will be completed by 30 June 2015, involves the development of detailed system requirements to enable the project to proceed to a Request for Tender for the implementation of a commercial off the shelf solution.
The next phase of the BIMS Project, scheduled for completion in 2018, will involve activities to select a solution, implement and provide post implementation support.
280 Treasury and Finance Centralised Property Management
The first stage of this Government commitment is the implementation of centralised management and coordination of major office accommodation leases for Government within the Hobart CBD. This strategic approach to major leases will lead to more efficient and effective management of the Government's leased office accommodation.
Treasury has commenced a review of major Hobart CBD office leases that are subject to renewal in the remainder of 2015 and is working with agencies to ensure lease negotiations optimise whole-of-government outcomes.
Government Fleet Savings Initiative
In the 2014-15 State Budget, the Government committed to reducing the operating cost of running the passenger and light commercial Government motor vehicle fleet. In order to achieve fleet savings agencies have indicated that a range of utilisation and optimisation measures are being implemented to reduce fleet operating costs. These savings measures include:
• reducing vehicles;
• improved utilisation of existing vehicles; and
• selecting smaller vehicles.
Savings targets are on track since the Government's commitments were made in 2014. Treasury will continue to regularly monitor and report, on a whole-of-government basis, agency progress towards achieving fleet operating cost savings targets. Further information is contained in chapter 3 of this Budget Paper.
Charter of Budget Responsibility Bill
Treasury has commenced the preparation of amendments to the Charter of Budget Responsibility Act 2007 to implement the changes detailed in the 2014-15 Budget. It is proposed that amendments will be tabled in Parliament in late 2015.
These amendments will also require a report on the long-run sustainability of the Government's finances to be released by the Treasurer every five years. The first report will be released in 2015-16.
Financial Management Bill
Treasury has developed a draft Financial Management Bill to replace the Public Account Act 1986 and the Financial Management and Audit Act 1990.
The new Financial Management Bill has been drafted to improve the efficiency, effectiveness and transparency of government financial management.
The Financial Management Bill is expected to be tabled in late 2015. Subject to the Bill being passed, Treasury will be working with stakeholder groups, providing targeted communications and training prior to the planned transition to the new legislation on 1 July 2017.
Treasury and Finance 281 Government Business Enterprise/State-owned Company Reform
Retirement Benefits Fund Review
Treasury commenced a strategic review of the Retirement Benefits Fund (RBF) in 2013 to identify the most appropriate means to provide superannuation to public sector employees and members of RBF into the future. Treasury engaged PricewaterhouseCoopers Securities Ltd to provide advice on the Review.
In July 2014, following receipt of the Stage Two Report, the Treasurer asked RBF, Tasplan and Quadrant to work together to develop options for the delivery of the accumulation and the defined benefit schemes they believe should be considered by Government.
The Government is presently considering these options in consultation with the three funds to identify its preferred reform model and to best protect the interests of RBF members and minimise financial risks to the Government and maximise the economic outcomes for Tasmania.
Forestry
In 2014, the Government established a review to examine the current Forestry Tasmania operating model, its commercial arrangements and constraints and how these are affecting Forestry Tasmania's financial performance. The review also identified options for the short-term to limit the losses and consider the current and future role of Government in public production native forests.
The Government's objectives for the review were to:
• examine the most appropriate options to deliver economically viable and sustainable forest management and wood production outcomes for the State;
• consider the Forestry Tasmania operating model, commercial arrangements and constraints and the impact on its financial performance; and
• identify options for the short-term to limit the losses and consider the current and future role of Government in public production forests.
The Treasurer and the Minister for Resources appointed a Steering Committee to conduct the review. The Steering Committee was chaired by the Secretary of Treasury and included representatives from the Departments of Premier and Cabinet and State Growth and the Chair of Forestry Tasmania. Deloitte Touche Tohmatsu was appointed to assist with the review.
Deloitte and the Steering Committee provided reports to the Government in April 2015.
Following consideration of the reports, the Government agreed in principle that Forestry Tasmania would transition to a composite operating model that focuses Forestry Tasmania on managing public native forest and optimises the scope for private sector participation in bringing the public sector forest resources to market. It also agreed in principle that the transition and operating deficits would be funded in the short-term by the sale of Forestry Tasmania's hardwood plantations and further cost reductions in Forestry Tasmania.
The Government will consult with industry regarding implementation of this decision and then finalise its preferred approach. The Board of Forestry Tasmania will be responsible for managing the transition.
The focus for 2015-16 will be on industry consultation, selection of a preferred composite operating model, undertaking an expression of interest process for residue solutions, the plantation sale due diligence and implementation.
282 Treasury and Finance Liquor Licensing - Review of Act
Treasury is currently undertaking a review of the Liquor Licensing Act 1990 with the aim of providing Government with options to:
• provide for a more transparent licence and permit process and more flexible and effective enforcement processes;
• strengthen existing consumer responsibilities;
• align the regulation of liquor with the key strategies of the Tasmanian Alcohol Action Framework; and
• clarify Government regulatory responsibilities and increase the regulators' ability to undertake these responsibilities effectively.
It is anticipated that legislation giving effect to agreed recommendations coming out of the review will be introduced in September 2015.
Parliament Square
The redevelopment of parliament square will revitalise the cultural, business and heritage aspects of Hobart's cityscape, providing a strong link from the city centre to the waterfront. Following an extensive three stage tender process to divest the site, Citta Property Group Pty Ltd was identified as the preferred tenderer.
A sales contract with Citta was negotiated that included conditions to ensure the Government's long-term interest in the site is protected. Following completion of the sale and transfer of the land in December 2014, construction of the new office tower and restoration works associated with the heritage buildings in Davey Street has commenced.
Further information on the project is provided at www.treasury.tas.gov.au/parliamentsquare.
Revenue Collection - Compliance Activities
This initiative involves the appointment of two additional revenue compliance inspectors to enable the Compliance Section of the State Revenue Office to accelerate the audit of compliance targets, thereby protecting and improving the State's revenue base, and ensuring that the correct amount of taxation revenue is being collected from taxpayers. Activity will primarily be focussed in the areas of land and payroll tax, adopting a risk management framework. It is expected that this additional investment in compliance activities will be more than offset by additional tax revenues arising from taxpayers more fully complying with their tax obligations.
State Revenue System Replacement - Payroll Tax and Duties
The State Revenue Office is currently replacing the State's ageing revenue collection system with a modern application, Client View, to increase efficiency, improve taxpayer experience and data quality, and remove legacy technology risks.
Client View is a taxation collection and revenue system that presents a consistent view of client details, net debtor situation and service delivery communication events across all revenue lines. The Client View Project consists of three phases.
Treasury and Finance 283 The first phase for the management of land tax was completed in early 2015. Completion of this phase enabled the State Revenue Office to successfully complete the 2014-15 land tax issue of over 60 000 notices in the new Client View System
Phase two of the project is underway and will extend into 2015-16. This phase involves development of the modules for the management of payroll tax and insurance and motor vehicle duties.
The final phase, relating to duty on property transfers, will be undertaken in 2016-17, allowing the retirement of the ageing Tasmanian Revenue and Collection System.
White Papers on Reform of the Federation and Taxation Reform
The Australian Government has committed to producing White Papers on the Reform of the Federation and the Reform of Australia's Taxation System for release in the lead up to the next Australian Government election.
The Federation White Paper will consider reform to Commonwealth-State roles and responsibilities, vertical fiscal imbalance and horizontal fiscal equalisation. It aims to clarify roles and responsibilities between all levels of Government to ensure that, as far as possible, each level of Government is sovereign in its own sphere.
Issue papers have been released for the five areas of the Federation White Paper:
• A Federation for Our Future;
• Health;
• Education;
• Housing and Homelessness; and
• Federal Financial Relations.
The Federation Green Paper is expected to be publicly released in the second half of 2015.
A Discussion Paper on Taxation was released in March 2015. The Discussion Paper was focussed on how an efficient and fair tax system should be structured. Work has also commenced on potential reform options to be covered in the Taxation Green Paper, which is expected to be released in the second half of 2015.
Australia's substantial vertical fiscal imbalance and long-term fiscal pressures for all levels of government mean that the Federation White Paper will be closely linked to reforms considered in the Taxation White Paper and will necessitate close interaction between the two processes. Treasury will continue to work closely with the Department of Premier and Cabinet and other agencies to respond to these two processes.
284 Treasury and Finance OUTPUT INFORMATION
Outputs of the Department of Treasury and Finance are provided under the following Output Groups:
• Output Group 1 - Financial and Resource Management Services;
• Output Group 2 - Economic and Fiscal Policy Advice;
• Output Group 3 - Revenue and Regulatory Management Services; and
• Output Group 4 - Community Assistance.
Table 11.2 provides an Output Group Expense Summary for the Department.
Treasury and Finance 285 Table 11.2: Output Group Expense Summary 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward)
Budget) Budget) Estimate) Estimate) Estimate)
$'000) $'000) $'000) $'000) $'000)
Treasurer
Output Group 1 - Financial and Resource Management Services 1.1 Budget Development and Management 2 547) 2 444) 2 538) 2 615) 2 760) 1.2 Financial Management and Accounting Services 3 410) 3 309) 3 396) 3 482) 3 668) 1.3 Shareholder Advice on Government Businesses 2 573) 2 346) 2 406) 2 537) 2 663) 1.4 Government Property and Accommodation Services 986) 991) 1 015) 1 040) 1 085) 1.5 Government Procurement Services1 2 046) 2 474) 2 454) 2 512) 2 566) 11 562) 11 564) 11 809) 12 186) 12 742) Output Group 2 - Economic and Fiscal Policy Advice 2.1 Economic Policy Advice 1 221) 1 210) 1 249) 1 285) 1 354) 2.2 Regulatory Policy 2 595) 2 521) 2 598) 2 669) 2 815) 2.3 Intergovernmental Financial Matters 1 182) 1 128) 1 161) 1 194) 1 260) 4 998) 4 859) 5 008) 5 148) 5 429) Output Group 3 - Revenue and Regulatory Management Services 3.1 Tax Administration and Revenue Collection2 8 358) 8 731) 8 964) 9 203) 9 691) 3.2 Regulation and Administration of Liquor and Gaming 6 352) 6 263) 6 430) 6 585) 6 927) 3.3 Economic Regulation3 2 026) 1 823) 1 830) 2 064) 1 902) 16 736) 16 817) 17 224) 17 852) 18 520) Output Group 4 - Community Assistance 4.1 Bass Strait Islands Community Service Obligation 9 000) 9 400) 9 800) 10 200) 10 600) 4.2 Public Trustee Community Service Obligation 1 556) 1 642) 1 728) 1 764) 1 800) 4.3 Community Support Levy 4 600) 4 564) 4 570) 4 580) 4 589) 15 156) 15 606) 16 098) 16 544) 16 989)
TOTAL 48 452) 48 846) 50 139) 51 730) 53 680)
Notes: 1. The increase in Government Procurement Services (Output 1.5) in 2015-16 reflects revised arrangements for the annual Microsoft agreement whereby Treasury pays the full cost and recovers the annual cost from the agencies involved. 2. The increase in Tax Administration and Revenue Collection (Output 3.1) in 2015-16 reflects additional funding for revenue collection compliance activities. 3. The fluctuations in expenditure on Economic Regulation (Output 3.3) reflect the work program of the Tasmanian Economic Regulator.
286 Treasury and Finance Output Group 1: Financial and Resource Management Services
1.1 Budget Development and Management
This Output includes management of the State Budget process, the provision of advice on budgetary issues and monitoring of the State's financial performance against the Government's Fiscal Strategy.
1.2 Financial Management and Accounting Services
This Output includes whole-of-government financial management activities and the provision of advice on financial management and reform, consistent with the Government's strategies and priorities. It supports a range of services relating to the management of financial assets and liabilities, associated risk mitigation strategies and the preparation of whole-of-government financial and statistical reports.
1.3 Shareholder Advice on Government Businesses
This Output includes monitoring and provision of advice on government businesses. It supports the provision of advice on reforms and policies relating to the Government's ownership of businesses. Submissions and presentations to the credit rating agencies are included in this Output.
1.4 Government Property and Accommodation Services
This Output covers the administration of Government property and accommodation services, including the management of government-owned and leased office buildings and the disposal of surplus Crown property.
1.5 Government Procurement Services
This Output includes the provision of advice in relation to Government procurement activities and the administration of whole-of-government contracts and the Tasmanian Risk Management Fund.
Treasury and Finance 287 Table 11.3: Performance Information - Output Group 1 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure Measure Actual Actual Target Target
Stakeholder satisfaction rating (expressed as a percentage)1 % na 79 >90 >90 Proportion of financial reports receiving an unqualified audit opinion2 % 100 100 100 100 Treasury-managed property vacancy rate3 % 5 3 <1.5 <1.5 State Service workers' compensation contributions as a percentage of the average premium charged by private insurers4 % 80 86 <80 <80 Proportion of financial reports published by the required date5 % 100 100 100 100 Variance between Budget estimate and actual GBE/SOC returns6 % 11.9 6.1 <5.0 <5.0
Notes: 1. The satisfaction rating of the quality of the Department’s services is obtained from the results of the Department's stakeholder survey. The survey has been undertaken every second year and was last conducted in November 2014 for 2013-14. The Department is moving to conduct annual surveys, with the next stakeholder survey scheduled for November 2015. 2. An unqualified audit opinion from the Auditor-General indicates that the financial reports are a true and accurate reflection of the Government's finances. 3. The vacancy rate is the proportion of all owned and leased office space managed by the Department that is currently vacant and available for occupation. 4. The Tasmanian Risk Management Fund includes a self insurance scheme for the workers' compensation liabilities of participating agencies. An indication of the Government's management of workers' compensation claims can be obtained by comparing the workers' compensation contributions paid by agencies to the Fund with the workers' compensation premiums charged by private insurers. The measure is calculated by comparing average agency workers' compensation contributions, as a proportion of salaries, with the premium rate of private insurers. The change in the Fund's performance for 2013-14 from 2012-13 is mainly due to the private insurers' contribution rate increasing. 5. The whole-of-government financial reports published in 2013-14 were the Preliminary Outcomes Report 2012-13, Treasurer's Annual Financial Report 2012-13, September Quarterly Report 2013-14, December Quarterly Report 2013-14 and the March Quarterly Report 2013-14. 6. The positive variance to the Budget estimates in both 2012-13 and 2013-14 relates to variations in the performance of the businesses largely due to external influences impacting on profitability as well as uncertainty relating to the impacts of the energy reform process.
288 Treasury and Finance Output Group 2: Economic and Fiscal Policy Advice
2.1 Economic Policy Advice
This Output relates to the provision of advice on international, national and Tasmanian economic conditions and developments, and forecasting economic trends in the Tasmania economy. It also includes the provision of advice on economic policy and reform issues, including Council of Australian Governments and other national policy initiatives.
2.2 Regulatory Policy
This Output includes the provision of advice relating to the regulation and taxation of gaming activities and licensing of liquor sales, state revenue policy and the legislative review program.
2.3 Intergovernmental Financial Matters
This Output relates to provision of advice on all intergovernmental financial matters, including support to the State Grants Commission.
Table 11.4: Performance Information - Output Group 2 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure1 Measure Actual Actual Target Target
Stakeholder satisfaction rating (expressed as a percentage)2 % na 89 >90 >90 Variance between Budget estimate and actual taxation receipts3 % 2.2 1.9 <5.0 <5.0 Variance between Budget estimate and actual Australian Government payments4 % 0.1 2.4 <5.0 <5.0 Variance between Budget forecast and ABS estimate of gross state product growth5 % 1.5 0.8 <1.0 <1.0 Variance between Budget forecast and ABS estimate of employment growth5 % 0.7 0.9 <1.0 <1.0
Notes: 1. Following a review of performance measures some measures have been modified for the 2015-16 Budget. 2. The satisfaction rating of the quality of the Department’s services is obtained from the results of the Department's stakeholder survey. The survey has been undertaken every second year and was last conducted in November 2014 for 2013-14. The Department is moving to conduct annual surveys, with the next stakeholder survey scheduled for November 2015. 3. The accuracy of the Department's taxation receipt forecasts is determined by comparing the Budget with the actual end of year outcome. 4. The accuracy of the Department's Australian Government payments estimates for 2013-14 is determined by comparing the 2013-14 State Budget estimate for the financial year with payment advices received from the Australian Government during 2013-14. 5. The accuracy of the Department's GSP and employment growth forecasts are determined by comparing the Budget with the most recent estimates of growth for the financial year published by the Australian Bureau of Statistics.
Treasury and Finance 289 Output Group 3: Revenue and Regulatory Management Services
3.1 Tax Administration and Revenue Collection
This Output comprises the administration of taxation legislation and the collection of State revenue, including monitoring the compliance of taxpayers with State revenue legislation. It also includes the administration of various grants, subsidies and concessions to the Tasmanian community.
3.2 Regulation and Administration of Liquor and Gaming
This Output provides for the regulation and control of casino gaming, gaming machines, internet gaming, Keno, minor gaming, betting exchanges and totalizators and support to the Tasmanian Gaming Commission in the discharge of its statutory functions under the Gaming Control Act 1993. It also includes the regulation and administration of liquor licensing and the provision of support to the Commissioner for Licensing and the Licensing Board of Tasmania in their statutory functions under the Liquor Licensing Act.
3.3 Economic Regulation
This Output comprises provision of support to the Tasmanian Economic Regulator in the exercise of its statutory functions, which include the regulation of the electricity and gas supply industries, the economic regulation of the water and sewerage sector and the undertaking of independent pricing reviews on behalf of the Government.
290 Treasury and Finance Table 11.5: Performance Information - Output Group 3 Unit of 2012-13 2013-14 2014-15 2015-16 Performance Measure Measure Actual Actual Target Target
Stakeholder satisfaction rating (expressed as a percentage)1 % na 84 >90 >90 Total overdue taxation debt as a percentage of total taxation revenue2 % 1.6 1.7 <0.8 <0.8 Percentage of formal recommendations accepted by the Tasmanian Gaming Commission3 % 98 98 >80 >80 Percentage of objections in which the Commissioner of State Revenue's assessment or decision was confirmed4 % 95 75 >80 >80 Revenue Branch operating expenses as a percentage of taxation revenue5 % 1.0 0.7 <1.5 <1.5 Percentage of liquor applications submitted to a hearing before the Licensing Board within 40 days of receipt6 % 95 100 >80 >80
Notes: 1. The satisfaction rating of the quality of the Department’s services is obtained from the results of the Department's stakeholder survey. The survey has been undertaken every second year and was last conducted in November 2014 for 2013-14. The Department is moving to conduct annual surveys, with the next stakeholder survey scheduled for November 2015. 2. In providing revenue management services to the Commissioner of State Revenue, the Department seeks to ensure that taxpayers are well informed of their obligations and that tax debt stress and overdue taxation debts are minimised. Accordingly, the target is for overdue taxation debt to be a very small percentage of total taxation revenue. 3. While recognising that the Tasmanian Gaming Commission (TGC) is an independent statutory body, a measure of the quality of the services provided is the proportion of all formal recommendations contained in decision papers that are accepted by the TGC. 4. Objections may be lodged against assessments issued to clients or decisions of the Commissioner, Deputy Commissioner or a delegate of the Commissioner. The Department seeks to ensure that the original assessments and decisions are accurate and that the number of successful objections to these are minimised. Accordingly, the target is for over 80 per cent of objections to result in the original assessment being confirmed as accurate. The result for 2013-14 was influenced by a number of complex cases and also matters where further information was provided by the taxpayer that supported their objection. 5. An indication of the efficiency of the revenue management services provided by the Department can be gained by comparing total taxation revenue collected with the operating costs required to administer and collect that revenue. 6. The Department assists the Licensing Board by receiving applications for licences, undertaking investigations on behalf of the Commissioner for Licensing and providing recommendations to the Board on whether the applicant is qualified in accordance with the requirements of the Liquor Licensing Act. The measure relates to the time taken by the Department to undertake its investigations and prepare submissions for the monthly Board meetings.
Treasury and Finance 291 Output Group 4: Community Assistance
4.1 Bass Strait Islands Community Service Obligation
This Output comprises the payment of the Bass Strait Islands Community Service Obligation to Hydro Tasmania relating to the subsidised supply of electricity and pensioner concessions to electricity customers on King and Flinders Island.
4.2 Public Trustee Community Service Obligation
This Output comprises the payment of the Community Service Obligation to the Public Trustee relating to the provision of trustee service to clients with low asset values.
4.3 Community Support Levy
This Output comprises the collection and disbursement of funds through the Department's Revenue, Gaming and Licensing Division for the Community Support Levy.
292 Treasury and Finance CAPITAL INVESTMENT PROGRAM
Table 11.6 provides financial information for the Department's Capital Investment Program. Further information on the Capital Investment Program is provided in chapter 6 of The Budget Budget Paper No 1.
Table 11.6: Capital Investment Program Estimated) 2015-16) 2016-17) 2017-18) 2018-19) Total) Forward) Forward) Forward) Cost) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Treasurer Budget Information Management System Project1 7 517) 2 771) 2 885) 1 535) ....) State Revenue System Replacement - Payroll Tax and Duties1 2 115) 745) 718) ....) ....)
Total CIP Allocations ) 3 516) 3 603) 1 535) ....)
Note: 1. The 2015-16 Budget includes a Section 8A(2) Carry Forward of estimated unspent Capital Investment Program funding from 2014-15 of $236 000 for the Budget Information Management System Project and $40 000 for the State Revenue System Replacement - Payroll Tax and Duties Project.
Treasury and Finance 293 DETAILED BUDGET STATEMENTS
Table 11.7: Statement of Comprehensive Income 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Revenue and other income from transactions Appropriation revenue - recurrent 37 535) 38 888) 39 309) 40 397) 41 409) Appropriation revenue - works & services1 1 254) 3 240) 3 603) 1 535) ....) Other revenue from government 400) 276) ....) ....) ....) Fees and fines 8 702) 8 523) 8 241) 8 777) 8 636) Other revenue2 752) 1 133) 1 133) 1 149) 1 166) Total revenue and other income from transactions 48 643) 52 060) 52 286) 51 858) 51 211)
Expenses from transactions Employee benefits 26 716) 26 352) 27 346) 28 167) 29 092) Depreciation and amortisation3 269) 221) 183) 390) 1 148) Supplies and consumables4 6 169) 6 831) 6 670) 6 783) 6 601) Grants and subsidies 15 158) 15 304) 15 800) 16 246) 16 691) Other expenses 140) 138) 140) 144) 148) Total expenses from transactions 48 452) 48 846) 50 139) 51 730) 53 680)
Net result from transactions (net operating balance) 191) 3 214) 2 147) 128) (2 469)
Net result 191) 3 214) 2 147) 128) (2 469)
Comprehensive result 191) 3 214) 2 147) 128) (2 469)
Notes: 1. The increase in Appropriation revenue - works & services from 2015-16 reflects Capital Investment Program funding. 2. The increase in Other revenue in 2015-16 reflects revised arrangements for the annual Microsoft agreement whereby Treasury pays the full cost and recovers the annual cost from the agencies involved. 3. The increase in Depreciation and amortisation from 2017-18 reflects amortisation following completion of the State Revenue System Replacement (Payroll Tax and Duties) Project in 2016-17 and the Budget Information Management System Project in 2017-18. 4. The increase in Supplies and Consumables in 2015-16 reflects revised arrangements for the annual Microsoft agreement whereby Treasury pays the full cost and recovers the annual cost from the agencies involved and due to costs associated with the Community Support Levy funded Social and Economic Impact Study of Gambling in Tasmania.
294 Treasury and Finance Table 11.8: Statement of Comprehensive Income - Administered 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Revenue and other income from transactions Fees and fines 1 227) 1 349) 1 376) 1 403) 1 430) Total revenue and other income from transactions 1 227) 1 349) 1 376) 1 403) 1 430)
Expenses from transactions Transfers to the Consolidated Fund 1 227) 1 349) 1 376) 1 403) 1 430) Total expenses from transactions 1 227) 1 349) 1 376) 1 403) 1 430)
Net result from transactions (net operating balance) ....) ....) ....) ....) ....)
Net result ....) ....) ....) ....) ....)
Comprehensive result ....) ....) ....) ....) ....)
Treasury and Finance 295 Table 11.9: Revenue from Appropriation by Output 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Treasurer
Output Group 1 - Financial and Resource Management Services 1.1 Budget Development and Management 2 397) 2 447) 2 464) 2 522) 2 577) 1.2 Financial Management and Accounting Services 3 218) 3 220) 3 204) 3 267) 3 328) 1.3 Shareholder Advice on Government Businesses 2 338) 2 214) 2 203) 2 318) 2 360) 1.4 Government Property and Accommodation Services 695) 720) 717) 732) 747) 8 648) 8 601) 8 588) 8 839) 9 012) Output Group 2 - Economic and Fiscal Policy Advice 2.1 Economic Policy Advice 1 149) 1 205) 1 205) 1 233) 1 257) 2.2 Regulatory Policy 2 454) 2 512) 2 507) 2 561) 2 612) 2.3 Intergovernmental Financial Matters 1 121) 1 124) 1 122) 1 147) 1 171) 4 724) 4 841) 4 834) 4 941) 5 040) Output Group 3 - Revenue and Regulatory Management Services 3.1 Tax Administration and Revenue Collection 7 895) 8 613) 8 584) 8 764) 8 946) 3.2 Regulation and Administration of Liquor and Gaming 5 684) 5 764) 5 747) 5 859) 5 980) 13 579) 14 377) 14 331) 14 623) 14 926) Output Group 4 - Community Assistance 4.1 Bass Strait Islands Community Service Obligation 9 000) 9 400) 9 800) 10 200) 10 600) 4.2 Public Trustee Community Service Obligation 1 556) 1 642) 1 728) 1 764) 1 800) 10 556) 11 042) 11 528) 11 964) 12 400)
Capital Investment Program1 1 254) 3 240) 3 603) 1 535) ....)
Department of Treasury and Finance Total Recurrent Services 37 507) 38 861) 39 281) 40 367) 41 378) Total Works and Services1 1 254) 3 240) 3 603) 1 535) ....) 38 761) 42 101) 42 884) 41 902) 41 378)
296 Treasury and Finance Table 11.9: Revenue from Appropriation by Output (Continued) 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000) Reserved by Law Contribution to the Community Support Levy Account from Betting Exchange Revenues (Gaming Control Act 1993, Section 151) 28) 27) 28) 30) 31) 28) 27) 28) 30) 31)
Appropriation Carried Forward 400) 276) ....) ....) ....)
Total Revenue from Appropriation 39 189) 42 404) 42 912) 41 932) 41 409)
Controlled Revenue from Appropriation 39 189) 42 404) 42 912) 41 932) 41 409) 39 189) 42 404) 42 912) 41 932) 41 409)
Note: 1. The increase in Capital Investment Program and Total Works and Services from 2014-15 reflects Capital Investment Program funding for the Budget Information Management System Project and the State Revenue System Replacement (Payroll Tax and Duties) Project.
Treasury and Finance 297 Table 11.10: Statement of Financial Position as at 30 June 2015) 2016) 2017) 2018) 2019) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Assets Financial assets Cash and deposits 3 642) 3 694) 3 096) 2 614) 1 827) Receivables 377) 338) 341) 344) 347) Other financial assets 357) 389) 396) 403) 410) 4 376) 4 421) 3 833) 3 361) 2 584) Non-financial assets Property, plant and equipment 819) 977) 876) 779) 682) Heritage and cultural assets 84) 84) 84) 84) 84) Intangibles1 2 056) 5 828) 9 348) 10 589) 9 538) Other assets 471) 477) 483) 489) 495) 3 430) 7 366) 10 791) 11 941) 10 799)
Total assets 7 806) 11 787) 14 624) 15 302) 13 383)
Liabilities Payables 723) 742) 824) 906) 988) Employee benefits 7 978) 7 333) 7 936) 8 399) 8 862) Other liabilities 220) 193) 198) 203) 208) Total liabilities 8 921) 8 268) 8 958) 9 508) 10 058)
Net assets (liabilities) (1 115) 3 519) 5 666) 5 794) 3 325)
Equity Accumulated funds (1 115) 3 519) 5 666) 5 794) 3 325) Total equity (1 115) 3 519) 5 666) 5 794) 3 325)
Note: 1. The increase in Intangibles reflects the work-in-progress on the Budget Information Management System Project and the State Revenue System Replacement (Payroll Tax and Duties) Project.
298 Treasury and Finance Table 11.11: Statement of Cash Flows 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)
Cash flows from operating activities Cash inflows Appropriation receipts - recurrent 37 535) 38 888) 39 309) 40 397) 41 409) Appropriation receipts - capital1 1 254) 3 240) 3 603) 1 535) ....) Fees and fines 8 701) 8 522) 8 240) 8 776) 8 635) GST receipts 1 600) 1 600) 1 600) 1 600) 1 600) Other cash receipts 752) 1 133) 1 133) 1 149) 1 166) Total cash inflows 49 842) 53 383) 53 885) 53 457) 52 810)
Cash outflows Employee benefits (23 213) (23 739) (23 669) (24 515) (25 206) Superannuation (3 065) (3 039) (3 027) (3 142) (3 377) GST payments (1 600) (1 600) (1 600) (1 600) (1 600) Grants and subsidies (15 158) (15 304) (15 800) (16 246) (16 691) Supplies and consumables2 (6 164) (6 826) (6 665) (6 778) (6 596) Other cash payments (124) (121) (119) (123) (127) Total cash outflows (49 324) (50 629) (50 880) (52 404) (53 597)
Net cash from (used by) operating activities 518) 2 754) 3 005) 1 053) (787)
Cash flows from investing activities Payments for acquisition of non-financial assets1 (1 329) (3 516) (3 603) (1 535) ....) Net cash from (used by) investing activities (1 329) (3 516) (3 603) (1 535) ....)
Net increase (decrease) in cash and cash equivalents held (811) (762) (598) (482) (787)
Cash and deposits at the beginning of the reporting period 4 453) 4 456) 3 694) 3 096) 2 614) Cash and deposits at the end of the reporting period 3 642) 3 694) 3 096) 2 614) 1 827)
Notes: 1. The increases in Appropriation receipts - capital and in Payments for acquisition of non-financial assets reflect funding for the Budget Information Management System Project and the State Revenue System Replacement (Payroll Tax and Duties) Project. 2. The increase in Supplies and Consumables in 2015-16 reflects revised arrangements for the annual Microsoft agreement whereby Treasury pays the full cost and recovers the annual cost from the agencies involved and due to costs associated with the Community Support Levy funded Social and Economic Impact Study of Gambling in Tasmania.
Treasury and Finance 299 Table 11.12: Statement of Cash Flows - Administered 2014-15) 2015-16) 2016-17) 2017-18) 2018-19) Forward) Forward) Forward)
Budget) Budget) Estimate) Estimate) Estimate)
$'000) $'000) $'000) $'000) $'000)
Cash flows from operating activities Cash inflows Fees and fines 1 227) 1 349) 1 376) 1 403) 1 430) Total cash inflows 1 227) 1 349) 1 376) 1 403) 1 430)
Cash outflows Transfers to the Consolidated Fund (1 227) (1 349) (1 376) (1 403) (1 430) Total cash outflows (1 227) (1 349) (1 376) (1 403) (1 430)
Net increase (decrease) in cash and cash equivalents held ....) ....) ....) ....) ....)
Cash and deposits at the beginning of the reporting period ....) ....) ....) ....) ....) Cash and deposits at the end of the reporting period ....) ....) ....) ....) ....)
300 Treasury and Finance